The argument in one line.
Complacency is a math problem, not a character flaw -- until you calculate the real dollar cost of the freedom you want, you will keep measuring yourself against the wrong number and feeling fine.
Read if. Skip if.
READ IF YOU ARE…
- You run a service business with 20-60 clients and feel stuck in a revenue band you cannot break through.
- You tried to remove yourself from operations and watched churn spike when you did.
- You are a founder in your early-to-mid 20s who considers yourself doing well financially but has never calculated what your actual target lifestyle costs.
- You are operating from a single acquisition channel and wonder why growth feels fragile.
- You want a real-time example of what a structured 66-minute business audit conversation looks like.
SKIP IF…
- You are pre-revenue or in your first year -- this session is calibrated for someone already at $100K+/month.
- You want tactical paid-ads or funnel instruction; this is entirely an operational and mindset audit.
The full version, fast.
A $115K/month home-service paid-ads agency is trapped by three compounding problems: poverty pricing (retainers between $800-$2K that demand disproportionate time), a single-legged acquisition model (100% from Facebook groups in one state), and an owner managing all 62 clients personally after firing his team. The host walks through a forensic hour-by-hour time audit, surfaces five to six hours of daily randomness, and argues the only viable exit is deliberate contraction -- fire the worst clients, reclaim the time, upgrade the pricing tier. The closing sequence reframes the mindset problem: the guest feels fine because he is comparing himself to his college peers, not to the actual calculated cost of the life he says he wants.
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Create a free account →Who's talking.
00:00hostJeremy Haynes
04:30guestCody Kavanaugh
Where the time goes.
00:00 – 04:51
01 · Intro and Background
Preview clip, Cody intro. $115K/month, 62 clients, stagnant 6-7 months, churn at 8% down from 12% after owner reinserted into operations.
04:51 – 10:18
02 · Facebook Group Strategy
Single acquisition channel: 100 Facebook groups, Texas only, local community strategy built in college. Jeremy calls it wildly inefficient but effective. Notes 100% single-legged acquisition risk.
10:18 – 16:31
03 · Day-to-Day Breakdown
Jeremy maps Cody's full day hour by hour. 3 hrs client comms, 3 hrs account review, 1 hr sales team, 1 hr learning -- plus 5-6 unexplained hours going to randomness and reactivity.
16:31 – 22:38
04 · Breaking The Cycle
What breaks the $100-120K band. Cody identifies removing himself from client-facing work. Jeremy points out no time currently goes toward rebuilding the ops team required to do that.
22:38 – 36:00
05 · Restructuring Plan
Jeremy's content engine: 3 hrs/week filming, $4K/month YouTube team, $8K/month in-house shorts editor. Core argument: what you pay for is what you pay attention to.
36:00 – 40:06
06 · Pricing Evolution
Jeremy's progression from $1,800/month to $100K/month service fee. Key lesson: you do not close $25K deals because you do not have a $25K package.
40:06 – 48:58
07 · Contraction Strategy
Jeremy fired $109K worth of clients in one move, cut from 27 staff to 4, closed first $25K/month deal 3 months later. The case for deliberate revenue contraction to unlock the next growth tier.
48:58 – 59:08
08 · Freedom Cost
The math: $200K/month invested for 20 years at 10% annualized creates $138M, which at the 4% rule yields approximately $180K/month after tax. Freedom costs dramatically more than most people calculate.
59:08 – 1:06:47
09 · Strategic Mindset
Reframe from doing well for 24 to at the bottom of the group I just joined. Final advice: do the freedom math, look the number in the eyes, use it as the daily comparison point.
Lines worth screenshotting.
- Removing yourself from operations before you have built the system to replace you is how most agency owners accidentally destroy their retention.
- A 12% monthly churn rate means you are replacing your entire client base roughly every 8 months -- that is not growth, that is a treadmill.
- Sub-$3K retainers are not just a revenue problem -- low-ticket clients demand more communication per dollar than high-ticket clients and consume time disproportionate to their value.
- If your only acquisition channel is a single-community strategy in a single state, your revenue ceiling is already set before you started scaling.
- Three hours a day reviewing 62 ad accounts is an operations problem disguised as diligence -- it is precisely what makes scaling feel impossible.
- The clients who pay you the most ask for the least; the clients who pay you the least consume the most.
- You cannot use multiple homes across the world as motivational fuel if you currently lack the operational freedom to travel overnight.
- Deliberate contraction -- cutting one-third of your revenue -- can be the highest-revenue action available when every hour is already fully allocated.
- The dollars you invest in your 20s compound longer than any dollars you will ever invest; waiting until you make more is one of the most expensive financial decisions a founder makes.
- At a 4% withdrawal rate, generating $138M over 20 years via $200K/month invested at 10% annualized yields only approximately $180K/month in after-tax buying power -- the math on freedom is far more brutal than most people realize.
- People who pay the most for mentorship extract the most from it; people on legacy pricing rarely show up.
- Comparing yourself down to your peer group creates artificial satisfaction; comparing yourself up to the actual cost of your stated goals exposes the gap that generates drive.
- The goal of calculating the freedom number is not to feel poor -- it is to restore the survival-level urgency that originally got you moving.
- When your time audit shows five to six unaccounted hours going to randomness and reactivity, the audit is telling you exactly why your revenue band has not moved.
- Every agency owner must eventually choose between building a high-volume systematized operation or contracting hard toward high-ticket rev-share deals -- but you cannot drift your way into either outcome.
Complacency is a math problem you can solve.
WHAT TO LEARN
Most plateau-level business owners are not lazy or unfocused -- they have just been measuring themselves against the wrong benchmark, and nothing in their environment corrects it.
01Intro and Background
- Stagnation between $100-120K for six months with 62 clients is a structural signal, not a sales problem -- churn and new business are running neck and neck.
- Churn jumping from 6% to 12% when the owner stepped back is the most common pattern in service businesses: the system was the owner, not a replicable process.
02Facebook Group Strategy
- A single organic channel that has worked for two years is a proof of concept, not a growth engine -- total dependence on one source means any disruption collapses revenue.
- Geographic concentration adds a second layer of concentration risk that is invisible until a market-level event hits.
03Day-to-Day Breakdown
- When a time audit reveals more hours going to randomness than to any named activity, the business has no operating system -- just an owner firefighting.
- Three hours per day reviewing 62 client accounts is not sustainable and not scalable; the fix is a system, not more personal hours.
- The gap between stated priorities and zero allocated time for those priorities is the diagnostic -- not a motivation deficit.
04Breaking The Cycle
- Knowing what needs to change and having time to change it are two different problems -- most stagnant operators can name the solution but cannot implement it because implementing requires time they are spending on the problem.
- Breaking the cycle requires a temporary contraction, not an optimization -- there is no efficiency gain available that is large enough to create the time needed.
05Restructuring Plan
- Paying for something forces attention to it -- a content payroll line item creates accountability that a personal commitment does not.
- Three hours per week is the actual time investment for a consistent video content operation; the perceived barrier is almost always an overestimate.
- Organic content is not a growth channel until it is resourced like one -- consistent output requires dedicated staffing, not willpower.
06Pricing Evolution
- Pricing expansion is not about confidence -- it is about building the offer at the new price and selling it.
- The type of client you attract changes with price; the same service sold to a better-capitalized client generates less friction and fewer support requests.
- A discovery or analysis engagement -- charging a one-time fee for a plan the client can execute themselves -- is one of the highest-probability paths to landing a larger ongoing deal.
07Contraction Strategy
- Cutting one-third of revenue to reclaim time is not a setback if the reclaimed time goes directly into the highest-value activity the business currently cannot do.
- The relief of firing problematic low-ticket clients is real and immediate; the revenue lost is recoverable; the time lost to those clients is not.
- Every constraint you apply to what deals you accept is an investment in the quality of the work environment you are building.
08Freedom Cost
- The 4% rule converts a lifestyle into a portfolio target: if you want $180K/month in retirement income, you need approximately $54M invested.
- The dollars you invest youngest compound the longest; a dollar invested at 24 is worth more than a dollar invested at 34.
- Most founders who feel they are doing well have never compared their current trajectory to the actual cost of the life they describe wanting -- the gap, when calculated, is the strongest motivator available.
09Strategic Mindset
- Comparing yourself to your college peers is the wrong benchmark once you are in the top tier of your field -- the meaningful comparison is to the best in your niche and to the cost of your own stated goals.
- The freedom number is not designed to make you feel poor -- it is a precision instrument for restoring the urgency that survival-based growth once provided automatically.
- Happiness and drive are not in conflict: you can be genuinely grateful for what you have built while simultaneously measuring yourself against a larger number that keeps you moving.
Terms worth knowing.
- Poverty pricing
- Service retainers below $3,000/month in a marketing agency context -- a threshold where client time-demands typically exceed revenue justification, trapping the owner in low-margin, high-communication accounts.
- Rev share / net profit share
- A pricing structure where the agency earns a percentage of verified profit generated for the client, in addition to or instead of a flat monthly fee -- designed to align incentives and scale earnings beyond a fixed retainer ceiling.
- Deliberate contraction
- The intentional act of cutting clients, staff, or revenue in the near term to reclaim time and capacity, enabling a pivot to higher-quality deals and a larger long-term revenue ceiling.
- The 4% rule
- A retirement planning guideline suggesting you can safely withdraw 4% of an invested portfolio per year without depleting principal -- used here to calculate how large a portfolio must be to fund a specific annual income in perpetuity.
- CSM (Customer Success Manager)
- The role responsible for ongoing client communication, onboarding, and retention -- in an agency, the person who owns the relationship with active clients after the sale closes.
- Positive pressure vs. negative pressure
- Negative pressure is survival-based motivation (you must earn or something bad happens). Positive pressure is desire-based (you want something specific and have calculated what it costs). Both drive action; only positive pressure is sustainable long-term.
- Single-legged stool
- A business that depends entirely on one acquisition channel -- fragile by design, because one disruption to that channel collapses revenue.
- Freedom number
- The precise dollar figure -- calculated via compound interest and withdrawal math -- that represents what a specific desired lifestyle actually costs to fund indefinitely, used as a north-star comparison point for current performance.
Things they pointed at.
18:20channelAndy and Bodhi (home service agency, $1M+/month)
22:30productOrganic Content Engine (weekly group call)
40:00linkMy Perfect Client Traits (YouTube video, 23 traits)
40:50productFive Point Client Retention Star (Inner Circle SOP)
53:20toolS&P 500 compound interest / 4% rule framework
Lines you could clip.
16:59
“Anything below 3K a month when you're in a marketing agency is generally what you wanna consider poverty pricing. It keeps you in a hole.”
41:36
“You don't have a 25K a month package because you don't have a 25K a month package.”
46:00
“I personally cut about one third of my total revenue when I made my big shift. And I gotta be honest with you, it felt like the biggest relief ever.”
23:15
“What you pay for is what you pay attention to.”
1:04:50
“It's not to make you feel poor. All it's intended to do is give you the drive back that you're now missing because you no longer have a survival-based reason to grow.”
Where the conversation goes.
00:00 – 22:38denseBusiness diagnostics -- churn, pricing, acquisition
10:18 – 36:00denseTime audit and operational efficiency
36:00 – 48:58densePricing evolution and rev-share model
48:58 – 1:06:47denseWealth building math and freedom cost
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metaphoranalogy
00:00I've been trying to, like, remove myself from the ops of my business for a long time. That's why it's gone up? That's why it went up.
00:05In effort of trying to focus on sales, you essentially had worse retention,
00:09and it's not to make you feel poor. It's not to diminish happiness in real time. All it's intended to do is give you the drive back that you're now missing because you no longer have What what's your profit margin on this?
00:23What's that look like? I mean, dude, they're fucking you.
00:28Ladies and gentlemen, welcome to another video today. We're doing a Cody business review. This is the Cody here.
00:33Cody, you wanna explain yourself and introduce yourself to the people? What up, y'all? I'm Cody Kavanaugh.
00:37I run Kavanaugh Media. Um, we are a home service based agency, pretty much doing everything online. I met Jeremy probably about a week or two ago at Sell More online briefly.
00:48Oh, Evans event? Yeah. Nice.
00:49Was there. Great event, by the way.
00:51Nice. But, yeah, I met him briefly, he's been a massive help. Nice, Cool.
00:55Well, welcome in. So you you literally just joined into our Inner Circle offer. I did, like, a week ago.
00:59Nice. Congrats on finally nuttin' up and takin' the next step forward with us. How long have you been in the consideration phase?
01:06Probably for about ninety days. Yeah. Ninety days.
01:08Long time. I gotta condense that down. But that's the thing.
01:11We can tolerate that organically. I mean, my goodness. If we had that on a paid advertising side, we'd be toast.
01:15Alright. So paid advertising agency, I assume. Do you do any other services under your umbrella?
01:20No. Mainly paid ads. Okay.
01:21Got it. And to be clear, how many deals you got right now? Like, clients?
01:24Yep. Uh, we are at 62. 62?
01:27Correct. Wow. That's a shitload.
01:29So 62 clients total revenue. Are you comfortable talking about it? Yes.
01:33We Where yeah. We're doing about, like, $1.15 a month. Okay.
01:36And have you been stagnant there? Have you been going up into the right, down into the right? Which We've
01:41stagnant between, like, a $100 up to, like, $1.20, kind of for the past six to seven months. 100 to 120, and that would imply you have some kind of churn issue. Is that true or no?
01:50Correct. Yes. Okay.
01:51And do you know your actual churn off the top of your head? Um, last month, it was at 8%. Month prior is at 12.
01:57Okay. And so that's coming down then? Correct.
01:59Does it has has it fluxed back up, or has eight been the lowest? You've got it. Um, we were previously at six forever ago.
02:05I've been trying to remove myself from the ops of my business for a long time. That's why it's gone up? That's why it went up.
02:10So then I reinserted
02:11myself, I'm restructuring it, and now it's going back down. Okay, so you tried to do the classic remove from your business, and you got burnt by that. Correct.
02:20And then now you're back in the trenches. Correct. Okay, and that's what improved it from 12 back to eight?
02:25Yes. Okay, and you think you'll be able to pull it back down to six? Yeah, for sure.
02:28Okay, and then how much has that impacted your ability to go out and get new deals? Significantly. I imagine that you attempted to pull yourself out of the business in order to be able to focus on more revenue driven actions, such as sales.
02:39Correct. And that ended up causing you to have a more problematic scenario that developed for yourself. Exactly correct.
02:44In the effort of trying to focus on sales, you essentially had worse retention. And did you have an increase in sales while you put attention on that or no? I did have an increase in sales, but retention went down the window.
02:54Or, I mean, client churn increased, which honestly was kind of the delay for joining the program. Was I wanted to fix my churn, uh, fix my retention, and then join. And I was like Well, makes sense.
03:04I mean, dude, listen. At the 115 k a month, mean, you're barely scraping by the income threshold to be a part of the whole thing. But this this I mean, at the end of the day, you're bopping between a 100 and a 120 what what's your profit margin on this?
03:14What's that look like? 75%. Okay.
03:16So you're operating a high profit margin here, is great for a service based business like yours. And how are getting to clients right now? Facebook groups, primarily.
03:23Got it. So Facebook groups are the acquisition sources. Is there anything else?
03:26No. That's it. Really?
03:28That's all? That's literally it. Yeah.
03:29And what's your what's your strategy there? Um, joining local community groups, introducing myself, having people reach out, converting them to a book call, and then a one to two call close. Okay.
03:39And is there in in terms of just dilution on that, is it all coming one place actively where you get a majority of your deals, like, meaning literally more than half, or it's very evenly spread and it's pretty much evenly spread?
03:49Okay. Got it. We have, like, a unique strategy I created in college where which I've milked for the past two years.
03:54Feel free to keep that proprietary to yourself if you don't wanna explain it, but if you'd like to explain it, go ahead. We utilize a lot of groups on Facebook to get clients. So Makes sense.
04:02Okay. So moral of the story, with that local community group strategy you've got, I would assume that you're the one going in there and putting in time and effort to be like a group expert and share some kind of value or advice or, you know, something strategy wise that ends up getting people to reach out to you? Or do you just actively, like, establish yourself as a group expert and then reach out to others or a More so the first option where I'm putting up posts, people reaching out to me after I've established myself locally.
04:26Got it. Makes a lot of sense. Okay.
04:27Do you do this just in The United States, or do you do it in very specific regions in The US? Just in Texas. Okay.
04:32So isolated to Texas. Is there any logic to that?
04:35I mean, the majority of businesses I work with are blue collar. There's a ton of blue collar businesses in Texas, and they prefer to meet somebody in person. So I've had a unique angle of, hey, I'll put up a post, come introduce you, shake a hand, and start a relationship.
04:48Okay. Wildly wildly inefficient. Yeah.
04:51Well So you you have to out of every deal you get, let's say, of 10 deals, how many do you actually have to meet in person? 10%. Got it.
04:56Okay. So one out 10. Yeah.
04:57The the bigger ticket people. Makes sense. Now out of this out of this 62 deals you've got right now that get you to a 115 k a how much of that is a, quote, unquote, big deal?
05:06I mean, so over, like, the past since I've started my agency, like, two and a half, three years ago, we went from really low ticket to higher ticket. Like, now our average ticket's 1,500 to 2 k, kinda what I told you yesterday.
05:19I would quote 2 k or above retainer like a big ticket client. So that's people we're trying to meet with at least on a monthly basis via Zoom call, strategy call, or weekly communication. Got it.
05:28Have you ever heard me talk about the word poverty pricing? How about now? Anything below 3 k a month when you're in a marketing agency is generally what you wanna consider poverty pricing.
05:36It keeps you in a hole. Um, there was actually, to be fair, to that pricing strategy and, like, that niche in combination. Are you familiar with Andy and Bodhi?
05:44Do you know the names of those guys in the group yet? No. So in in the Jeremy's Inner Circle group, one of the guys that we just or I should say a set of business partners that we just gave a million dollar a month trophy to, one of the first marketing agencies, I think one of three that we've ever given a million dollar a month trophy to, they got there through helping home service based businesses.
06:00They charge an average of like 2 to 3 k a month. Their main service offering is just a bunch of random digital marketing services, but I'm under the impression the main one is them ranking people inside of Google Map listings for like being a local high result search when somebody looks up like roofer in fucking Austin, Texas as an example, you know?
06:19It seems to be their bread and butter, they do other digital marketing services as well. And they have a whole mastermind talk by the way inside of the mastermind talks library you got access to in the inner circle that you can watch in their own words exactly what they did, which obviously I'd encourage you to do. So there's tremendous amount of value from those guys that you'll get.
06:34Um, simply put, they had a large presence on Twitter, specifically Bodhi out of the two business partners there, and that was where they claimed a little over 700 k a month in deal flow comes from them or has at least originated from is from Bodie's personal brand presence on Twitter. So they also have a very isolated
06:52single one legged stool acquisition source for damn near their entire business, you know, 70 plus percent of it. You're essentially 100% of that. It sounds like you got a potential framing issue here.
07:03So when you talk about your pricing like, you know, low ticket versus high ticket, and you have a difference of like a thousand bucks a month, Can you tell me what you think about charging 5 k a month? Does that just seem absolutely unobtainable to you, or what do you think about that? I wouldn't say it's unobtainable.
07:17Like, we have clients that have a 3 k to 4 k ticket price. We don't have many of them. Those are the big ones that you're talking about.
07:22Correct. Yeah. Those are the people I try to meet in person.
07:24Okay. I would say it's more so like our positioning as a brand. For like, if you're wanting to, in my opinion, go for the bigger ticket, you have to create more of a brand for it, and I haven't done that at all.
07:33How long have you been in business? Two and a half years. Okay, so you haven't been able to establish yourself with, like, a brand over two and a half years of of operating?
07:40So I've been I've been too busy to put time into it. Kinda like content. Like, everybody needs to do content, but I haven't taken time to focus on it.
07:46So a recent pivot I did about a month ago was meeting up with all my clients and filming case studies and testimonials to leverage for higher ticket. Okay. And is that consistent for you or is that something you've just dabbled with?
07:57For the case studies? Correct. Just filming in general for your organic presence.
08:00It's something I just started doing with. Like, I haven't I haven't put much time and effort into it. If we pulled up your Instagram right now, what's the frequency in which you post?
08:08Once a week. Understood. And what what would you post?
08:11Just more lifestyle stuff. Understood. Do you believe that organic presence and just having any kind of content there helps support your advertising and your group strategy in this case?
08:21100%. Okay. And that still doesn't drive you to essentially do anything to commit that time to it.
08:27I yes and no.
08:28You you are correct. In my aspect, my problem right now that I'm facing is scalability. And so I don't have like a CSM meeting with clients.
08:36I had a few CSMs, and they kind of did very bad, which is why the churn went up. So I reinserted myself as a CSM for my clients. So if we were to go double tomorrow, that's creating a massive problem for me.
08:46By way, total side note, if you need somebody, we actually have one of my staff here that I recruited and poached from TikTok, and he's got an entire department
08:55of CSMs at TikTok directly that just got let go, and they're only looking for, like, 5 to 6 k a month apiece. I was actually interviewing through a few of them.
09:05If you wanted any one of those referrals, like, I'm talking like they just got fired within the most recent two days. I would definitely Talk to us after that, and I'll make sure I get you over an intro to one of those guys. That'd be great.
09:15But that'll help you out. So, anyway, yours when you say you don't have a CSM right now, are you implying that you're actively talking to 62deals yourself?
09:21So I had CSMs
09:23private like, previously communicated with them. Tell me what we're doing right now. You're talking to them yourself?
09:27Correct. Okay. So when you look at your day to day, um, tell me how your life is managing 62 deals, trying to get new ones with How many groups are you a part of here with this Facebook group strategy?
09:37Probably about 100. Okay. So you got a little over 100 groups here that you're a part of.
09:41And on top of that, you're managing the relationships with 62 people? Correct. Okay.
09:46And why'd your CSMs quit? I fired them. Okay.
09:48And why'd you fire them? The the communication wasn't there. So they were they were previously like as I feel like as a leader in business, you get more efficient and smarter and, like, significantly better over time, they were kind of previous hires I had when I started my company that weren't really a CSM or, like, shouldn't have been one on paper that I try to kind of fit them.
10:07I try to make them be a CSM when it wasn't their natural skill set. Okay. I understand.
10:11And, um, again, just back to your day to day. So, you know, you wake up. Today, as an example, you managed to come here and be in person with me and have this conversation.
10:20You feel any anxiousness in your chest? About being here? Yeah.
10:23No? Feel like you're doing anything wrong right now? Like, you feel like things are breaking back at home?
10:27In the business? Yeah. Everything feels stable to you, or do you have any No, sense of it's definitely not stable right now.
10:33Understood. And again, like, terms of I'll give you a perfect example, right? There's been several times in my early agency owner career, like, realistically, the first year or two, where I'd have something that maybe personal would come up.
10:44Like, maybe my family wanted me to come out for Thanksgiving together, you know? And I would go and start the process of packing, and right away, I'd start to get an uptick in what I felt like the simple word would be anxiety, like anxiousness.
10:59I recognized I was like, man. And then I'd take a little Uber over to the airport, and again, as I continued to escalate closer and closer to just getting on the actual flight, I'd feel more and more of that anxiety because I knew exactly like what your business is.
11:11Right now, my business was very, very reliant upon me. My people needed me to be there for the staff that I had, and I had staff. I had people.
11:19How many people do you have in this operation right now? Six. And so I had, give or take, the time frame that I'm talking about here, because this happened to me a few times in my earlier career.
11:26I'd feel, simply put, just like I couldn't go without things just blowing up when I was gone. I feel like I couldn't sacrifice that time, and what I'd end up doing in some instances, give or take what time frame I'm talking about, I would just go back home, and I would just lock back in because it felt like I had to.
11:44And I was right. I mean, to be fair, I definitely wasn't wrong or gaslighted myself into thinking I needed to be there just out of being a workaholic or something. I mean, things would have blown up.
11:51I probably would have lost revenue if I didn't tap in instead of tapping out. And to be clear, when I say this, again, do you in any way, shape or form experience it, or do you feel like you're maybe suppressing that, or it just doesn't exist for I I mean, I wouldn't say I get anxious about it because, like, I'm not an anxious person.
12:08Good alternative characteristic. In terms of, like, stress, yeah. I mean, you you look on numbers.
12:12Instead of anxiousness, you get stressed. Exactly. Okay.
12:15It's like, hey, you have a massive
12:17deliverable you have to hit. So the reason why I haven't, like, tried to scale significantly is timing. Obviously, you look at my numbers.
12:23I'm communicating with clients too much. I'm too much in the day to day different Yeah. Mean, if you scaled, like, you'd essentially just lower your quality of life dramatically every time you do it because you'd have another person you have to communicate with plus everything you have to do on the sales side to run the Which is my churn and burn model.
12:35Which is why I didn't focus on content right now. Mhmm. Yeah.
12:38Okay. And how long do you think content takes in a week? Uh, I mean, probably two to three hours.
12:43Yeah. There's a great video in the, uh, in the weekly group call library. Know you're new to the group.
12:47It's called the organic content engine, and it breaks down exactly what I'm sitting here doing with you right now. This today is my film day now. I moved it from Sunday to Tuesdays.
12:55Takes me about two to sometimes upwards of three hours, give or take a little break in between or if a video just runs a little longer. Sometimes less if they're shorter videos, of course. Then we take those and we turn them into our shorts.
13:05And then I'll usually sit down. I got a second guy at the office now that we do for this, where we actually just film for the shorts and reels. They're all super easy to film.
13:12They're usually ideas that I'll come up with, and then I'll have a few that we accumulate throughout the week. And generally now with the shorts factored in, it's about a three hour process altogether. And it costs me in total, I break down inside of that video, four k on the YouTube side for my team there.
13:26That'll take this video, edit it, post it onto the channel, send me over a link. They'll do the thumbnail, the description optimization, the titles, and all that fun stuff.
13:34They'll track it analytically and report to me, things like that. My guy in the office now, instead of hiring a bunch of random people from the outside that would clip things for us, and I wasn't very satisfied with all the people that we'd use as clippers. We just hired in house for that, we have an 8 k a month payroll position for that.
13:50This guy runs my Instagram specifically, where we post content, tell people to comment a specific word below, and it drives revenue for us that well exceeds the 8 k a month that I pay him in payroll. And then other than that, you've guys like what you've seen behind the scenes, my marketing helper Jay in this case, that just sets stuff up like this, presses the record.
14:05He didn't have to do any of the editing. He just helps on that side of things. Wouldn't even really say that that's a dedicated payroll position to this, just more so somebody else has a multi role position in the business.
14:14So there's a bit of a cost to it. Your 75% profit margin that you're at currently, you definitely have the room to hire, you know, a few people realistically that can fit into these different roles, and I wanna remind you of a very specific thing.
14:26What you pay for is what you'll pay attention to. Okay? So at your stage in your revenue, although small, you have the margin to be able to pay for certain things.
14:36Like being a part of this group is a great example of that, hiring key payroll positions that naturally will make you pay more attention to it than if you do what you're doing now as a strategy, which is saying, Hey, I know this can benefit me. I know it can lead to additional revenue. I know for sure it's gonna bring additional deal flow, but I can't justify paying attention to that right now, and there's no reason for you to pay attention to it besides the upside you can experience.
14:58I know it might sound a little silly, but if you added a little bit of payroll to that, you'd have a much higher probability to pay attention to it because you're risking dollars on it. Does that make sense? It does, yeah.
15:06It's a great strategy to consider, and if you find yourself not actively paying attention to it as much as you should, you might actually be spending too little dollars on it. Does that make sense to you? Yeah, does.
15:16Sometimes with my Inner Circle pricing strategy as an example, you know, people join for upwards of 10 ks a month on our full circle offer. Those people take that very seriously. The people who literally have paid us the most to be a part of that group as time has gone on are the people who are the most active, who are the most attentive, who show up the most to masterminds, who show up intentional and willing to learn, who talk to me the most via DMs, who use their one on one calls with me.
15:38They get the most out of the group because they also pay the most to be a part of it. The people who we have on OG pricing, and I'm talking, like, from 2,019, I barely hear from those people for the most part.
15:47I see them occasionally at a mastermind. They they when they hit me up, almost feel like at this point, it's, like, uh, abuse. You know?
15:54They're like, I don't even feel like I should be talking to you with how little I pay compared to all these new guys that join into this thing, you know? But here's my point. The difference in what they pay is what differentiates the level of attention and how much they extract from it.
16:05Does that make sense? It does, yeah. So when say these payroll costs to you, as an example from my organic process, I took organic much more seriously as well as a very heavily focused paid ads guy because I officially put enough dollars on it for me to feel like I really actually need to pay attention to it to prioritize it, and then obviously I saw the upsides that you're clearly aware of too.
16:22Does that make sense to you? Yeah, it does. Okay.
16:24Okay. Now, to be clear, with this, you also have to ask yourself the question, do you feel like you can escape it? The current model?
16:31Yeah. Because the way that you're currently operating this, your churn is likely matching matching the amount of people that you're closing in a month. You're part of a 100 different groups.
16:39I truly can't imagine, unless you're just doing a copy and paste strategy, that you are actively in a 100 of these groups. Like, actively posting, actively sharing.
16:49Again, unless you're just doing some kind of copy and pasting with minor variations to the post so it doesn't appear like you're actually in all of them posting the same exact stuff. But here's my point. You're not breaking out of that hundred to hundred and twenty k a month range.
17:01And so, again, that's shows me your sales activity and your churn activity are neck and neck. They're pretty much one and the same. So there has to be something that you implement that breaks you out of that range, and you're failing to do that.
17:13You're aware of the things, but you're not doing those things. So the the question is is, first of all, do you feel like you can break out of this? For sure.
17:20Yeah. I definitely can. And and in your mind, what do you think breaks you out of this cycle?
17:23I I mean, removing myself from being client facing is probably the immediate one, in my opinion. How much time did that take in a day talking and managing the 62 people? Significant.
17:33And putting in hours. How much time will you spend today and yesterday just looking at the average amount of time in those two days? Today and yesterday?
17:41Yeah. Six hours. Per day?
17:43Total. There's probably Three hours a day. Three to four day.
17:45Yeah. How many of those 62 clients did you communicate in those three hours a day? Yes.
17:49Today is Tuesday? Yeah. I've communicated probably to about, uh, 20 of them so far.
17:54Okay. So you get about one third of the total client volume in three hours communicated with. So that would imply you need about nine hours a day.
18:00And that would go towards that if you actively communicate with All sixty two. You would need to communicate with All sixty two. As an agency owner myself, I'm fully aware not everybody needs communicated to in a day.
18:10A lot of the times, you can just let them sit there if things are going well. So does that infer that one third of your clients are problematic? Because usually the ones that you talk to the most are the ones that have the most issues.
18:19No. It wouldn't be that. It would be because they're new onboarding.
18:22So how we add the recent churn Yeah. How we've come back from that. Yep.
18:26We found, like you're aware. Whenever you onboard clients, they need a lot more hand holding. They need a lot more communication.
18:31Less time intensive part of the process is either when things are going wrong or during the onboarding process. So it's the it's more intensive now because we've had churn, so we've onboarded a significant amount. So I'm communicating with a lot of clients one on one Got it.
18:43For onboarding. Okay. So long story short, it's averaging about three hours a day?
18:47Does it stay consistent at that, or does it go up or down? I'd probably two. I I would say I'd probably spend about two hours a day, Monday through Friday with client communication.
18:55Okay. What do the other hours go towards? Overseeing accounts.
18:58How long does that take in a day? I mean, my days are sporadic, but probably two to three hours a day, I'm looking through all client accounts, looking internally, meeting with the team, etcetera.
19:08Okay. So you're at two hours a day on client communication. When you say looking over the accounts, what does that entail?
19:13Um, looking at, like, the Facebook ad accounts, looking at the Google ad accounts, um, meeting with my team internally, like, media buyers I have. Just reviewing the accounts with them.
19:21Reviewing
19:23reviewing the onboarding, reviewing my sales team, etcetera. Got it. How much time does that take in a day?
19:27A lot. Including hours. The sales team or the fulfillment?
19:29When you look over the accounts, specifically when you're talking about, like, going into the ad accounts, talk with your staff about the ad accounts. How much time and hours does that take in a day?
19:38Let's just say three. Three hours a day. Okay.
19:40And then when you said something else about your sales team, what were you inferring there? Uh, I spend about an hour day with my sales team just kind of going Just talking to them, like with you in the pipeline? Making sure the culture
19:50attitude's there, pipeline, call audits. Sales team management?
19:54About an hour? Yeah. About an hour a day.
19:56Alright. What else? In a day?
19:58Yeah. I'll probably spend about an hour learning about AI. I try to spend, like, just keeping current, you know?
20:05Does does learning about AI mean scrolling on social media? No. It means like looking at different APIs, like watching YouTube videos, like things I can go implement in the company.
20:14Okay. Every day? That's preferably before bed, but correct, yes.
20:18Okay. Understood. And that's about an hour a day?
20:20Correct. Okay. What else?
20:21Um, I would try to take I mean, you can see my schedule. It's pretty pretty tough, but I try to spend an hour or two on sales calls a day. Okay.
20:30Uh, so that'd be two to three sales calls a day
20:33back to back. Okay. So on sales calls.
20:36And you do those in time blocks? Correct. Yeah.
20:38Okay. And anything else? I think that's it.
20:41Nothing else at all? I mean, for my main workday, and then I try It's just your day in general, be clear. I'll do an example.
20:47Like, I wake up in the morning, I should be vulnerable with you and show you things that you could say. When I wake up, I usually have about an hour where I'm still technically laying there because my wife sleeps a lot longer than me. I know it might sound silly, like, this a part of my quality time with my wife is how we both look at it, where I get the opportunity to just kinda, like, chill there a little bit.
21:03I usually use it to catch up on communication a bit. I'll sometimes sit there and scroll and just, you know, kinda catch up on what happened the days before on social. I'll check all my notifications across everything.
21:12I'll look at emails and things like that. So it's both a combination of, like, technical quality time with my wife, but she's sleeping. And then I'm sitting there on my phone, like, catching up on stuff, scrolling.
21:20Combination thing. Yeah. Is everything like that?
21:22So I'll go to the gym for about two hours a day. Don't know And you want put that down I'll try to see my girlfriend out for, like, an hour or two a couple times a week.
21:30Okay, so realistically we average that out, maybe it's like thirty minutes a day that you get with your girlfriend? I'd say like an hour. Okay.
21:36That'd be seven hours a week I see her, which two to three times a week. Got it. All right, very good.
21:41And again, you're saying nothing else. How much time you spend eating in a day? Probably an hour.
21:47Okay. Yeah. And then is there any kind of scrolling on your phone at all?
21:51No. I try to stay off social media as much as possible. Okay.
21:54Now, just to be clear, you gaslighting us, or that's an honest thing? You don't ever scroll literally ever? I mean, I'll scroll, like, for if I'm with my girlfriend and we're just hanging out, I'll scroll for, like, twenty or thirty minutes.
22:05Okay. Got it. Yeah.
22:06All right. Anyway, long story short, if we look at what this averages to, we got five, six, seven, eight to nine, we'll call it eight, 10, eleven, twelve. So so you're currently working twelve hour a day?
22:16That would be accurate. Yeah. Okay.
22:18And then on weekends, it's obviously different. But Yeah. That makes sense.
22:21I can understand that. Are you getting more concentrated work time on the weekends? Are you pulling ahead on any specific activity?
22:26Weekends are for, like, deep work. So I'll do, like, deep work during the day, see my friends, like, at nighttime doing a hobby. Understood.
22:32Now when you look at this and you just kinda see it, do you ever lay it out like this? I haven't done this in a long time. Okay.
22:38Got it. Now one thing that happens when you typically break things down like this, I mean, first of all, you highlighted this, which was, hey. I gotta get myself out of client communication, and that would save you, you know, two hours a day, which isn't bad.
22:49Um, also, I'd encourage that you look at this specific analytic, this looking over the client accounts. That's three hours a day. How do you justify three hours a day going over client accounts?
22:58Just because there's 62 of them? Do you look at all 62 of them in a day? Is there some kind of efficiency that you think you can find in that, or or do you think you squeeze all you can out of it and that's about as efficient as you can be?
23:08No. Could definitely do better. Okay.
23:10I I do significantly better. I want you to notice, just for self awareness, none of your answers as it related to things that you might be able to save time on went towards that. And that technically takes more time than the client communication component of it, and there's a lot of efficiency that you can generally find in creating education company assets for your internal team.
23:29You know, way back in 2017 was when I started my education company, and it was only after I taught in a Tai Lopez program called the SMMA. I had a little Tai had sold that program to First of all over 400,000 I was getting hit up, like, dozens of times a week from people in that program asking me questions that I assumed were in the program.
23:45I started an education company because I had inefficiency in the amount of people contacting me asking me the same damn questions. That to me means I need a course to give somebody access to something.
23:54That same logic is what we apply inside of the marketing agency. When I see a repetitive amount of questions or problems that are coming up, what we'll do is we'll sit down and we'll make essentially education company content before our internal staff and team. Believe it or not, that's actually a good portion of what you train on when you go through things like my advertising strategy SOPs or we have one SOP as an example that'd real good for you as an agency owner in that group.
24:17It's called the five point client retention star. It help with your churn rate a bit, and it give you more systems you can plug into that will help you across the board here. Okay?
24:25But I just wanna remind you, when you break things down like this, this reveals to you where the actual inefficiencies are. Does that make sense? Yeah.
24:32That I want you to understand one more thing here before we move on. If you were able to squeeze, let's say, two hours a day in client communication down to one, and you were able to squeeze looking over accounts from three hours down to two, that'd give you two extra hours a day. What would you use it towards?
24:46Probably filming content. And how do you make that decision? How so?
24:50That's what I'm asking you. How specifically do you immediately say, that's where I would put that attention if I had that extra two hours? What justifies it in your mind?
24:57Because we get our clients really good results,
25:00and I haven't, like, leveraged that to get new clients at a higher ticket price. Like, for example, a month ago or not a month ago, like, three weeks ago, um, I went down to Austin for a landscaping client or, like, a land clearing client we work with. But we spent 7,800 on ads and generated a quarter million of revenue.
25:15Nice. So he's, like, very happy with it. Of course, man.
25:18Filmed the testimonial Yeah. With
25:20He crushed it. Um, filmed the testimonial with him. And I could leverage things like that to get more clients.
25:25Makes sense. Okay. So that extra two hours a day would go towards like one off instances like that, which would obviously help lead to more deal flow.
25:31So you're essentially saying the highest revenue driven thing that you could do with an additional two hours would be the content? I would think so. Okay.
25:38Do you sleep twelve hours a day? How many hours a day you sleep? On the week or on the weekends?
25:42Whatever day looks like this.
25:44Like, six and a half to seven. Okay. Got it.
25:47And so that realistically means we got another, like, five, maybe six hours a day here sitting around somewhere. Where is it at? I mean, I just feel like stuff comes up in the middle of the day.
25:56I mean Like randomness? Yeah, random. Like random calls or random messages of things I gotta like, fires to put out, if that makes sense.
26:03Okay.
26:04So six to seven hours a day goes to sleep. And then, again, that leaves us a deficit of, like, five to six free hours. Okay?
26:11Now I want to be fair in saying, there's obviously time in between each one of these tasks. Nobody on earth is perfect or remotely fucking close to it to be able to just rapidly transition between each one of these things. But you're essentially saying that this five to six hours currently equates to randomness.
26:25Is that correct? That would be accurate. So this five to six you have five to six hours a day that just purely goes to reactivity.
26:31I I wouldn't say like that. I would say like I'm trying to focus on things like sales calls, sales nurturing, like that one to two hours a day is not sales prospecting or follow-up. That's like pure sales calls.
26:41So like nurturing would be like a random activity I need to do or like follow ups. So like that five to six hours is communicating with friends or focusing more on other activities on air. Oh, got it.
26:51Yeah. Listen, at the end of the day, we don't wanna build a business that takes up literally every hour of our day. We want to also build a life while we build a business.
26:58So it's very fair to have time that goes towards auxiliary things, of course. But nonetheless, if we look at some of these other things that you're prioritizing in that regard, uh, we have two things. First of all, we have gym for two hours a day.
27:08Uh, again, everybody's got their preference of how long they're doing things like that for. You got girlfriend for about an hour. Eating for about an hour, I'd actually be surprised if it actually takes this little time.
27:17Most of the time, unless you're literally just huffing food down, that can be considered very light. I'd be surprised if it's not longer than that. Um, you also have this little line item here, which you could question, which is learning about AI that takes about an hour.
27:31Right? You do that literally every day. That's seven hours a week.
27:33Has any revenue come from I said AI briefly. I'm saying like marketing or AI, like just learning new things as a business This would be where as an example you'd watch things like weekly group calls or like Exactly. Have a discussion like this, like things like that.
27:45Exactly. Okay. That's fair.
27:47Okay. So this is just your learning in general, Tom. Okay.
27:49Listen, out of your day to day, when you look at this whole thing, this is important because there's a lot of leverage here, and when we tie it back to some of this original data, I ask you the simple question of, do you think you can get out of this? And your answer, when you break down your day to day and you look at each individual hour and where it actually goes, you definitely have that two hours that you're talking about that could go towards content right now.
28:09And and do you think it'd take two hours a day to film content? It takes me two to three hours a week to film content, just just to put it in perspective. About three hours to be very fair and transparent with you.
28:18There's no more time than that that we put into it. Right? So it wouldn't be a daily thing unless you literally have to drive around and film an in person case study with every person that you're gonna, you know, film with.
28:26But realistically, that's not a sustainable strategy. You gotta have something that's just a routine you can plug yourself into on an off day of the week, like when you're doing your deep work on a weekend. All the way up until literally last week, every Sunday afternoon from about one to four, I'd set aside for filming.
28:40We'd have two staff members here to the office with me. My marketing helper Jay, who's behind the scenes on the camera, and then my new guy named Alex that we have come in and film the shorts and reels with me specifically. And I can't stress enough, that's all it takes.
28:51I'm not exaggerating any way, shape, or form when I say it doesn't take longer than this. So you got two to three hours a week for sure. But again, you're not doing it right now.
28:59Okay? You have an extra five to six hours a day that goes towards randomness, and the question is, could that go towards another high revenue driven action?
29:06Like as an example, could you take more sales calls in a day with that extra two hours out of that five to six hours that goes towards randomness? You know?
29:14Maybe if the calls are there, because you put it into some kind of sales generating activity. Again, maybe if the activity's there and you know and you know better than me if you can push this harder for this group strategy you've got. Obviously, that's one acquisition channel.
29:26You also have the ability through organic, through paid ads, or like you talked about here with learning from Bodhi and Andy, with their strategy and that mastermind talk group, they do theirs through organic on Twitter specifically. You can clearly establish a presence somewhere else that's going to help lead to additional revenue.
29:42One thing I'll also say that you didn't talk about at all is potentially getting your team expanded. Right? There's no like right now, you're in the trenches on this 62 set of clients you've got.
29:53You're managing them yourself. And to get yourself out of the hole on that, obviously, you have to put time and attention into interviewing, recruiting, and, like, training and building out that department, which as you can see, when you just do a basic time analysis, no time goes towards that, which makes sense for why you find yourself back in the hole on that.
30:07Um, we may be able to help you out with that, as I mentioned. We'll get you an interview with some folks that you can plug into there. How's your mindset on all this?
30:13Do you think you make enough? Like, you think you're you're, like, at a level where this is it? Like, you don't really need more?
30:18Yes and no. I mean, I I know we had a conversation yesterday kinda about that.
30:23I feel like I make a good living, and, like, I've always been I definitely got a little complacent about how much money I'm making because I'm like, hey, I'm making good living. I'm making good money. I can go buy practically the majority of anything that I deem essential or need.
30:36Um, but there's definitely rooms to grow in terms of, like, income potential or getting to the next level. Now what he's referring to, just so you guys are aware, yesterday we did our first one on one call for him being a part of the group, and he essentially joined in with the reasoning of, Hey, like Jeremy, I've heard you really give people a kick in the ass here and wake them up to the idea of how much more money they need.
30:55And you know, you'd talked on that call about seeking some help around that. I gave you a whole set of reasons.
31:01I talked about things like where you live, potentially a change in environment, leveling up the amount you need to invest by doing investment math and looking at how much you actually need to put into markets to get a certain amount. I talked to about the 4% rule.
31:14I talked to you about potentially desiring just more and bigger stuff. Any of that resonate at all? Yeah.
31:19I I forgot the term you used. Was, like, positive, um, you have, like, your negative factors that make you force you to make more money, or you have your Positive pressure.
31:27Positive pressure. Negative pressure feels like it's something that is almost like a do or die kind of survival pressure, you know? Like, I gotta pay this bill.
31:35I've gotta pay this. You know, I gotta do that. Positive pressure is like, as an example, like I told you, I'm in the middle of buying a house right now, and with that house I'm gonna buy, I would never fucking live in that thing the way that it is now.
31:44I'm immediately gonna fucking demo the inside for a couple $100, you know, get it to the point where it's good, and that's gonna allow me, my wife, and my first kid to live in there. But then, as I continue to expand my family, I have to add two wings to it, which are gonna cost me about 1.5 mil. Thank God that my mother-in-law and father-in-law run a construction company and an architect firm.
32:02That'll essentially give me that extension on the home at cost. Otherwise, can cost way more than that. I suppose maybe it's not, thank God.
32:09Maybe I'd have more pressure if I more positive pressure if I had it at a profit margin for them. But anyway, I digress. That's positive pressure.
32:16That's, hey, want to expand my family. I want to have additional room in the home, and I want it to be somewhere I actually desire to live. I'm gonna need to spend that money in order to build the house out.
32:23Then there's also financial upside for me. It becomes something that allows me to get even more equity in the property. It's gonna appraise for far more than it ever would without the wings on it.
32:32It's gonna allow me to see far more financial upside in something that's otherwise a pretty silly purchase, buying a home. So, anyway, long story short, that's positive pressure for me. Did anything with you come up that seems like positive pressure for you you can use?
32:44Yeah. I mean, I've always been motivated by making really big purchases. Like, I have a pretty cool car.
32:49I have, like, an Aventador.
32:51That was a big positive pressure for me to go get that. Adam McLaren, seven twenty Pryor, that was a positive pressure. And I kinda got that car, and I kinda I wanna say got complacent, but, like, like, oh, cool.
33:03I achieved it. What's next? And after our conversation yesterday, I was thinking to myself like, dude, I could be doing so much more.
33:10Like, I could be achieving so much more. I could be going in, getting different houses in different countries, different houses in different states. I could be traveling.
33:17I could, like, be living life, like, from an aspect of traveling, kinda like GTA, where it's, like, the whole world is your map. And I just don't do that, and there's no reason not to. So I think that's a big positive pressure for me.
33:28Do you feel like with this kind of business, you can travel? No. Hell no.
33:31And to be clear, like, you claim you want homes in other areas where realistically you don't even have the capacity to travel to. Can you see how that would be disconnected from something that would cause you to be driven at a higher level than you are now?
33:43Correct. How can you possibly use a positive pressure source that you can't even successfully bridge your reality to right now?
33:51I bet realistically, what you attempted to do after that call was find a positive pressure source, like as an example of having multiple homes, finding more things you could buy that are bigger, as you mentioned, that have previously driven you. But in reality, you're not gonna be able to get there with this current model.
34:06I need to restructure some things for sure. And restructuring things would mean that you're actually gonna realistically contract to expand because you don't have any time right now in your current model to escape it, to rebuild it. Do you agree with that or you disagree with that?
34:19I do, and I feel like that's kind of what I've been trying to do for the last, like, month and a half to two months is restructuring the team. So I hired a couple recruiters to find me a CSM. I have multiple job posts up.
34:30I've been interviewing people in overseas to work for me on weekends and at night. And I I need to probably get more US talent, which I see you grinning at. So I'm probably gonna shift that to more US talent.
34:41But I definitely need to restructure my ops, my agency to give me time to do that. So one of my favorite mentors, his name's Matt, and anytime I ever get advice from Matt, he always has me give him my tax returns, like my most recent tax return, or for later on in the year, he has me give him his my most recent three bank statements, like I'm getting approved for a fucking loan or something.
34:59And Matt, he he always asked me for that because he says, you know, as a guy who makes a $100,000,000 a year, he's like, I'm trying to flash back to, like, when I was at that level of cash so I could give you advice, like, relative to what I would've done at that revenue threshold. And look. In the very, very early days of my marketing agency, the first amount I charged, which at the time I thought was big, was $1,800 a month.
35:211,800 USD. Took about a month and a half to be like, this is not enough money.
35:25And we ended up doing the same exact service for $4,000 a month instead of $1,800 a month.
35:30You know what changed? Just the type of client we'd sell it to. We just changed the type of deal we were doing.
35:36Same exact everything. Not a lick of a difference in the service itself. We literally just changed the type of client that we were selling to, and we sold more of it, selling it to a better type of client than we did with a worse off type of client.
35:46Took another maybe month to two months for us to introduce packages that were like eight k, and then eventually 12. And I remember, at some point, I was almost two years into my marketing agency. I had a guy, he had asked me, he was like, Jeremy, do you ever close people at 25 k a month?
36:02And I was like, no. And he's like, do you know why? And I was like, why?
36:05And he's like, because you don't have a 25 k a month package. And I was like, I felt like it hit me like a ton of bricks. I'd be like, dude, you're right.
36:11I don't. I don't have a 25 k a month package. And then long story short, that same guy, he offered SEO services.
36:18And, you know, at the time, I didn't offer SEO services. We did all the paid advertising stuff. And him and I, we created a little 25 ks package, and we sold it within a week.
36:25We sold it within a week to a guy. Really? Yep.
36:28And we started doing a deal where he got $12.05, I got $12.05. It was a 25 k a month deal, and then you'd eventually listen to this. This was also within that second year of running my marketing agency.
36:36We went to a guy. We met him at a mastermind. He did a little over $200,000,000 a year.
36:41This was, like, one of the biggest fucking dudes I've ever met inside of the info space. He had an OG info business. This guy, he had a TV show.
36:48He was one of the original real estate info guys. He'd do big seminars and events all across the country. That was a big way.
36:53Generated all that cash flow outside of just being the first. This guy had no digital revenue coming in, dude. It was crazy.
36:59He had like next to nothing being sold digitally. So we ended up charging this guy for what we called a discovery analysis package, which was us going in person to his office for three days to analyze and assess what could be done and provide him a plan for him to execute on. The logic of that pitch was essentially the guy's buying a plan from us, okay?
37:19And we'd pitch him on hiring us to do that plan, but he could execute the plan either way. Okay? So we charged a guy what we used to not even be able to charge monthly just to do a three day in person consult.
37:30We then pitched the guy on executing that plan at a 100 k a month. That was my first 100 k a month, like, service fee deal that we did. We had that deal for a few months, and then part of the plan was to transition everything in house for him.
37:42So we did that all successfully, it was good. But, dude, just within a few years of running my business, a little less than three, you know, somewhere in that two to three year timeline for that 100 k a month deal was a 100 k a month deal from $1,800 a month to start.
37:54Right? So you've been at it for two and a half years, and the biggest booby trap that you're falling into is thinking that your big tickets are 2 to 3 k a month. Right?
38:02And you can get there, like Andy and Bodhi did, to a far bigger number than you are now. But you obviously have to get yourself out of this current set of issues that you have, and you're going far too slow. Which to reiterate some of what we were talking about yesterday, again here today, requires you to have a strong set of reasons to actually sacrifice and overcome the current problems you have to experience the next leg up in growth.
38:28And it can come from many different ways. When I was personally at a position, I think this is around year two and two and some change in my business, Going into year three, I had a tremendous amount of stress. I was sleeping maybe, like, four to six hours a day.
38:41Every hour of my day when I would do my daily hour analysis was spent working my ass off.
38:47And I was maybe doing, like, 300 ish k a month at that time. Like, it was an aggressive level of work and effort. I had so many staff, dude.
38:55I had 27 staff. I had three offices, they were bicoastal. One one was in Miami, and two were in LA.
39:01I'd fly back and forth between LA and Miami. You ever made that trip from LA to Miami? I haven't.
39:05You lose three hours, so I'd always have to take a red eye. Super like shit in one of those. And I wouldn't even fly in first class for most of those flights until the later part of that.
39:13I was flying economy. Right? And the last I ever flew economy was when a guy next to me had a fucking egg sandwich.
39:18He just had the nastiest burps ever next to me. Oh, I never did it again. Anyway, here's my point.
39:22What I did to solve my problem is is I came back and I did the million dollar a month math. Okay? When's the last time you've just done math on what it's gonna take with the way you're currently doing things to reveal to you, like, how everything's actually gonna look if you did scale up this way that you're doing now?
39:36Uh, I did some of it last night after our conversation. How did it Not too pretty. Um, what'd you what'd you reveal in that math?
39:43I mean, for me to get to two fifty ks alone, like monthly retainer Yeah. I would have to have, if at an average two ks ticket, 112 clients. Yeah.
39:51And how would that look for you? Uh, it'd be a lot more complicated than it would be now. Whereas if I wanted to get to, like, a million, I'd need 500.
39:58Yeah. And to be fair, like it is possible. Like I said, Andy and Bodhi pulled it off.
40:02Like they managed to literally hit that number and they're realistically a little bit below that amount in total clients. And they have a systematized process. Like they've done everything that you're sitting here saying that you need to overcome.
40:12So that path is a path. The path I specifically chose, I'm not trying to push it towards one or the other.
40:16You can pick whichever path you want. But they come with their own problems and their own pros and cons. The path I picked when I did my million dollar a month math, I was super selfish on how I tried to do it.
40:25I was like, dude, I'm so tired of working with the amount of staff I have. I'm so tired of working with the amount of clients I have. What could I specifically do in my business?
40:32And I came up with an egregious number. I like, I wanna make 1,000,000 a month with only 10 deals. What would that math look like?
40:36That means I needed to get paid a 100 k per deal. That didn't seem outrageous to me because like I said, I had a guy who'd paid us a 100 k a month, but I didn't think that there'd be nearly enough people out there to pay us a 100 k a month in a service fee. So I figured I'd have to get there through rev shares.
40:48When I looked at a lot of the deals that we had that were successful and good, and people that we did like paid advertising strategy for and and just executed or even some consulting deals, we were cranking low couple million bucks a month, which is really the whole point of this entire channel, just to share lessons from people who have been there, done that, talking about million dollar months.
41:04And so at that point in my career, I looked at my my revenue I was getting off of those people and how much I was helping them, and I was getting nothing. I was getting service fees. So I thought to myself, was like, need to do net profit shares, what I call rev shares.
41:15And that, personally, that changed the game for me. I went from charging, you know, a couple grand all the way up to low tens of thousands a month to a service fee plus a rev share. So my initial deal was I would do it for 10 k a month in a service fee, and I'll do a 10% net profit share.
41:29And that would mean I needed to net somebody 1,000,000 a month off actions that were trackable to us in order for us to get that 100 k a month. Now listen to this shit. As outrageous as it sounded when I first originated that idea, it took me a couple months to experience more and more pain to eventually say, alright, I'm gonna fucking do it.
41:46I walked in, fired and refunded about 109 k worth of deals. I made that contraction because I needed the time back. Like, when I did my time analysis, I literally had to cut a whole bunch of deals and a whole bunch of staff to reclaim my time.
41:57I had to make a contraction. It truly just wasn't possible for me to find a way out otherwise because I couldn't squeeze enough time out of other things that I was doing. I was too in the weeds already on everything.
42:07So long story short, I had to contract. When I made that contraction, I got rid of the two offices. I only had four staff left.
42:13I got rid of all the other 23 of them. I'd come back and I isolated myself here to Miami. It was me, my sales guy, Leo, that we have today still, and a handful of other support staff for different things.
42:23Jay would have come in right around that same time for us. Moral of the story is, it took me three months to close a guy who started paying us 25 k a month in a service fee because he wanted to pay me more than everybody else. He was like, how much are your top deals paying you?
42:37And I I was transparent with him. Was like, my biggest deal pays me, like, $10.15 k a month, give or take the month, and what we can earn off a rev share. He was like, dude, wanna be your number one priority.
42:45I'm gonna pay you 25 k a month, and I'll give you that rev share. And it was a little smaller rev share than the 10%, but still big and a rev share, you know, something I wasn't getting prior. Dude, it took eight months to get that deal to $2,000,000 a month, 2 and a half mil a month at its peak.
42:56I was getting a little more than 200 k a month off that deal at certain points in that deal. So within the first year of me committing to that, you know, outrageous fucking pricing model, we had managed to get a deal and pull it off.
43:06Now for several years after that, like through essentially COVID, the game was how can we accumulate more of those deals and obviously retain the ones that we've got. And it took me a little bit past COVID to finally get to the point where I achieved my goal and my outcome just off the agency and getting those deals accumulated.
43:22But I'll tell you, dude, it was a long pursuit, a lot longer than I thought. There were all kinds of deals, and I I had to say no to a lot of stuff that previously I would have absolutely been able to take on that would have made People that we could have worked with, but, you know, they were just too small and they wouldn't have paid us enough, it would have ended up in a position where we have things like this, where we just have far too many of them, which ends up taking up far too much of our time and not really making us a lot of money.
43:44And I can't stress enough. We learned a very valuable set of lessons in that process, which was we gotta say no to the wrong deals, we gotta say yes to the right deals, and we gotta know what the right deals look like. I actually have a video here on my channel.
43:54It's called My Perfect Client Traits. I don't know if you've seen that document yet. We actually give you all of them.
43:59We have 23 of these perfect traits since you're in the inner circle group. I publicly talked about 20 of them. Okay.
44:04And long story short, deal point by deal point, I analyzed and became aware of exactly what a good deal looked like and what a bad deal looked like. And I would always say no to bad deals, and I'd only say right to the right deal. I'd only say yes to the right deals.
44:16Dude, that caused me to say no to, like, eight out of 10 people, sometimes all the way up to nine out of 10 people, give or take what time frame we were in. I had to apply constraints to how I scaled.
44:26Okay? Everything you do, believe it or not, is already influenced by what you think the situation should be like. As an example, I was telling you this story about how when I would try to go on certain trips that didn't have any kind of financial or business upside, I would feel anxious and sometimes bail on them completely.
44:41I'd asked you, said, Do you ever feel anxious in those situations? And you'd said, No, I don't identify as an anxious person. Yours was stress.
44:48Right? And so think about this. All the differences there in essentially the same experiences is a label that we put on ourselves.
44:54They're an identity characteristic. We gotta do that same thing with the types of deals that we take on. You have to have a very clear set of constraints.
45:01Are you familiar with ? You know what you know what that is? I am.
45:04Yeah. So gutters and bowling are essentially just a constraint that you put on the lane that obviously forces the ball to stay within a specific direction. Right?
45:11We need to put gutters on our thinking where when we go to take on a deal, what is the right deals and what do the wrong deals look like? Now you mentioned out of the two hours, sometimes three hours a day you put into these 62 deals you got, about one third of your clients are needing communication in a day. I gotta ask you a simple question.
45:26Are they the same people that require communication? Like, some of your deals are just good, they sit there, they're fine, they work well, and then other deals are much more problematic and higher communication? Or is it relatively equal across the board?
45:37They're all semi problematic. They're they're the lower ticket people. So the lower ticket people pay what?
45:421,500 to 800. And out of that revenue that you take on, obviously, you take it on because you're trying to overcome the churned revenue that you just lost, and so new revenue is still better than just losing revenue month over month and lowering your overall Profit. Exactly.
45:56Yeah. So you still take on those deals, but what does that end up causing you in terms of a consequence? And remember, consequences can be positive and negative.
46:02What happens as a result of that cause and effect relationship? Takes away my time, making me more stressed, not getting me out of the current situation. That's exactly right.
46:10And so it's important to note, like, technically, I had made a a pretty significant contraction. I personally cut about one third of my total revenue when I made my big shift. And I gotta be honest with you, it felt like the biggest relief ever.
46:23I I still today, I don't think I've actually had a a greater sensation of like, oh, thank God I did that than that moment right there because of how much relief it had provided to me while I was technically cutting my revenue in a third of what it was. Now, I wanna be fair in saying, like, on this channel and almost every single video I've ever talked about, I actually encourage people to do the opposite and to do revenue driven actions and to make money.
46:46But sometimes, one of the biggest revenue driven actions that you can take is to actually lose a little bit of money in the short term so you can free up a tremendous amount of your time and put that same time that you just reclaimed into the highest revenue generating things that you're currently unable to do because of the randomness that's robbing you in the day, and the people that are paying you these $800 to $1,500 people, the lower ticket ones, I mean, they're fucking you, it sounds like, compared to anything else.
47:10I want you to genuinely try to envision this, and this may require more time than just this one exercise we'll do now, what your life and business would look like if you didn't have those problematic clients. What would the reality actually
47:20appear to be to you? I would be able to do deep work during the day, probably. Like, actually thinking of, like, working on accounts without getting interrupted.
47:29That's probably my biggest, like, biggest lever right now as I'm getting going, I'm getting interrupted via a phone call or via text message or via an email. And then like you mentioned, if you're going on a trip, not for work or not for networking or anything or vacation, but just for yourself, you feel like you're sacrificing making the business grow because you're not in the day to day.
47:50And I would say probably if I could get rid of some of that, I could focus on having more actual deep work
47:56during the week, which would make us take a bigger level. The alternative to that is if you keep those people, obviously, what you have to do is you have to develop a system to educate and train them to become a better type of client. Have you ever attempted that?
48:08I gotta tell you, it's it's a it's a challenge. It's a challenge for sure. Most people that start as problematic clients end as problematic clients.
48:16It's very hard to transition a problematic client into a better person. You ever seen a video of a Karen as an example? Try to imagine taking on a Karen and transitioning them from a Karen to a good, stable person Right?
48:27In It's like it's a very low probability that occurs, which is why I say you have to have willingness to say no to the wrong deals, which in the short term with your current churn will likely cause you in the very short term to lose a little bit of money on your overall month over month gross and what's your overall gonna month over month net.
48:44However, with the time that you reclaim from not having to put time and attention into those reactive deals and maybe even firing a few of the most problematic ones that you got now, you'll be able to take that additional time and put it back into the most revenue generating things. Now what was scary about what you just said, and this is why I go back to the mindset that you have, you have to free up that time and then immediately put it into the most revenue driven thing you could put it into, which is a revenue generating activity that brings in the right types of deals.
49:07Right? What you chose to say instead if you chose to free up that time was something about being able to go and travel. Yeah.
49:11Did you notice that? I did. Yeah.
49:13Right? And so back to my point, I personally think that you have a flaw in the way that you currently view how much you make. I think you think you're way richer than you actually are.
49:23Okay? At your young age, again, if you compare yourself to the people that are technically your age peers, you appear to be doing well.
49:31Okay? You got a good amount of money in your checking account. You got a good amount of money invested into real estate, you know, which you've got a decent chunk of equity in.
49:39It's not just levered to the tits and dip. But at the same time, that's giving you the illusion that you're doing better than you are. As an example, this very group that you just joined into here with us in Jeremy's inner circle, you're literally making 15 k more than the actual lowest income threshold that we even tolerate to let you in.
49:54I wanna just really put this in perspective. There's more than 50 guys in that group that do more than a million bucks a month. I'm sitting here telling you multiple times throughout this video, you got Andy and Bodhi that participate in the same niche as you that are making 10 times as much as you that are actively in this current phase of their agency now positioning themselves to exit.
50:12They're gonna get a generational lump sum of wealth handed to them by somebody who buys them out of that business that they've worked their ass off to build, and they're actually gonna be rich. How old are they? A little older than you.
50:22Maybe by, like, three, four years max. Don, think about this. This is my point.
50:25It's like, look at what your brain does. How old are they? What if they were the same age as you?
50:29What if they were younger than you? What if they were 30 instead of 24? My point is they're doing exactly what you're doing, and I can't stress this enough.
50:35This is so important. There's really two simple choices. Okay?
50:38When you're in your young twenties, and this is the age old dilemma that a lot of young men and women face, do you sacrifice your young twenties to become way richer than everybody that you'll ever meet in the future? Like, to actually be a part of the real top 1% of life, okay?
50:56And to get yourself all the things that you sit here and discuss. The things you discuss to you probably feel ethereal right now. Like, oh, I want multiple homes.
51:03It's like, well, you haven't even traveled to those places. You don't know that yet. It's like, you you don't own a home right now, correct?
51:08Do you rent where you live or do you own it? I own three homes. Okay.
51:10Where you own right now, your maintenance costs and, like, property taxes and, like, things like this, do those things in any way, shape, form weigh on you? Do they feel easy to manage? Like, everything feels good with them?
51:19Yeah. Alright. Good.
51:20Okay. So that means to you, like, you should be able to deal with the reality of multiple homes. Like, you should be capable of handling multiple houses across the world, having staff that potentially takes care of them and and travels around for you.
51:31House managers is what we call those. Even to pay for house managers, you know, there's obviously a greater cost that comes out of your profit margin. Or you optimize around lifestyle.
51:40Okay? So if you optimize around essentially sacrificing time in your twenties, that goes towards building real serious wealth.
51:47Because every dollar that you generate when you're younger is the most valuable dollars that you'll ever earn. Because if invested, that has the highest purchasing power out of any dollar we'll ever earn because of inflation.
51:58And if invested, it has the most compound return for us compared to any dollars we'll ever invest. The dollars you generate now and that you invest now are the most valuable dollars. As you age, the dollars are literally less valuable than what they are when you're younger.
52:09So you can spend time when you're older making more dollars, but there's an actual delta that occurs in how many more dollars you have to make just to equate to what you could otherwise have made and invested now. Does that make sense to you? It does.
52:21So what a lot of people end up concluding to that consciously think about this is, well, do I make that sacrifice, or do I wanna spend more time on lifestyle right now, or do I wanna somehow balance the two? And that becomes kind of the juggling act.
52:32What it appears you're doing is kind of a combination of the two. Right? It's like you're definitely getting richer, no doubt about that.
52:38But at the end of the day, you're not really building serious wealth right now based on your current behavior. Right? It's like what you're really doing right now is is just you're above your peers that you went to school with.
52:46You're above the peers of the average 24 year old. The average 24 year old is just getting out of college. Right?
52:51They're just entering into the workforce. They're gonna get, but that's not really who you're actually compared to. Right?
52:55It's like, bro, I can't compare a fucking NBA player to a high school kid. Right? It's like, doesn't make any sense.
53:00They're literally noncomparable. They have to compare an NBA player to other NBA players. What you have to do is you have to compare yourself to two other types of people.
53:07Other agency owners, like, I'm trying to compare you to Andy and Bodhi because you do damn near the same thing, but they fucking mog you on revenue. Right? And at the same time, if I just judge you against business owners in general, right, it's like, sure, we could argue that there's a whole bunch of business owners that start an LLC and don't even fucking do anything with it, but again, we're not talking about those folks.
53:23We're talking about the folks that try. Right? And if you wanna compare yourself to your actual peers, which are people that you're now amongst in this Jeremy's inner circle group, well, you're literally at the bottom of the spectrum.
53:32Like, I'm not exaggerating. You might be in the bottom three or five people that I've got in the entire group in terms of revenue. And my goal with anybody is the same.
53:40I wanna get you to the highest potential. I wanna pull the most out of you that I possibly can. And I gotta tell you, what you've come up with between our conversation yesterday and today is not actually gonna drive you because you have to look at what you're currently dealing with here and create a bridge to that reality.
53:56You have to focus more on the bridge. That outcome can feel I don't know. Put an intensity level to it.
54:02Does it feel at the lowest level of the spectrum like nothing exists at all in your body when you think about that? Or does it feel when you think of, like, traveling in multiple homes and freedom, like a really strong intensity of desire? I want freedom more than anything on it.
54:15Perfect. Yeah. And what does freedom cost?
54:17Significant amount of work to get in my current situation. And that's not a dollar amount, and that's exactly what I mean. You have the illusion, because you're only 24, because you got a couple $100 in your account, you got a couple $100 in equity, that you are doing better than you are, but you haven't even put a dollar value to how much freedom actually costs.
54:33Do you remember the math I showed you yesterday with the compound interest calculator? I'd showed you that at 24 years old, I did the math on what it was gonna take to have more than a $100,000,000. It was gonna take 200 k a month at a 10% annualized return.
54:46It's gonna take $48,200,000 invested over twenty fucking years, and I had to return 10% annualized to have a $138,000,000.
54:54And what amount in dollars did that create me in freedom? I showed you the 4% rule. 4% off that $135,000,000 that it created was going to be a little after taxes, about what?
55:05A it was it was like 180 something k a month in after tax dollars in buying power in the future. It's like, dude, it was next to nothing.
55:12That's the cost of freedom. If I would take that same 200 k a month and pretty much gamble it on higher risk bets, which I just wanna be fair in saying, that 200 out of what I currently make, it's easy. It's been something we've repeated for a long period of time.
55:26But in addition to that, I wanna be really clear. Obviously, make more than that so I can take more aggressive bets to try to get there sooner and buy myself more freedom in the future. Bigger bets that are more risky and technically could buy me more freedom, but again, are higher risk bets, are things like trying to put money in private equity firms, trying to put money in simply put other businesses.
55:45Business has always been the highest ROI that we get on putting dollars turning them into more dollars also in the shortest period of time. So again, my point is just to do the safest thing of putting money into the S and P to get to that goal. I had to put 200 fucking thousand dollars a month into that plan.
56:02Only six years into that plan. Technically seven now because I'm 32. But, dude, my point is, think about that.
56:07Every dollar above that that I earn is what gets to go towards the risky stuff that could get me there sooner. Dude, the cost of freedom, without exaggeration over a twenty year duration of time, is above $50,000,000 in costs just to be able to gamble on the asset equity values and the cash flow can spin off to pay me a fuckload of money.
56:26Does that make sense? It does. Now to be clear, however you choose to get there, whether it be equities, real estate, a lump sum from business getting bought out, cash flow from businesses.
56:35Uh, taking cash flow from your active income sources and putting it into whatever plays you wanna pivot them into to try to accumulate a really strong position in life to to achieve true freedom requires literal math to expose what it costs. You have to do that math, because when you do that math, it exposes to you how fucked that number is.
56:55When I look at that number, I don't tell you that you're poor for any other reason than I've done the math on what freedom costs. The life that you want, unless you wanna live in, like, little bum fuck areas of the world. Let me be super clear in saying this.
57:08There's places in Italy like, I'm sure with absolute certainty, there's coastal places across, not just Italy, Europe in general, that are those, like, beautiful picturesque places that are small little towns that no fucking tourist has even ever heard of that probably have really cheap homes. Maybe like a low couple $100.
57:26Right? But you name me a beach town in The United States on any fucking part of the coast where you can get an oceanfront home, as an example, for less than like $1,000,000. You can't.
57:34It's like damn near impossible. And like I said, as you continue to wait, do those homes go down or up? They go up.
57:40They go way up. And again, my point is is when you don't do the math on, like, what the things cost, when you don't do the math on how much cash flow you actually need, when you don't even consider the logistics, like, are gonna travel there? Right?
57:51Are you cool with just flying economy? If you don't wanna just fly economy and you wanna fly first class, I'd ask you. I was like, you know how much it costs to get from wherever you're at, in Dallas to London?
57:59$13. I was like, yeah. Think it costs about $13, you know?
58:02That's for a first class flight. It's like, god forbid you ever wanna go on a fucking private jet over there, dude. It's gonna cost, like, a couple $100.
58:09It's gonna be, like, $250 if you ever wanted to do something like that, which I'm not saying, I don't even think I'd fly a private jet across the seas, to be fair, just for safety. You know? I'd feel better at a commercial jet, for sure.
58:19But again, that's my point, is like, most people don't even break that shit down. Like, in these places you have, do you have cars there? Do you have house managers that take care of these things?
58:26Or are you gonna use, like, some shared property management? Are you gonna have to carry suitcases every time you go to these places, or do you want there to already be closed? What do you wanna eat when you go to these places?
58:34Do you have a loved one? Do you have family? You know, do you end up having kids?
58:37Do you end up like, you see what I mean? Like, the math I do. Of freedom is so much more than what you're grossing and netting right now, and it should give you a genuine uncomfortable sensation in your body when you do the math on how far off you are from it.
58:53And that in turn, this is the most important part that you're missing in this whole little secret pot here of of your mixture you got going on. Is you gotta pepper in the key missing ingredient of drive. That's what you're missing.
59:05Right now, you've gotten yourself to this point where it allows you to say in an honest way that you're doing good based on who you're comparing it to. But if you compare this to what your future self needs, not even anybody else, not Andy and Bodhi, not all the other business owners on Earth and what levels of revenue they are doing, not all the other agency owners that are shitting on you here, if you literally just did the math for future you, what do you think future you would tell you right now?
59:32I would be letting myself down. And the point is, is like, what that should do is it should give you something to use to leverage yourself out of this situation.
59:40Because let me be really clear, there's absolutely gonna be a little bit of pain between here and that bridge getting built to get to that other side where freedom exists. Does that make sense?
59:50Yeah. What you're missing is not just waking up looking yourself in the mirror and saying, oh, I'm poor. Like, I need to make way more money.
59:57Like, no, that's not it. The mental shift that you have to make is is that you need to put the dollar amount for what freedom actually costs top of mind for you, and you so you can measure yourself against it.
1:00:11Because that's all you've done now. Whether you're self aware of it or not, you have calculated an amount in your mind that a 24 year old young man should have in their account, that a 24 year old young man should have in cash flow, that a 24 year old young man should have in equities, and you're above that right now in your mind.
1:00:28The freedom number will put you well below the threshold that you need to be at to unlock the drive that got you here in the first place. Does that make sense? Yeah.
1:00:37Think you nailed it. I yeah. Yeah.
1:00:39You you nailed it. Now what's missing out of what I said that would have you walking out of here saying, totally get it, I'm gonna hit the ground running. I didn't think about it.
1:00:47And even after our conversation yesterday, it didn't necessarily click, if you know what I mean. I get like, I had an idea, and even now it hasn't clicked until just, right now. But granted, say I do a $100,100 $100 a month, I net 75.
1:01:01My living expenses with my car, with my homes, with my family, with my girlfriend, travel, under $20 a month. So I'm like, okay, I'm netting $55 a month for saving,
1:01:10like in investments, crypto, Yeah. Pretax. That's significantly above where I should be at at 24.
1:01:18So I'm like, okay. The box is checked. I'm good.
1:01:21How you're framing it to me now is for the life I want to have, for the future self for me. I would be letting myself down by just staying consistent where I'm at. If I wanna get to where I want to be, which is my goal, which I say I'm gonna be here, if I'm doing a rough analysis in my head, I'm so far significantly below that for the life that I feel like I deserve.
1:01:42So then it's like, okay, well, do you wanna have a normal life that you feel like you deserve or do you feel like you deserve to have a great life? Well, I feel like I deserve to have a great life. So then I need to hold myself to a greater standard than a normal standard,
1:01:55which will make me have to hit a higher level than I'm hitting now. You'd reframe your current comparison bias that makes you feel big to a new comparison that would make you feel small. Not even letting myself down.
1:02:07However you want to frame it. Yeah. Yeah.
1:02:09Exactly. The goal here is is to think big but feel strategically small by comparing up, not down. And that's You that's compare down instead of comparing up.
1:02:20Yeah. And that causes the sensation that you experience when you say I'm good. Whereas in in my world view, I look up way up and I say, man, I got a long way to go.
1:02:30But I do it strategically. What some people miss is you do this in a way that's financially beneficial for yourself to achieve what you actually want to achieve. At any point along that path, you may find yourself saying, dude, I'm good.
1:02:45Like, this is a great life. I have hit the number. It was bigger than I thought it was, but I hit the number, and I actually don't need to pursue far more than I thought I did.
1:02:52Like, I'm cool. Right? That's okay to check that box at any time and actually get there through trying to grow to get there and being like, Hey, achieved it.
1:02:59I'm good. At the same time, though, man, nobody ever actually ends up achieving that for the most part because they don't think big enough to ever find out what the real number was that makes them say, this is a level I actually am good at. Does that make sense?
1:03:10It's a strategic mindset where you can still maintain happiness, you can still maintain, I I got a great life. You can still be extremely grateful for everything you get to do.
1:03:18You can still have a great life as you go through that process. But it's a strategic mindset that you're trying to inherit, to look up instead of down, so you get the benefit of looking at that number and saying, I to grow it. I need it to be far bigger than it is now, because I know the cost of freedom.
1:03:32The cost of freedom for what I want costs this much, and I'm way off. That's the goal with that type of thinking. Does that make sense?
1:03:37It's not to make you feel sad, it's not to make you feel poor, it's not to diminish happiness in real time. All it's intended to do is give you the drive back that you're now missing because you no longer have a survival based reason to grow. It makes you competitive.
1:03:50That's what I'm thinking. Like that competitive
1:03:53drive of, Hey, you deserve this.
1:03:56Why are you not trying to achieve that? And that's what I gotta I I have an idea of the numbers in my mind. I need to write it out, but Gotta encourage you, do the math now.
1:04:05That's the main thing you need. Remember, you need to have the freedom number. As soon as you do the math on what freedom actually costs, follow-up with me after you look that number in the eyes and let me know if it resonates with you for what I'm saying.
1:04:15Yeah, I got a good idea. Yeah.
1:04:18That makes sense? It does. Yeah, thanks Jeremy.
1:04:20Alright, very good. Yeah, so he, look, he's brand new to the Inner Circle group. He just joined less than a week ago.
1:04:25He's had one one on one call with me. Have you even consumed anything else? Have you looked in the weekly group call library or Uh, I started the video you sent me, the identity one.
1:04:33Yeah. Uh, mastermind talk Exactly. I'm halfway through it.
1:04:36I I, uh, watched that on my flight over here. You've been active in the group chat at all? I sent a couple messages.
1:04:41Yeah. Nice. Uh, the Swatch AP.
1:04:43I I flipped my AP. I see. Yeah.
1:04:45I think you did too. I got rid of my black ceramic piece because I don't wanna be associated with that. I can't imagine a motherfucker walking up to me with my 400 ks watch on telling me, Oh, dude, I got the same one.
1:04:54Yeah. I had a white
1:04:56AP, like, just
1:04:58The ceramic
1:04:59one? Exactly. Saw the swatch thing, flipped it.
1:05:03So Yeah. Got out of that. Yeah.
1:05:04Got out that. Good play. What would you tell people?
1:05:06In your own words, what you think about the group so far? Your first impression, essentially. I think everybody's gonna join the group for a different reason.
1:05:13Like, I I I'm a part of a couple different groups, and each group I've joined for a specific reason. But my main goal of joining this group was to make more money and, like, kind of push myself to grow bigger and think bigger. And I've talked to multiple friends of mine who are a part of it, and they've told me that the best thing they've done to make more money is to join the inner circle.
1:05:36And that for me was a, hey. I'm missing a key piece. And I was talking to them, they're like, bro, you just need to try it.
1:05:42You need to trust me. And I would say even after the conversation today,
1:05:46it would be worth it. You think in your own words it's gonna help you achieve your outcomes and goals you want? For sure.
1:05:50Nice. Well, we appreciate you being with us. Mean, again, just to be clear, you're at the lower part of our spectrum.
1:05:55We're always happy to welcome people in no matter what level they're at as long as they're above the income qualification threshold and they got the right characteristics and traits. Just from our perspective on you, you know, we believe in you. We believe in your capacity to grow.
1:06:06We know we can get you out of your own way, and it's just your willingness to get out of your own way ultimately that's gonna help you achieve these outcomes. Make sure you actually take all of what we talked about here today very seriously at Freedom numbers. Extremely important to come up with, look in the eyes, keep top of mind in order to unlock the sensation and willingness to actually sacrifice and grow again.
1:06:23Does that make sense? Yeah, it does. Cody.
1:06:25Well, thank you for being here with us. We appreciate you. Any final words for the people?
1:06:28Let's, uh, give a huge shout out to Jeremy. Appreciate him having me here. Um, I would have paid a lot of money to have this conversation, so it was well worth it.
1:06:35Nice, man. Will you do? If you guys also wanna pay a lot of money, have conversations like this, check out those links down in the description.
1:06:41Uh, we appreciate you guys watching. Of course, subscribe to the channel if you haven't done so already, and go check out some of the other videos.
The Hook
The bait, then the rug-pull.
Sixty-two clients. A hundred-and-fifteen thousand dollars a month. Stagnant for six months. And the owner is spending three hours a day personally managing every account himself. The opening clip delivers the hook cold: Cody admits removing himself from operations is exactly what broke his retention -- and now he is back in the trenches, trying to fix the same problem he created by trying to avoid it.
How they asked for the click.
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