Forget Courses, Launch This In 2026 To Double Your Revenue
Layla Pomper hit the same course-revenue ceiling for years, then tripled her monthly income by layering a paid service on top of the course she already had.
Posted
1 weeks ago
Duration
Format
Interview
educational
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15.1K
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57 · 43
Big Idea
The argument in one line.
A creator who hit the same $600-700K course-revenue ceiling for years broke through by adding a personalized, monthly-priced service on top of her existing course rather than trying to grow a bigger audience.
Who This Is For
Read if. Skip if.
READ IF YOU ARE…
You run a course or membership business that has plateaued at the same revenue number for multiple years despite growing your audience.
You have an engaged but modest-sized email list (well under 50,000) and want to know if it can still support seven-figure revenue.
You're considering adding a 1:1 or small-group service tier on top of an existing course but are afraid of trading time for money again.
You price a high-ticket offer as one lump sum and want to test whether quoting it as a monthly rate changes close rates.
SKIP IF…
You're pre-product and still validating an idea — this is about scaling an existing course business, not starting one.
You want a purely passive, done-once course model — the entire episode argues against staying passive at this revenue stage.
TL;DR
The full version, fast.
Layla Pomper built ProcessDriven to $600-700K a year selling a course and membership, then stayed stuck there for years despite a growing audience. She broke through not by tripling her audience but by adding a paid service — a personalized, human-guided version of the same course curriculum — priced at $2,500 a month for three months instead of one $7,500 lump sum. That pricing reframe, combined with treating client calls as market research and diagnosing before pitching, pushed her toward $1.5M in annual revenue on a 20,000-person email list. Her core lesson: undercharging, overbuilding the new offer into a full agency, and reading vanity metrics like blended revenue-per-subscriber are the mistakes most course creators make when they try the same move.
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Cold-open teaser cutting together the episode's biggest lines — tripling income, the 50% close-rate red flag, and the 'one weird trick' framing — before the sit-down begins.
01:16 – 02:47
02 · Layla's revenue ceiling with courses
Layla confirms she hit a $600-700K/year plateau on courses alone — a number common enough among creators to be nicknamed 'the infamous number' and 'cursed.'
02:47 – 04:32
03 · Layla's original course model
Before the pivot: a one-time course (~$1,500-2,000), a backend membership (How Classic), and ascension mini-courses — a fully DIY, hands-off model she privately felt unsatisfied by despite the income.
04:32 – 06:45
04 · How Layla added services to break through the ceiling
Rather than trying to 3x her audience to hit her revenue goal, Layla traced the real bottleneck to repeated customer requests for hand-holding, and layered a 90-day 'Operation Sprint' service on top of the existing course curriculum.
06:45 – 08:15
05 · Pricing model of Layla's services
The course stays ~$2,000 one-time; the new service tier runs $2,500/month for three months ($7,500 total), with a $7,000/month 1:1 option — deliberately reframed as a monthly number instead of a lump sum.
08:15 – 11:00
06 · Explanation of Layla's pricing structure
Layla explains the pricing psychology behind quoting $2,500/month instead of $7,500 up front: lower sticker shock, a match to how small businesses already pay fractional ops staff, and clarity for non-native English speakers.
11:00 – 14:08
07 · Layla's counterintuitive sales strategy
The target buyer is a 5-50 person team doing $5-50M in revenue, stuck in symptoms like 'whatever happened to ___?' Layla's calls flip the script: she talks 20-30% of the time, lets the prospect diagnose their own problem, and will openly refer them to a competitor if it's not a fit.
14:08 – 17:13
08 · Key metrics Layla tracks in her business
Runway (months of savings ÷ average expenses) is metric #1 — she broadcasts it to the team monthly for peace of mind, and is tightening her own target from six months down to three.
17:13 – 20:44
09 · Finding and fixing bottlenecks
A 2,000-person webinar produced a disappointing call-booking rate; everyone blamed ads, copy, and the webinar itself until the funnel math revealed the real culprit was live show-up rate — fixed by switching the webinar to evergreen.
20:44 – 23:19
10 · The power of a small, engaged email list
Layla flags her own aside as the most important line of the episode: a 20,000-person email list, run through Kit automations, is driving toward $1.5M this year.
23:19 – 25:26
11 · Revenue per subscriber analysis
At $75 revenue per subscriber, Layla and Nathan unpack why the metric is useful for comparing business models but easy to misread — it blends old dead subscribers with new ones and hides which acquisition channel is actually paying off.
25:26 – 32:46
12 · Simplifying complex business models
Nathan's pattern across founders: revenue breakthroughs come from simplifying, not adding complexity. Layla's version: 2025 was consciously modeled on 2019 — the same core service, just with more IP and infrastructure behind it now.
32:46 – 40:15
13 · The best of products and services combined
The 'what got you here won't get you there' cliché is only true half the time — Kit's own history (direct sales scaled it to $500K/month, got abandoned for 'grown-up' paid channels, then had to be un-abandoned) proves the rule cuts both ways.
40:15 – 49:00
14 · Turning client questions into YouTube content
Layla's entire YouTube strategy traces back to 2020: when COVID cost her clients, she started filming answers to real client questions and posting them instead of sending private Looms — a free-file-hosting hack that accidentally became a 150K-subscriber channel.
49:00 – 57:24
15 · The value of customer conversations in services
Paid client conversations are framed as the highest-fidelity market research available — screen-shares reveal how a tool is actually used, not the idealized version customers describe on an intake form or survey.
57:24 – 1:01:36
16 · The tailored productized service structure
The service isn't an agency takeover — it's the same A-to-Z course curriculum, personalized: an audit picks which modules and 'numbered' add-ons (like a key-metrics tracker) a client actually needs, with a human coach checking in at fixed points.
1:01:36 – 1:03:07
17 · Mistakes when adding services
Layla's top two mistakes for courses-to-services converts: overcomplicating into a full-blown agency ('hire 14 people, we'll do everything'), and building the offer around your own fear of people instead of what the audience is actually asking for.
1:03:07 – 1:04:09
18 · The critical mistake of undercharging
The rule of thumb: closing more than 50% of sales calls means you're priced too low. Layla's real hourly rate after prep, follow-up, and fulfillment overhead is a gut-check most service providers never run.
1:04:09 – 1:07:08
19 · Layla's lead generation strategy
Opening one-on-one access after years of course-only positioning unlocked a backlog of buyers instantly; a Kit 'boomerang' automation reinvites every unconverted lead to book a call every 90 days until they buy or unsubscribe.
1:07:08 – 1:10:32
20 · YouTube content strategy and calls to action
Layla's per-video formula: state the promise in the first 20 seconds, place a first CTA around the 30% mark, a second at the end, plus 2-4 total CTAs stacked across the description, pinned comment, and newsletter — all pointing back to processdriven.co.
Atomic Insights
Lines worth screenshotting.
A creator can plateau at the same revenue number for years while her audience keeps growing, because the ceiling was never an audience problem.
Tripling an audience to hit a revenue goal can take years; adding a service layer to an existing course doubled revenue in about a year instead.
Quoting a $7,500 offer as $2,500 a month for three months increased close rates through pricing psychology alone, with no change to what was delivered.
Closing more than 50% of sales calls is a sign of underpricing, not sales skill — a 20% close rate can be the healthier number.
A 20,000-person email list generating $75 in revenue per subscriber can produce $1.5M in annual revenue without a large following.
Revenue-per-subscriber is a blended average that can hide both dead old subscribers and high-value new ones; 90-day cohort tracking reveals what a single ratio conceals.
A webinar funnel with every metric on target except one — live show-up rate — can sink an entire launch; switching to evergreen removed the failure point entirely.
The best market research for a service business is a paid client screen-share, because customers show behavior on a call they never report accurately on an intake form.
A YouTube channel built from filmed answers to real client questions, instead of scripted-for-everyone videos, generated an entire lead pipeline without an intentional content strategy.
The most common mistake when adding a service to an existing course is overbuilding it into a full-service agency instead of keeping it a lightweight extension of what already exists.
Direct sales that took a company from $2,000 to $500,000 a month, then got abandoned for 'more sophisticated' paid channels, had to be re-embraced years later — proof that 'what got you here won't get you there' is true only about half the time.
A single spreadsheet tracking calls booked, days-to-project-start, and weekly sales count catches bottlenecks that intuition and contractor finger-pointing miss entirely.
Runway — months of savings divided by average monthly expenses — is treated as the single most important number in a small services business, and broadcast to the team monthly.
A course with a twelve-hour total curriculum can still have customers stuck on module two after three years, which signals the format itself, not the content, is the bottleneck.
Booking sales calls back-to-back on only two fixed days a week, with follow-up batched afterward through an AI notetaker, is a deliberate trade of speed for calendar control.
Takeaway
Doubling revenue meant adding one service layer, not a bigger audience
OFFER MODEL
A creator stuck at the same course revenue for years broke through by layering a paid, personalized service on top of the course she already had — proving the ceiling was a pricing and access problem, not an audience-size problem.
02Layla's revenue ceiling with courses
Hitting the exact same revenue ceiling multiple years in a row, even as audience and conversion rates keep growing, is common enough among course creators to have its own nickname.
Feeling grateful for six-figure income while still wanting to grow further is not greed — it's worth naming directly rather than pretending you should just be satisfied.
03Layla's original course model
A one-time course plus a backend membership and ascension mini-courses is a fully passive, do-it-yourself structure — and passive can still feel unsatisfying even when it's profitable.
A course claimed as 'hands-off' can quietly still take significant founder time in refilming, updating, and community moderation.
04How Layla added services to break through the ceiling
Before assuming you need a bigger audience to hit a revenue goal, run the actual math on how much bigger it would need to get — it may reveal the real bottleneck is somewhere else.
Recurring, previously-ignored requests from existing customers for more hands-on help are a direct signal for what to build next, not noise to filter out.
05Pricing model of Layla's services
A new service tier doesn't have to replace an existing course — it can be layered on top of the same curriculum with added human touchpoints.
Reframing a lump-sum price as a monthly rate can change close rates without changing what's delivered or the total amount charged.
06Explanation of Layla's pricing structure
Matching your price format to how your buyer already pays for similar things, like a monthly fractional-ops rate, makes an unfamiliar offer feel familiar.
Simplifying numbers for clarity, like rounding to a clean monthly figure instead of an odd fraction, matters more than optimizing to the exact cent — especially for buyers who aren't native English speakers.
07Layla's counterintuitive sales strategy
Talking only 20-30% of a sales call and letting the prospect describe their own problems produces the diagnosis you'd otherwise have to convince them of.
Openly telling an unqualified prospect to work with a competitor instead builds more long-term trust and referrals than trying to close everyone.
08Key metrics Layla tracks in her business
Runway — months of savings divided by monthly expenses — is worth tracking and sharing with a team monthly, even in a profitable business, for the psychological stability it provides.
A 'six months of runway' rule of thumb can be excessive; matching the buffer to actual risk tolerance frees up capital instead of hoarding it.
09Finding and fixing bottlenecks
When every team member blames a different part of the funnel for a bad result, the actual cause is usually findable by tracing conversion rate at each individual step.
A single broken step, like live show-up rate, can sink an entire campaign even when every other conversion rate in the funnel is healthy.
10The power of a small, engaged email list
A 20,000-person email list is objectively small compared to major creator audiences, but can still be large enough to build a seven-figure business on.
The moment you notice yourself saying something surprising out loud in a conversation is worth stopping to flag explicitly — it's often the most useful insight in the room.
11Revenue per subscriber analysis
Revenue-per-subscriber is a useful cross-business-model comparison metric, but it blends old dead subscribers with new active ones into a single misleading average.
Tracking revenue per subscriber in 90-day cohorts after signup, instead of one blended annual number, reveals which acquisition channels actually produce buyers versus which just look good in aggregate.
12Simplifying complex business models
Revenue breakthroughs across many businesses follow the same pattern: simplifying and cutting things out, not adding more offers or channels.
Deliberately returning to an earlier, simpler version of the business model, with today's better infrastructure behind it, can outperform chasing a more 'advanced' setup.
13The best of products and services combined
A cliché business rule like 'what got you here won't get you there' is true roughly half the time — the useful move is questioning it case by case, not applying it blindly.
A channel that built a business, like direct sales, can be wrongly abandoned in favor of a 'more sophisticated' approach, and re-embracing the original channel can be the actual unlock.
14Turning client questions into YouTube content
Filming and publishing answers to real client questions, instead of scripting generic content for an imagined audience, can build an entire channel and lead pipeline as a side effect.
The best content strategy is often not a strategy at all — it's writing or filming for one specific real person's question, the same technique used for writing to one reader.
15The value of customer conversations in services
Paid client conversations, especially screen-shares of how a tool is actually used, surface information no survey or analytics dashboard captures.
Adding any service component, even a light one, creates a feedback loop that improves the product for everyone, not just the service clients.
16The tailored productized service structure
A service add-on can stay lightweight by personalizing an existing curriculum, such as which modules a client needs, rather than building a fully custom agency engagement.
Training the client's own team to sustain a system, instead of leaving an external consultant's fix in place, produces outcomes that last after the engagement ends.
17Mistakes when adding services
The most common mistake when adding services to an existing product is overbuilding into a full agency model instead of keeping the addition minimal.
Designing an offer around your own fear, of talking to people or hiring a team, instead of what customers are actually asking for, is a form of self-serving product design.
18The critical mistake of undercharging
Closing more than half of your sales calls is a signal you're underpriced, not a signal you're good at selling.
Time-tracking a service engagement, including prep and follow-up hours most people don't count, usually reveals a real hourly rate far lower than the quoted price implies.
19Layla's lead generation strategy
Opening a one-on-one option after years of course-only positioning can unlock a backlog of buyers who wanted that access all along.
An automation that re-invites unconverted leads to book a call on a recurring cycle, indefinitely, captures demand that a single email blast would miss.
20YouTube content strategy and calls to action
Stating the video's promise in the first 20 seconds and placing a call-to-action around the 30% mark, with a second one at the end, is a repeatable structure for converting viewers.
Stacking multiple calls-to-action across the description, pinned comment, and newsletter, instead of one single link, multiplies the paths a viewer can take to convert.
Glossary
Terms worth knowing.
Productized service
A service offer packaged with a fixed scope, price, and timeline instead of custom hourly work, making it sellable and deliverable like a product.
Theory of constraints
A management framework stating that a system's output is limited by its single biggest bottleneck, and improving anything else does nothing until that bottleneck is fixed.
Revenue per subscriber
Total annual revenue divided by total email or audience subscriber count, used to compare the earning efficiency of different audiences or business models.
Runway
The number of months a business can keep operating if all revenue stopped today, calculated as cash savings divided by average monthly expenses.
Show-up rate
The percentage of people who registered for a live event, like a webinar, who actually attend — a common hidden bottleneck in funnel math.
Boomerang sequence
An email automation that repeatedly re-invites an unconverted lead to take an action, such as booking a call, on a recurring interval until they convert or unsubscribe.
Evergreen webinar
A pre-recorded webinar made available on-demand at any time instead of broadcast live on a fixed schedule.
00:00 – 06:45denseThe revenue ceiling and pivot to services
06:45 – 11:00densePricing structure and psychology
11:00 – 14:08denseSales strategy and target customer
14:08 – 25:26denseMetrics, bottlenecks, and list size
25:26 – 40:15steadySimplifying the business model over time
40:15 – 57:24denseContent strategy and customer conversations
57:24 – 1:04:09denseService structure, mistakes, and undercharging
1:04:09 – 1:10:32steadyLead generation and YouTube CTAs
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Adding services into the mix, I was able to triple our monthly income. Leila built process driven into a 150,000
subscriber YouTube channel, teaching systems to small business owners. Here is the solution for how to systemize your business five to 50 people making 5 to 50,000,000. This episode is about what she's seeing that many creators are missing right now.
We just added that human touch into it, and that is the piece that has changed everything. What Leila found after doing hundreds of sales calls One of the biggest unlocks in terms of conversion rates on sales calls was quoting the number as a monthly rate. Absolutely insane.
Close more than 50%. You're doing something wrong. Not good.
What do you want your close rate to be? I want to be, like, 20%. At this point, if someone's You just said something that is very important.
That's what I'll say usually at the end. Don't work with us. Here's why.
The offer model you've been told to build might be the very thing holding your business back. So afraid of services for the reason so many are. Felt like a step backwards.
We're like more than doubling revenue Yeah. With this one change. Yeah.
You know, one weird trick that maybe all course creators should consider. If you have a course or you're about to build one, watch this entire episode before you make another move. The reason
I realized that it would work is because I Oh, I mean, that's such an important point.
So Leila, you hit a revenue ceiling Yep. With courses around 6 or $700,000 a year.
Is that right? Yep. The infamous number.
A lot of people hit that. Mhmm. But then you broke through it when you moved from products over to services.
Yeah. Which so infamous. And not so infamous.
Not very many people make that switch. Yeah. Oh, they do, but they go the opposite direction.
Like, that's the big thing. Like, passive income, get out of services. Yeah.
So what did it look like to break through that ceiling, and what revenue number,
you know, did you hit? Yeah. So it's a rolling target right now, but essentially, um, what switched in terms of how it worked was I just went to adding services into the mix, and I was able to essentially triple our monthly income, which I'm I'm hoping now will annualize out.
Like, I'm right now, I'm like, okay. Let's two x out this year. But as I was talking to you before we started filming, I wanna push further.
And I honestly think adding services, even with the cost of fulfillment factored in, like, I wanna four x.
Like, I just Right. I think it's possible. So what are you on track for revenue wise right now if we just play forward what happened in q one?
Don't let me jinx it. Okay? Like, it's fake wood.
It's looking like it'll be about 1,500,000 this I'm I'm I'm hoping to be able to say a higher number than that, though. I really am.
But I mean, even at that point, we're, like, more than doubling revenue Yeah. With this one change. Yeah.
You know, this one weird trick that maybe all course creators should consider. Yeah. No.
It's it's right for everybody. Don't give it any critical thinking at all. Just do exactly what I did.
So let's walk through what was the model before and the price point and and all that, um, and then we'll dive into what you switched to that, you know, has had this huge impact where already you've doubled or tripled monthly revenue and are on track to take it even further. It's just so weird to say out loud. Yeah.
So after after all the silos, it's so great to break free. So original model, like, want me to go way back back, or just like right before the change? Uh, let's go right before the change, then we'll we'll do the the history a little later.
Okay. So right before the change, the model was essentially a, um, I wanna say it was $1,500
one time course. It might have been 2,000 at that point. $2,000 one time course.
Yep. We had a membership on the back end, How Classic, and we had some splinter courses, like some mini courses that kinda were intended to ascend you into the next level. Okay.
That was the before. So it was very much done for or do it yourself rather. It was a do it yourself course where you get the content.
You have a little bit of community if you choose to pay for it. But, honestly, when I was, you know, attending an event where we were at last year, I was kinda telling folks like, hey. I've got a passive business.
Like, I spend my time doing things, but it's very hands off. It's the passive income dream, and I'm deeply unsatisfied with it for the reasons around revenue and then some other stuff we can get into.
I wanna talk all about satisfaction levels in that because most you know, many people
would be like, wait, you're making 6 or $700,000 a year that, you know Yeah. That's absolutely incredible.
And it is, but also, like, we all know what we're capable of. We know the power of leverage, and and, like, we're all very driven, ambitious people. And so it's like, I wanna I wanna level up from here.
Right. So you're at that 6 to 700,000.
Again and again and again. Yeah. Just keep hitting
that ceiling. I I mean, we have a lot of friends that have gotten to a very similar number.
Then what would what's the model that you switched into? When you say you added services
Yeah. What does that look like? So the immediate shift was essentially realizing two things.
Number one, I wasn't gonna get to the revenue numbers I wanted by just sheer force of will. I did the math.
God bless math. I did the math, and I was like, you know what? I really need to three x my audience in order for my business to get to where it was gonna go.
My funnels were converting well, thanks to Kit and other things. But in order for that funnel to get enough traffic through it, I needed to either get really good at profitable ads, which I wasn't gonna be able to do, or triple my audience. And I just I I could do it, but that would take me years and years.
Yep. And so what I realized was, well, let me get down to the actual problem that I'm trying to solve, which is I'm trying to get this content out into the world. You know, we help small businesses systemize their operations.
That's the thing. And I've been doing it in this one particular way. Along the way, I listen, and I get a lot of requests from our customers for additional support.
It's not a foreign concept. Most of us have, like, had ignored requests from customers. And more than anything else, it was the request of, like, can I just get you to, like, hold my hand through this?
Like, the steps might work. I'm scared. My team doesn't wanna follow it.
I got stuck on module two. I think I was saying before we started re filming, um, I had a membership model for a while for the course.
And I remember a moment where someone was like, I've taken your membership for three years now. It's amazing. I love it so much.
I referred it to my uncle. I'm still at module two, but I hope by year four, I'm gonna be able to get to where I need to get and finish this course, which mind you only took twelve hours total.
It was a pretty concise course. The service's approach was to say, alright. I hear you.
Let me just try to fulfill that need. And so we launched a service, which was like a ninety day operation sprint, where it built on top of the course we already had.
It was the same a to z, the same curriculum, but we added in a human audit at the beginning, a human checkpoint at three points along the course after the audit, and then we personalized it.
So rather than saying take module one, two, three, four, it was take lesson 1.2, do this special thing that's really relevant to you, then do lesson 2.4.
And so we just added that human touch into it, and that is the piece that has changed everything. And so what's the price point on this version? And I I know you're always changing and tweaking prices.
So Yeah. You know, at the moment of recording, what's the price point? Yes.
Yes. Yes. So
the course version by itself is around $2,019.97 or something or something like that. The services version is now at 2,500 per month for three months.
I say that in that format for a certain reason, but 7,500 total. Yep. So that's to go with someone on my team through that journey.
And then if you wanna work with me, it's 21,000
Okay. Or 7,000 a month. Why do you say it in that specific way?
Of the 2,500 per month? Or do you say you said 2,500.
Yes. So I really like tracking numbers. And so in this the lead up to this service, I knew I wanted to do it right.
Like, I'm a systems and ops person. So in the fall of twenty twenty five, when I was kind of piloting this out, I mean, between now and then, I've done probably about a 150 sales calls, maybe 200 sales calls.
I did almost a 100 last month. And I would just keep changing how I would present the offer and the price I would present the offer. And one of the biggest unlocks in terms of conversion rates on sales calls was quoting the number as a monthly rate, which is better for me because I had fewer spikes.
I actually didn't care about getting the cash earlier for me. Yep. Um, and so rather than saying 7,500, or at the time, I think it was 4,000 or 3,500 was the first quote.
I asked 3,500 up front. I was like, oh, okay. Then I changed it to 2,000 a month for three months.
And I don't know. That math just really changed, then I went to 2,500. To me, that feels a lot clearer.
And I say 2,500, not 2,500 because ESL. So I have a lot of folks who aren't, you know, uh, using English as their first language perhaps.
And so I just kind of try to build a stick. Clear. Mhmm.
2,500
Yep. Each month for three months. Yep.
For now. For now. And then I'll go up later.
It'll be 3,000. You know, it's interesting.
It sounds like a much lower price. Maybe 7,500 would be a large amount to lay out all at once.
Feels like a lot. Yeah. Um, and all that, then, you know, it does ease people into it.
Yeah. Avoid this large sticker shock. Yeah.
And, you know, small businesses, cash flow is consideration.
And also, they're used to hiring operations people. Right. So, like, they have that fractional, know, ops person that they're paying $4,000 a month for.
Right. So, like, they're getting all of their other things in a monthly rate. It makes sense for me to be a monthly rate.
And when I compare that with, oh, but it's 90 days. It's just three months. Yeah.
And so that has that off ramp. I only oh, that's fascinating. Yeah.
Okay. So we need to tell the listener what the service actually is that you're providing. What problem are you solving?
Yeah. And who are you solving it for? Well, I'll start start with the person because I think that's really kind of the key to this whole journey.
So the person we're working with is someone who is in charge of a five to 50 person team making 5 to 50,000,000 Okay. Who is struggling around tasks, knowledge, and communication.
So what that looks like symptomatically is like, we're not getting things done. We have to have a lot of meetings. Promises are being broken.
I have to double check things. One of my clients had this line, uh, whatever happened to dot dot dot? Those kinds of sentences Right.
Are when people start to feel this, like, process breakdown. Things are being dropped. Things are being dropped.
Yep. Exactly. And so usually, they will go try to change software.
No offense to software. God, don't know anyone who does that We we were on Notion. Now we moved to ClickUp, and now we're trying this.
And have you heard about monday.com?
You know, and you're just jumping between everything, and, like, that's the solution in the same software. Yeah. Yep.
Yep. And admittedly, I mean, backstory real quick, lore dump, I was a YouTuber who did tutorials on software. Okay.
So like, I kinda knew that world. Yeah. And there's a lot of money to be made in telling people, hey.
If you just switch this software, you're whole world. Your problems. Yeah.
Exactly. Exactly. And yet it doesn't.
It just moves the problems. Um, so usually that happens first, then they go to the point of like, need an executive coach. The coach says, uh, I don't know.
Just change your team. They fire their whole team. They restart.
And then usually at that point, they're like, maybe it's how we operate. Right.
Maybe it's like what is normal in our culture. Maybe it's the fact that we never write down an agenda. Maybe it's that we we don't know what we do on a Monday morning.
And that's when usually they'll come to me. They'll watch a YouTube video, and that's where all of our leads come from. Uh, in a lot of my sales calls, which I still do most of them right now, I'll just ask, like, what what does a Monday morning look like for you?
Where do you go on Monday morning to know what you're supposed to work on? And that is usually like, that's the whole story in one scene. Now we gotta dive into sales because that's such an important thing.
But most
people do sales the opposite way of what you just described where they say I don't know. I'm figuring this out, Nathan. Tell me how other people do sales.
Well, what most people do is they say they ask maybe a few questions about like, hey, tell me about your team size, revenue, that sort of thing. You know, we were to solve this problem for you, what would that look like? Right?
What would a magic wand be? Yep. And then you die you know, or they're diving into
all of these specifics around, okay, and then here's what our offering would do for you and and all that. I I talk at you for twenty or thirty minutes.
Yeah. Five minutes of questions, talk at you. What you're doing immediately is getting them to talk.
Yeah. And Mhmm. They will identify all the problems.
They will talk through, here's what's working, here's what's not. And that will give you so much information. And that you don't have to tell them, oh, sounds like you really have a problem.
They will do all of that for you, and then you can just point to the solution. Exactly. And, you know, I love data points.
So for anyone who's like tracking this, like, how do I take this actionably? I noticed that for me when I do sales calls, because I track all these in, you know, an AI notetaker, I talk 20 to 30% of the call. Okay.
Including the closing where I'm usually talking a lot more of, here's what we do. Here's how we help. Here hey.
Let me answer your questions about this. So it's largely just it's extremely diagnostic. And I think it's just because I literally don't know how to do it the proper way.
No. What what you're doing is the
not the default way, that human someone's in sales, they're like, I gotta talk until I convince you of it. Yeah.
But I think you are doing it the
proper high conversion all that way. It feels good. Right?
Like, doesn't feel like you're doing something like, you know, the sales has all those associations with it. It feels like, oh, I'm just like listening. Mhmm.
And if we were grabbing coffee here that's what I'll say usually at the end. Like, if we were grabbing coffee, I would suggest that you don't work with us. Here's why.
You should probably go check out these guys instead. That's a pretty common, like, ending to a call, and that's okay. Yeah.
We do that with Kit where, you know or I was on a call recently with someone who they were running, like, a media company in more of a traditional way and all that. And we said, like, actually, this competitor of ours would be a much better fit for you. Yep.
And they were like,
really? Yep. And I'm like, yeah.
And here's why. And, you know, this is someone who was gonna work with a bunch of different brands. So it's like, now if you have if you work with a brand that matches these criteria Mhmm.
That'd be a perfect fit for us. But in this case, I think you should go with the other platform.
And it builds so much trust instantly, they're just like, oh, thank you.
And sometimes they'll flip and be like, no, but here's why we should work with you. But but most often they're like, okay. That sounds absolutely right.
And then you build all this goodwill that lasts for a long time. Yeah. It's almost like the difference between a sales call and a screening call.
I honestly think the way we do it, it's really a screening call. And I've only psychoanalyzed
this because we're now hiring someone for sales. And so I've had to write down in text,
if it's not a fit, tell them to go to these other competitors. And I'm like, that's a weird thing to be writing down. Right.
But also it's honest. But it's your SOP. It's in the SOP.
Yeah. Okay. So you're tracking a lot of numbers.
Yeah. And I love that. You were talking earlier as we were in the car driving over.
You're like, yeah. But how much you love math? Right?
As long as it's not mental. Yeah. Yeah.
Exactly. We won't do any math on the spot. Safe.
Safe space. What are some of the metrics that you track in your business that are most important? The number one metric for me is runway.
Okay. So the number of months we can go if all revenue stops tomorrow. Is that how much cash you have in the bank divided by your monthly expenses?
Okay. Yeah. Specifically,
non operate so, like, I'll have checking and savings, nothing fancy. I will just take the savings number and divide that by our average expenses and to get the number of months of runway.
And I broadcast that to the team as well as some other numbers every single month. Okay. So they know and they have that peace of mind because I think the hard part about working for a small business is oftentimes you're like, ugh.
Will we be here tomorrow? Yeah. Exactly.
And a lot of the folks that we've had join our team over the years have been people who were laid off. They were in tech. They got laid off during all of that stuff.
They're like, hey. Let's try this thing. And so I think it's really important to model that.
That's my number one. Do you have a rule of thumb of how much like, how many months of runway or I used to have six, and then I realized that's excessive. So I actually have a goal now.
I'm in the process of whittling it down. I wanna be at three because it's just our savings account. We have checkings as well.
I think three months would be great. I I think everyone comes into business with their own money story. Yeah.
You know, I was a scholarship kid. Like, I I didn't know any of this world. Um, and so I had a tendency to just hoard Uh-huh.
And I wouldn't take a salary, and I wouldn't you know, I paid myself very little, and I had to kind of shift that and realize, you know what? Like, it's good to put the profit into the business.
It's also good to actually take care of myself so I'm not like, you know, squeezing every juice out of the lemon. And then if you look maybe at your sales process or leads or, you know, you're mentioning even tracking down to how much you were talking on a sales call or being aware of that. Yeah.
What are some of the metrics in that process that are important to you? Oh my gosh. I mean, I what I love about the services world is that it is so trackable as compared to an organic business that I had previously where it's like, oh, well, how many emails did we have?
And then we only can track from there on. Here, we've got so many more touch points. But the key numbers now are, uh, number of calls booked, number of days from a yes that someone can start a project.
That is one that has been really eye opening. And then, I mean, sales. So, like, sales count, how many have we sold in the, uh, current period?
Um, I wanna start tracking referrals. Haven't really done too much with that yet other than be like, oh, yay. We're getting referrals just a few months in.
That's amazing. Um, but those are the the service specific ones. And then funnels, I mean, between, like, the kit automations, but also just the sales cycle in general, tracking, like, what percent go from call or from the call page to book a call, from booking a call to being qualified for an offer, from getting an offer to buying the offer.
We just have each number in a spreadsheet, and it's not high-tech. It's just tracking a number once a week or once a month and counting. And, you know, that's worth it to me because I understand what is actually not working, which is sometimes hard otherwise.
Yeah. What's an example of in that spreadsheet
and as you're tracking things, finding something that's not working, like finding a new bottleneck and then digging in and fixing that? Yeah. We had one where, um, it was our webinar.
We we did a webinar launch to get people to book a call. We changed all of our main funnels from saying buy our course to actually buy our service. And if you don't want the service, get a course.
Right. And so there was a big ref redo, and we didn't get the conversion we thought overall. Like, we had this many people.
I think it was like 2,000 people registered for this webinar. I forget how many book to call, but it wasn't what we expected. It was like really low.
What's happening? Ah. We went to our contractors.
They're like, ah, the copywriters said it's the ad's fault. The ad said it's the copywriter's fault. And they all thought it was the webinar's fault, um, which might have been true.
But then we looked at the numbers, and we actually saw the problem was the show up rate. And when we looked at it and we said, well, if the show up rate to people who registered actually showed up was even within the realm of normal, we would have hit every single goal of that campaign.
Every other conversion rate was exactly where it needed to be except for that one, and we wouldn't have known that. And we had gotten misleading advice all over until we actually looked at the just the math of how many people got to each step. Did you run more webinars?
And if so, how'd you fix the show up rate? So we actually kept that same webinar because the webinar didn't seem to be the problem. It was the show up rate, and we switched it to Evergreen.
And then once they, uh, opt in through our kit form, uh, they then get automatically redirected to the the webinar, the blueprint, which is our approach to systemizing. Therefore, no show up problem because they literally see it upon redirect.
And then we have an email sequence that makes sure if they clicked off very quickly, it takes them back there repeatedly.
And so opportunity to just come back and watch it. Exactly.
And I'm like, ugh. Why did we figure this out? Not teaching it live.
Yeah. No. I don't Do you feel like you're giving up anything in the webinar being prerecorded?
Oh, I'm sure. I'm sure. I mean, isn't that like the whole thing of just choosing what you're willing to give up?
Right. I'm I'm happy to give that up. And and it instead though, I work with clients.
Right. Like, I would rather have four one on ones with these high end clients over a quarter than host four webinars. And I know for other people that math is different.
I love teaching, but I film a YouTube video every week. Like, you wanna hear me teach, there you go. Like, it's fine.
This webinar is like b. B b plus maybe. Right.
And I'm okay with that because the math still supports that that's not the bottleneck, so I'm not gonna solve it. Okay. So let's talk about bottlenecks.
Because you have this laid out
basically like a factory. Yeah. You know?
And and I'm obsessed with the theory of constraints and Yeah. Okay. And finding finding the bottleneck optimizing for that.
What's
the biggest bottleneck in your business right now? As of last week, it was sales. Okay.
People to take sales calls. So, like, the volume of calls that we had coming in, I was taking most of them. It was insane.
Tried to hire a salesperson. Said you did a 100 calls last month? It was about a 100 last month.
Yeah. It was a lot. And then So clearly, uh, number of interested leads was not the bottleneck at all?
No. It was. Can we get on a call and actually close them?
And you know what? Just quick side note for anyone out there who's a product creator, a course creator, whatever, I would bet that's other people's experiences as well. I think we had waited so long to have some kind of one on one human touchpoint offer that by the time we did, you know, the 20,000 people on our email list were like, oh my god.
Finally. Finally. Like, when we just started sending out emails where it was just like, hey.
If you wanna systemize your business and you're tired of waiting around, click this link to book a call. And that alone got a bunch of people to come through the journey. So I think a lot of folks are gonna be in that same situation where demand is not the problem, and I don't think we've yet hit the limit of what is just in our own list, candidly.
Okay. So you Sorry. I got I didn't get that absolutely true, but you just said something that is very important.
Oh. I want people to not skip over it. Okay.
You just said your email list is 20,000 people. Oh, yeah. It's tiny.
If we had first of all, 20,000 people is like a basketball arena. So it's a good number from that sense. But Fair.
You know, for the numbers that you're putting up, it's very small. Yeah. Right?
Mhmm. So if a lot of people, you know, think about, okay, revenue per subscriber, all of this per month, you know, I'm Services.
Services.
You know, I might be like, okay, I'm making, uh, if I have 20,000 subscribers, maybe I'm making a 100,000 a year. Like, that would be a lot of people would say, that's good. What?
Uh, maybe Yeah. Like, $200,000
a year. Now we're making, like, professional like, probably went to school for a long time to make that amount of money and all that. And you're like, yeah, no.
We'll like, if we can't accelerate things throughout the rest of the year, we'll cap out about 1,500,000 this year on 20000. And you're like, but I think we can accelerate things a lot more. Really?
Truly. And, you know, to be real with you, I talk a lot of time about, like, for folks who are interested in starting a YouTube channel. I'm like, I don't know what I'm doing, but I started a YouTube channel.
Like, it kinda helped. It was around 5,000 YouTube subscribers, which are far less valuable than email subscribers that my entire book of business, I was booked out six months. Like, that's why I went into the courses and memberships and all these other things to begin with because I was trying to solve that problem.
It does not take a large audience by any means to make a really sizable and meaningful business, but most people don't think about it. They're so consumed with the audience. Whereas, I guess I kind of approached it from the opposite perspective.
I only went on YouTube to build my book of business, and then when that was, like, going pretty well, I'm like, I don't need any more YouTube followers. This is fine. Get on my email list, and we'll we'll take it from there.
But I'm curious about this. So if we have
1,500,000 in annual revenue divided Per subscriber, is that where you're thousand. So we're at $75 in revenue per subscriber.
Yeah. And that's a helpful number to it's a fantastic number, but it's a help revenue per subscriber total is helpful to think about, you know, if you're comparing between different business models, all that I You know is a could end up there's a couple traps in that number.
The first one is that it's always it's total annual revenue divided by total subscriber count. At the beginning of the year.
Yeah. At the beginning of the year, but also a lot of those people might have been on your list for a long time. Yep.
That sort of thing. Yep. So it could both mask that you're bringing in better subscribers who are paying more, or or it could mask that a lot of people have been on this list for a long time, they're never gonna buy.
Sure. And or, you know, or they've already purchased. Or you might say, okay, wow.
$75 per subscriber. I could be running meta ads at $6 per subscriber, you know, which would be a crazy amount of money to spend.
And you if you weren't tracking cohorts, you might find that the new subscribers you're bringing in are very poor quality, but it's blended in the total averages and you might not find Not done that at all.
Yeah. I've definitely done that. But Yeah.
That's where, you know, if you could track revenue per subscriber over a ninety day period after they come in, that could be something like then you would you would notice early on, oh, these new YouTube videos that drive leads are, you know, driving really high quality subscribers or they're oh, actually this this video did great, but like ninety days later, the leads that came from that weren't actually worth much.
And so, um, I just think it's a really important metric, uh, to look at and track, and more people should do that. Yeah.
The I mean, the ability to track UTMs and just see which video generated subscribers.
I mean, it was kind of a sit down conversation with our YouTube person who's like setting everything up for YouTube. Was like, hey, I don't care about subscriber count. I don't care about watch time in so much as, you know, I need to.
But what I do care about is how many subscribers do we get to our email list per video. I wanna know what that is and produce more videos like that, and you only know that if you're tracking that information. I guess the other thing I will say that has been helpful in that regard is in wasting a ton of money on meta ads, hypothetically speaking, um, I don't know.
We probably waste, $40,000 in meta ads if I'm being yeah. Not the only one, hopefully. In that journey, one of the things I realized is we should be tracking organic stuff at the same level that we're tracking paid ads.
Yes. And so our the amount of times my team is going into kit, pulling numbers, being like, how many people are in this segment have they started the sequence? How many bought during the sequence?
Wait ninety days later. Who bought something since that opt in? Like, that's why I feel like even though I'm saying all these numbers, I don't think my business has ever been simpler in some ways even with courses and memberships and services now because it now feels very doot doot doot.
It's a flywheel. Mhmm. Okay.
So let's dive into that because a lot of people make this assumption that, like, at
a 100,000 a year, can run a very simple business. And then at 500,000 a year, it has to be more complex. And if I wanna do something, I ever wanna break a million, like, I've gotta have, like, a very sophisticated it's gotta be brilliant and there's, you know, I'm get up on the board with I got the string and I'm gonna outline and it it'll be a little complicated.
Mhmm. But I'll explain to you how we broke through a million dollars. Yeah.
Yeah. Yeah. And the story that I hear love that.
Over and over again is actually I found a slightly different model. I simplified.
I eliminated things, and revenue doubled. Yep.
If I can make it even worse, even more of like, ugh. I actually basically went back to what I was doing in 2019. Okay.
So I I remember telling my team in the beginning of 2025, the theme of 2025 is 2019. We went back to the same service. Like, I'm essentially offering the same services I offered then, but in a slightly different flow now with more established IP, which was worth the detour.
But everything we're doing is just simplifying back to what I did essentially as a one and a half person business, except now doing it at a different level because I I needed that detour.
Okay. So this gets to one of my business rants. Uh, and that is, uh, one of my least favorite quotes in business.
Uh-huh. Sounds so smart. Okay.
What got you here Mhmm. Won't get you there. Mhmm.
And I think that is true
50% of the time. And the other 50% of the time, it's absolutely not true. And if it's only right 50% of the time, we're basically just deadening the weather, and then it's like, why are we even saying this?
Yeah. What what what got you here may probably yes or no get you there. That's what the point.
Yeah.
On one hand, it brings up aspects of it where you're like, you should absolutely question whether the activities that got you to a certain revenue level are the right things to get to the next stage. Maybe before we did it solo, now we need to do it as a team.
The behaviors that you show up with, like, okay. I gotta be super scrappy. I gotta do it all myself.
That's the only way we're gonna hustle through this. And now at this later stage, you might be like, oh, I need to hire team members that I can give an outcome to, not just a task.
And right? And so that that say what got you here won't get you there. Sure.
The inverse, I go I'll share you know, you you shared one from your life. Right? Of like, oh, services got me here.
It won't get me there. Oh, wait. Just kidding.
It actually will. Yeah. Five year detour.
So for Kit, we direct sales is the thing that made all of the difference. We used direct sales to go from 2,000 a month in revenue to a 100,000 a month in twelve months.
Wow. And then we continued direct sales, and we applied that to affiliates and partnerships to go from a 100,000 to 500,000 a month in the next twelve months.
In a twenty four month period Mhmm. We went from $2 to $500,000 a month, and it was absolutely insane.
Yeah. And then we said, now we need to do the thing that all grown up software companies do. And that's where we should have all of our marketing channels.
They should be dialed in, you know, paid ads, all of that. And take out the thing that was And we and the idea is, like, that's working, so we'll just keep it going. And we spent, oh, the next four years probably, Still growing really well, but at the same linear amounts.
We would add about 4,000,000 to $5,000,000 in annual revenue every year, but never accelerated it. Yeah.
And we kept going back to, like, affiliates is fine as a channel, but it's limiting.
And direct sales, like, one you can't scale through direct sales. You know what's services. Especially at our price point, like, that'll never work.
Yeah. And so and I kinda went back and realized, like, wait a second. What were we when things were really working, what were we doing?
And we turned around, and we really embraced direct sales, and then both to acquire customers and to acquire affiliates and partners, and it worked so well. And, you know, and so I was like, oh, what got us here might actually be really good at getting us there.
And I think as entrepreneurs, you know, we do this thing where we listen to smart people on podcasts Yeah.
Who run different businesses than we do. Mhmm. And we go, oh, you know what?
Or we go to go to masterminds, that sort of thing.
You know, you know, I'm all in on growing on Instagram, and someone's like, hey, LinkedIn is pretty great for me. You're like, never mind. I'm all in on growing on LinkedIn.
You know, we're like jumping thing to thing or doing it all at once. Then you end up doing all of these things pretty mediocre instead of saying, you know what?
This is what we're really good at, and we're going to go. We're going to keep scaling that thing.
We might make some little tweaks, we'll question it, and and all that. But, yeah, what got us here will probably get us there.
You know, what's funny about that is one of the practices I started, which I I understand you might have something pretty similar, is I started making a log of key events in my business back in 2020, which was a great time to start tracking. So like, major decision, major release, major product. I would log it in this one just like kind of spreadsheet y thing.
It is inside our ClickUp. Just here's all the dates. And I would share that with new people when they would join the team.
Here's our story. Just so you know, like, started this in 2020. Here's like, it was a VA business at first, and here's how it evolved.
Um, and it's funny looking at that now because you can very much see the circularity of like, now we're going full circle. And it's great to have that. Everything old is new again.
Everything old is new. But I think what's fair to acknowledge in the won't you know, what got you here won't get you there piece, is the reason why I thought I had to change was because I didn't wanna do it in this way.
Like, there were certain things that I associated with being a one on one service provider, and I mean, they're trite at this point. And I was like, ugh, I just don't wanna do this.
I'm an introvert. That's not gonna be my superpower. I have a competitive disadvantage to having conversations with people all the time, especially this one.
You know? Really painful. No.
That's right. Yeah. And so I just made this story up that, like, because I don't have a lot of energy, I'm not great with people, you know, like, isn't gonna work for me.
And so therefore, I need to go over here. It became a spark, uh, South Park episode. Because of that, therefore, we went into this, but then this, but then this.
And I think now when I have friends who are kind of going through an offer transition, having now gone through, it seems like every model under the sun in eight years, um, I feel like it's important to ask, why do you not wanna continue with the thing you're doing?
What do you think continuing with one on one services looks like? And what if it was not case not the case? You know, what if there was a world with which, you know, you could have one on one services, but you didn't have to talk to a lot of people all the time?
Would that be interesting? Oh, it would. Okay.
Well, good news.
Because one on one services tells me like, when you hear it, you think, okay. So you're doing client work Mhmm.
And you are spending maybe five hours a week on content or lead gen or that sort of thing, and then forty hours a week on actually doing the work, and then the next fifteen to twenty hours a week on the business admin and all of that, making sure everyone pays and everything else.
And that does not sound enjoyable. No. And that does not sound like a good way to scale.
Mm-mm. And so when people hear, oh, you went from products to services Mhmm. You know, in the latter as well.
If you went from ladder four back to ladder two or three Yeah. Then everyone's like, that's terrible. I don't want that.
Mhmm. And so what it sounds like you did is you you noticed the particular parts of it.
And, I mean, you took the best parts of products, and you took the best parts of services, and really
were intentional about your time and the systems behind it. And you said, I wanna have it all. Yeah.
You you make it sound really smart there. Like, that's not like, just to be clear, that's the that's the Instagram version. No.
No. No. No.
But yeah. Yeah. Yeah.
Sure. Let's play it off that way. Um, it was it was, you know, a lot more painful than that each time each year, especially hitting that plateau.
Like, was used to growing, especially during COVID as so many of us did really well during COVID, especially in digital work like, helping digital workers work together. Like, I was in a pretty good position to Right. Grow during a wave that you were riding.
Yeah. And that felt great to grow year over year and double and this, that, and the other, and then just like, boop boop boop boop boop boop. What the heck's happening here month over month?
It's the same. So like, there was a lot of pain involved in realizing I needed to reflect on it. And one of the reasons we've talked about this earlier, I released a YouTube video showing what my calendar looks like in each of these business models because that's a real piece of it.
And I didn't know until I did it because no one talks about what does it actually mean to be a course creator? How is your time being spent? Versus what does your time look like if you're a membership owner?
Done that now. Here's how my like, across the team or when it was just me, here's how time was actually spent. You know?
People think community, ah, perfect. People are gonna talk to each other. No.
You've got fifteen minute breaks where you're in that forum a few times a day, especially if it's just you. And and there's a re a calendar implication for every business model, especially when you're small. And so knowing that you're ready to sign up for that in the short, you know, one year period as you're scaling it up, and then you figure out which pieces you wanna get off of your calendar, I I thought that was really freeing, but it was not as smooth, perfect, like, intentional
process as it now feels like it was. So let's dive into that because what your calendar looks like is such an important thing. In 2019 when you're doing the services Yeah.
What did your calendar look like then? Okay.
2019. Um, I probably had about four clients at one time, four or five, whose I think I called it system up at the time where I was doing full on, Uh, honestly, same kind of service I'm doing now where I'll help you set up a work management software, train your entire team, migrate all your data. Probably was working for about 40 to $50 an hour at that point, would think.
And I was just constantly doing fulfillment.
Um, I had very few sales calls because if I had to call it closed, because I was undercharging, there's a good sign. Right? Close more than 50%, you're doing something wrong.
Not good. Oh, I mean, that's such an important point. Because everyone was like, you know, what's it like, if you were to ask someone what's your ideal close rate, they'd be I mean, a 100%.
Yeah. And you're like, no.
I respect respect to this person. Someone, uh, at the event that we were just at was like, my close rate is 70%. I said, uh-oh.
And they looked at me very confused. I'm like, wait. Wait.
Wait. Wait. Wait.
You get a raise. A raise. Exactly.
What what do you want your close rate to be now? Right now, I want it to be especially now that have other people doing the calls, I want it to be, like, 20%. Okay.
Yeah. Because at this point, if someone's not a fit and they have that positive experience with our, you know, person or or me, if they have that positive experience, it's actually better for me.
So I'm okay with 20%. That still covers all the costs and then some. Like, we're still groovy there.
Um, so 20 to 30%, but 20% is good for me. Yeah. And so if it were to creep up to 35%,
you would say, we're undercharging.
Yeah. Raise the prices, I think. Um, but in this point, it's great to have that other 80% becoming advocates
Right. In some way because it really does It makes sure they have a great experience. You can leave them with other resources that you could say, like, hey, it's not the right fit Yeah.
For it to work together right now, but, like, implement all of this. Maybe someone comes in, they're like, hey, we're at 500,000 a year in revenue. We really need these systems and processes, and you're just too expensive for us.
And you're like, yeah, we are. Right. Why don't you go take this?
Take our course. Yep. Go ahead and
implement all of that. And if at any point in the future you need help, we'd we'd love to help you. Yeah.
One of the best things about doing this now for a while, the same offer over like, I've had the same offer for, like, six years. Six of the ages. All
these creators are like, in order to scale in order to break a million, I need new offers. I need,
uh, multiple offers. Like Yeah. Maybe if I had the fourth product Yeah.
Then that will get me through the glass ceiling. I mean, for me, it wasn't true. I had, you know my goal, you know, one of the pieces of advice I heard very early on from a free SCORE mentor, shout out to SCORE, who's a free, you know, small business administration in The US.
You get free mentorship through them. At a score mentor who was saying, you know, Leila, brand is what you are known for when you leave the room. And business I don't think this was his quote, but business is about finding a problem so interesting you wanna spend ten years solving it.
Those two truths were kind of like my rock for the first beginning piece. So it took me two years to figure out my problem. But once I found it, I was like, why would I create more products?
That's almost a problem in some ways. But I created one product. Here is the solution for how to systemize your business of five to 50 people making 5 to 50,000,000.
Yeah. What is the perfect way to do that? Uh, that was not something I could just create.
I I created it, and then I refilmed that course just about every year, every six months,
updating, rebuilding, re reformatting, re whatever. Right. Okay.
Yeah. That's amazing. Alright.
So, um, you were saying you're charging 40 to $50 an hour Yeah. Spending almost all of your time on fulfillment. Yeah.
2018 was even worse. It was $20 an hour. So I mean, we're just doubling revenue.
Yeah. I
have a theme here. Yeah. Exactly.
Started from the bottom. Started from the bottom. Now we're here.
What was revenue in 2019? Do you remember? Oh, gosh.
I don't know. Um, I wanna say it was like a 100 Okay. 120, I think.
So I I'm pretty sure the first year I started in April officially, I got the paperwork on April Fool's Day twenty eighteen. What a joke. Yeah.
No. It was so perfect too because I didn't even realize it. And then after I got the paperwork because it was like a online form and it printed out, I was like, yep.
Yep. Okay.
Perfect. It's my entire new business. It's It's April Fool's Day.
Yeah. My brother's birthday is April 1 because I always tease him about it. Oh, perfect.
So,
um, yeah. So I had my joke of a business. My plan at the beginning was to do this for two years and then go back to corporate.
I just wanted to get two years of experience, and I was like, oh, this would be a free or paid way to do it. But it was 45 k, I think, that first year, 44 k. And then, um, I think it was like a 120.
In 2019. Yeah. In the next But
I was working my ass off. Yeah. So Working my ass off.
Yeah. And so then what did what did it look like to kind of the next iteration of the business?
Backing up, in 2018, I was really just doing virtual assistant stuff, which is part of where the $20 an hour came in. I remember I had a client being like, you are you know, you you graduated from this great school. Like, why are you charging $20 an hour?
Bless this heart. Like, thank you so much, Lisa. That was a great experience.
And so then I moved on, and I read the book, The Goal, which is about, you know, throughput theory of constraints stuff. Yep. And I was like, okay.
I need to get my stuff together. It's one of those books that
all the business nerds have entirely read, and everyone else who's just like wants the the the business fluff is like, oh, I've never touched that book.
Yeah. They look at it and they're like, this looks like it was written in the seventies or eighties. You're like, it was.
It was. Yeah. This looks like this is just for business it is.
It is. Yeah. Yeah.
Yeah. But then you get you know, people like you and I are like obsessed with this book. Yeah.
Well, I was an econ major, so I was like, ah, I speak my language.
Um, but reading that book and then, uh, Built to Sell. Right? I was reading those.
Was like, alright. I really need to productize this. So I did productized service in 2019, which is how I got over a 100 k, and that felt like a hurdle.
The next year, I think it was in February. I think it was doubling pretty consistently at that point. The next year is when I was using productized service pretty heavily.
Like, everything was a productized service. It was six weeks or eight weeks or whatever productized.
And around that time, I guess we would have been in 2020 Yeah. Some things started happening. And I remember it was I had four or five clients, and one or two of them dropped due to COVID.
And I was like, what am I gonna do? Like, I've got free time. Enjoy it?
No. So I started We don't do that? Yeah.
We're entrepreneurs. Yeah. Like, this is massively uncomfortable.
Um, and also, like, I just lost a significant chunk of revenue. Right? When you're in, you know, that kind of services, that's 40% of your revenue potentially gone.
So you lose a lot of revenue, and I decided to film YouTube videos during that. And I just filmed the responses to client questions. So for my remaining clients, when they asked a question, I'd film the answer, put it on YouTube, and then send it to them.
And that's the the other inflection point that changed the business. I think that one and and honestly, services are the two major pivot points that have really made a significant difference.
So that's a a content format that I love because I first learned this from Tim Ferriss.
I don't know who he learned it from, was to write to one person.
Yeah. Because we do this thing where we're like, okay. What could everyone possibly wanna know about systems and processes?
This like Why would anyone want to learn about this? Yeah. Or whatever the thing is that we're teaching.
And so then we write this generic, like, answers all these questions and all that. It's not written to anyone in particular, and it's just not very good. Yeah.
And it's hard. Like, you end up with this writer's block all the time. Yeah.
And Evan said, you just have one person and you say, okay, let me answer this question for them. I actually wrote my book on designing web applications.
I wrote it to my brother-in-law Mhmm. Because he was early in his design career and had just gotten his first job, you know, job in design.
And so every time I like, okay, what does he need to know? Yeah. And so I would write Philip, comma, enter, enter, and then I'd write a whole chapter.
And then I'd go back and I'd delete his name because that's weird in a book. Yeah. That would be weird.
That would be very odd. Sometimes just have to tell him. And it helped me write so much better because I could I, you know, wrote naturally, wrote directly to him.
The same thing is, you know, as content creators, we always think about like, oh, what should I create? All that. And you're just going, well, what what problems are top of mind for my ideal client?
Yeah. Okay. Let me go to my actual client.
Yeah. And then what I love about your example is someone asks you this question, and you're like, hey, I wanna over deliver.
So maybe I would record a Loom video, like walking through talking about it and send it to them. Yep. And then and what most people do is they would do that, and then they're like, okay.
And then I'll use that as a basis to go make the other video. Yes. Exactly.
And you're like, why don't I just make the good video? Yeah. Well, no.
It wasn't good. What about good videos? Sorry.
Set the bar a little too high. Yeah. But why don't I just make the public video, send that to them, say, hey.
I made this just for you, and I thought it'd be helpful for a few other people, so I put it on YouTube. Yep. Exactly.
I love it. I mean, there's quite the content flywheel in that. Oh, it was beautiful.
And honestly, I don't think I knew it until like, one of the best things about my business is I work with people who are smarter than me exclusively.
Like, I'm sorry. Like, there's no one I work with that's you know, I can't learn a ton from. And just like I had that client tell me, you're an idiot for charging $20, she said in a much nicer way.
Yep. Um, I had a client who was an author. Um, it wasn't what he was doing.
Was working in a construction firm, Haymark. And Mark said, Layla, I love the fact that you didn't answer my question.
You sent me a YouTube video that just published a minute ago. How coincidental about exactly my question? And he called it out, and he actually had the CEO of the business he was working on as the operator start doing that for his team.
And they started a YouTube channel or some kind of Instagram reels, the same thing. But I didn't know it. I didn't see it.
I was just being lazy, and I didn't wanna pay for file storage. And so YouTube was free. And so I didn't so it wasn't even a digital No.
No. No. Not at first.
Not at first. You're like, I could pay for a Loom account. I could or Vimeo or is there anything Yeah.
Vimeo. Dropbox or whatever. Or YouTube is free.
And so Exactly. And then when other people who weren't my clients started seeing it, then I was like, oh, okay. Because I thought at first, oh, I have a link I can send to more clients.
Right. That was the thinking. And then when I started getting clients from YouTube, which happened very, very early on, I was like, okay.
This is totally different than I thought. It's such an interesting thing because everyone is hung up on what content should I make. And so even,
like, internal company content. Right? Or any of that.
You can just say what questions do people have and just answer the questions.
But I think people get hung up on hypothetically, what are the themes we're struggling with? Right.
Hypothetically, who would I talk to? Like, we think about, like, Pam, the imagination, you know, like we imagine Right.
Our avatar that we Avatar. Yeah. Yep.
When I first I think my first video was for Suzette. I remember Suzette, specifically.
And I didn't say her name in the video out of protection, but I'll shout her out here. But, you know, when I was filming the videos, like, I had a client today ask me, how do you connect Cognito forms to Gmail? Here's an answer, and how you can use this for your follow-up process.
Right. And that's it. And she felt very seen by it.
Um, but I just think it needs to be a real person. Like like, you know what I mean? Like, we need to have people who are real and not just this imaginary thing and real questions in the same way.
We were at a table at the Mastermind having a conversation yesterday about functionality and kit. I was so afraid which conversation you were gonna pull from for a second here. Was like
how to make more content. And so the thing that I've been thinking about separately is how to make more content that directly shows how people use Kit and all of that Mhmm. And to do it in an easy way.
Right? And so something that came up, we're talking about tags, and how you organize and manage tags, and how to find them.
And we added this whole new interface. I was asking like, is this better? How is it?
And all that. And I was like, well, it's better in some ways and worse than others because now we're lazy loading the tags.
And so you can't do command f Yep. And just search for all the tags.
Mhmm. And so I was like, oh, man. I hate it when we it's like two steps forward, one step back, and so we do it the product.
I And hadn't heard that feedback before.
Really? Yeah. Oh my god.
Come on, kid losers. Let's get together here.
And so I just heard people were so excited that there are folders for tags. Yes. That is also true.
And so I told that to my team this morning, and I was like, hey, I heard this feedback. I'm not sure the best way to handle it, but let's start to think about it.
And one of our engineers piped in and said, um, well, totally hear that.
We can fix that. But did they know that if you press command k, you can search for a tag just right there.
Or if you press f t for find tag Oh. It pulls up a list of all of your tags and lets you just because you got the bar built in. Yeah.
I didn't even realize that. So what this makes me think of, not that we're trying to promote Kit content right now Yeah. No.
But I Kit. I could make a video Yeah. That says so I was talking to a Kit customer the other day Yeah.
And they asked me about this, which made me realize a lot of people don't know about these power features inside of Kit. If you press command k, if you do this. If you press n and then b, it's not for Nathan Barry, it's for new broadcast, and it jumps you right to the new broadcast.
Right? And so that's just this, you know, talk to customers, hear what they want, and then I could make videos just about that.
And I would have quite like, I would have an endless stream of things to make, and it would be highly relevant, you know, to you and Chanel. Right? And then probably also to a few a few thousand other people.
And everyone that we talked to about it. Yeah. Right.
Yeah. That was where I first bought it with Chanel, actually. Was about kit analytics.
But I think that's huge. And I think one of the things can we go back to Flywheels? Um, one of the things that people, you know, they should own services because they're like, oh god.
So much work, execution. Time for money, all of the stuff. All the stuff.
It is the best research into you are paid to make your product better. And that's why when I started this service, was like, I'm gonna deliver the first ones. Like, you're gonna get a great rate.
I'm gonna do the sales call. I'm delivering it. And it helped me make that product better, but also the course better.
And one of the conversations I was having last year when we were like passive income business, I was like, I want more impact. I wanna make sure we're we're getting better, and I don't feel like we're getting better at the grade. I want you to be done with this journey and have the answer.
And when you have like, to go back to the benefits of services, conversations with your customers. Right. Especially if you're paid to have them, that's not too bad either.
Like, you will learn so much more than any freaking survey or market research study or analytics or numbers will ever tell you because you're able to learn from actually being with them and telling you what they wouldn't otherwise tell you, and better still seeing like, we do screen sharing.
We see more in that story than what they would ever tell us on an intake form. Yeah. Because if you're just like, oh, how
ClickUp or something is used in the ideal world. Yep. We look at it in the tutorials and the marketing videos and all of that.
Mhmm. But if you actually get into something, you're like, that?
Okay. Alright. That's how you use it.
Alright. Let's let me meet you in reality Yeah. And help you with that.
Yeah. We were telling, uh, so I've been hiring coaches, right, who are fulfilling this. And one of the mantras I have for the coaches is make sure that you're showing and not telling.
Don't talk about the work. Take them you know, go into your mind's eye. Dear client, show me what it looks like Monday morning because now we're on a real fulfillment call.
They'll share their screen. Where do you go first? And what do you do with that button right there?
Oh, you don't use it. Okay. So that that task thing, you don't touch okay.
And then you go to Planner, then you go to Apple Notes, then you go and they actually show the first, you know, ten minutes of their day on the call. And you get a world of context about that that, yes, helps you deliver that particular project, but you're jotting notes like, looks like we might wanna screen for x y z in the sales call.
And just making sure there's always that feedback loop, um, I think is often skipped in part because we try to make things too passive too early. And I I especially if you have a human component, which I think I do.
Like, every business has a human component. You can't go too hands off, or you have to start paying a whole lot for market research, which feels like a waste of money.
Yeah. When you could be doing it hands on in customer development.
Okay. So then as we're scale going back to your calendar and how you spent your time Oh, yeah. What what did it look like?
I mean, this is getting to some really great stuff. What did it look like when you
really went into the courses side of it? Yeah. So the courses side of it essentially is long uninterrupted work blocks, which sounds amazing for like my brain.
Like, six hours of just staring at a screen forgetting to eat. Amazing. But here was the hard part of it is I didn't have that loop.
I didn't I didn't see what was working. I didn't I didn't need to feel the hero complex, but, you know, course completion rates at ten percent.
Right. The referrals we would get, we would get referrals and and, you know, people recommending friends. It wasn't at the rate I was used to in services, which told me a lot about what would happen after someone bought a course.
And my goal always was not to get the most revenue out of the business or to have the highest salary. I wanted to solve this freaking problem. Like, ten years.
My ten year time clock is ticking. Like, I wanna get this going. I'm eight years in now.
I got two years to finish this up. And I knew that if I kept with courses, our courses I guess I didn't say this. Our course revenue continued to grow.
Our conversion rates continued to increase. Our audience was growing, so I knew we would continue to grow with courses. It was just a matter of time.
But I could make all the money I wanted to with courses, and I still would not solve the problem because there was no flywheel, as you would say, back to product. Okay.
And so that was kind of the problem with it. And the calendar reflected that. It was deep focused work, reviewing intake forms every six months or three months or twelve months, do a giant refilm, sometimes live for a little bit of interaction, but it was like pulling teeth to find out what was working and what was not working for actual users of the product.
We try to do case study interviews. We like, we had to spend so much work to do what is inherent in a service, and that's when I kinda realized something should shift for what I wanted. So that sounds like the ideal calendar to a lot of people.
Yeah. Where you're like, okay, time for money are are Mhmm. Pretty disconnected
and all of that. But then you and the customer are disconnected. The customer success rate Mhmm.
Is much lower. Yep. Right.
Because a lot of people say, like, oh, I sold a $500,000 or a million dollars worth worth of courses. Yeah.
You know, cool. What did they do from there? And they're like, we have, like, these really great customers.
And you're like, alright. So you've you've talked about five out of a thousand. What happened with the other 995 customers?
You're like Bingo. Well, some of them finished the course. Yeah.
Is that right? Because the the You don't know. You often don't have as much of an impact as you wish you did.
Right? And you're like, well, I did my part. I produced a great course.
I sold it well. I got the right people in there, and I can't hold their hand through it and create the outcome.
It's like, okay. Well, they didn't get the outcome. Right.
So Or they did and they're not telling you. Right. Also valid.
Yep. Which does happen. And so the, you know, there's things that you can do to collect information, get on calls.
Testimonials,
there's so many great steps for that. You can have all the checkpoints Right. In the world.
Still not the same. And so, like, what was the spark where you're like, okay. I think I need to add the services component back into it.
I didn't want to. I didn't want to. I was so afraid of services for the reason so many are.
I didn't wanna go back to 2019. It felt like a step backwards. I think the reason I realized that it would work is because I had tried everything else and it didn't.
So I tried, you know As measured by being stuck at 6,700,000
a year. Exactly. But Those stable years were not stable.
It was like a duck fish underwater, trying a bunch of different things, tried group programs. I I crossed off things that weren't aligned with what we were doing. I wasn't gonna do a mastermind.
Like, that stuff didn't make sense. Um, and it just never got traction. Like, I felt it in my bones that if I offered, hey.
Actually, no. You know what? There was a specific moment actually now that I think about it.
The last offer I tried before this one, I believe it was oh, yeah.
This was it. Um, it was, I think, eight people at $8,000, I believe was the offer.
And we're gonna go through this together over about ninety days. And so kinda you can see the inklings here. Yeah.
But no way was I gonna do one on one. I mean, like, come on. Time for money.
Um, and I got on those sales calls because I I put a quick email out in Kit, and I was like, hey. Anyone wanna do this?
Blah blah blah. Very basic details. Book a call.
I think I did 20 no. It wasn't even that many. It might have been 10 calls.
And all but one asked, can I just pay 10 x and just work with you directly one on one? Or 10 x, five x.
It was some ridiculous multiplier. How much would I have to pay? Would 40 k make you just work with me just exclusively?
50 k, can you just come out to my office and just work on-site with us for a week? I think one of the lines I heard twice in those remaining calls was, can we just kidnap you and have you join our team? And I'm like, hey.
Nice to meet you, by the way. We're strangers on the Internet. Um, and that's when I kinda realized one on one is what my audience wants.
Mhmm. And so It's it's also a very intimate thing of like Oh, it's so intimate. Yeah.
How my business operates, like, what my goals are, who I've hired,
you know, all of these things. And it's like, there's a lot of things where where being around other people is a perk because you're like, oh, I get to learn from these other entrepreneurs. Yeah.
But if they're in different industries and everybody's gotta share all their yeah. You're just like Uh-uh.
Can you just help me? Yeah. Like, it's kinda feels like sometimes I'm on I'm filming episodes of Hoarders.
Yes. Except here's the thing, like, was on Hoarders, but now I've switched over to Marie Kondo stuff. And so everyone on Marie Kondo is like, oh my god.
I'm so embarrassed. I'm like, trust me. I was on Hoarders before.
This is nothing. Um, and I think there's some peace that comes with that in a one on one way that is hard to deny. Mhmm.
And once I like got over my fears around it, which were my own stories I was bringing to it, I was like, oh, there is a way
that I can give people what they actually want, God forbid, while also giving them what they need. That's fascinating. Okay.
And so then when you add it in services, it's not this done for you. We have a whole staff that is gonna come in and all that. Like, it's not an agency model.
No. Mm-mm. And so it's this very tailored productized service that is layered on top of the course.
And,
yeah, talk about how exactly that structure have you iterated a little bit, and then we'll get into the calendar. Yeah. There's been quite a bit of iteration.
Um, but, yeah, the model right now is I basically took the same journey that the course goes on a to z. And I said, hey, you're gonna work with a human on this. We're gonna start off with an audit so we really get to know you.
And then we're gonna question between a to z, which letters do you actually need? And what letters that aren't in there? Let's add some numbers in there too.
So we essentially built on our end. We have the fixed course, and then we have these kind of like modular add ons that are appropriate for certain people struggling with certain things. Like, have a key metrics add on.
Because if someone's like, we don't track any numbers. But god, no one ever does the important thing. Like, hey.
Let's just here's a little system for how we can do that. Um, and then we have a human being being kind of build your own personal curriculum. Right.
So it's kinda like a college class in some ways where you're working with a mentor one on one, develop your curriculum, and we'll check-in with you as you're doing most of the execution. Um, it was important to me in designing this that we didn't have to build a full team.
Although if I if I thought that was best for the customer, I probably would have. I would have just stomach that and figured out the way to do it right. But our fundamental belief is that when it comes to systemizing a business, it's best done from the bottom up and from in the inside out.
So the external consultant that comes in is like, here I fixed you. Enjoy.
Last for three weeks. Yeah. The problem was I was that person.
Like, I'm like self aware enough to be like, I totally I did that. Yep. I am sorry, but you did get $20 an hour.
So, um, and so we knew we didn't wanna do that. And so we were trying to think how do we train one to two people from within a company to be the powerhouses of building and maintaining a system? And then we just work backwards from there.
And so what does your calendar look like now? So, I mean, it's gonna look a lot different next week. Now sales is off my plate.
Right. But my calendar as of now, doing founder led sales, having a few clients Mhmm.
And also overseeing these coaches, because we are only six months into this model from beta to now scaling it up, and then I'm kind of on a three month journey to get out completely. My calendar now is on Mondays.
I have team calls, uh, team calls with anybody that I have.
I'll have a client call usually every other Monday with one of my clients that I have. Tuesdays, I will have nothing other than content creation.
So a whole day for YouTube or writing I'm writing my first book. Like, that's a lot of work. Yep.
Um, and then Wednesday, I have sales calls in the morning. So I'll usually have eight calls a week at this point that I'll squeeze in there somehow.
Um, so that'll usually be my Wednesday mornings. Wednesday afternoon is usually a second client call, because I have a few active clients right now at that tier. Thursday is more sales calls and then actually getting work done.
Turns out you still have to do that. Yep. Um, supporting the coaches who are supporting all of the rest of the clients since they're all a few months in has been, um, like, an hour a week, I would say.
And then on Fridays, I have, uh, usually creative work again. So I try not to book any calls.
I might sneak a sales call in there if I need to in the morning, but otherwise, it's working on the book. Um, that's taking, you know, six to eight hours a week. Yeah.
So even running that services model, you have a lot of control of your time. Now I do wanna call it that oh, where are we gonna go? I was gonna say, I I force myself to keep control of my time.
Right. I don't think I have control. I keep control of it because I think by default, I would not.
Yeah. What are some of the things that that,
you know, the boundaries of the rules that you have in place to keep control of your time?
Sales calls can only get booked on two days a week, and they're all back to back to back to back to back. Are they twenty minutes, thirty minutes? What's the They're thirty minutes right now.
Okay. And I just
back to back to back to back. Just roll one one to the next? Pretty much.
Yeah. It's a good excuse to get off the call on time. Right.
Well, and then your AI notetaker can
handle the those things, and then you can batch your follow-up at the end. Exactly. Exactly.
So and that's a compromise. Right? Salespeople are like, well, you shouldn't do that.
It should be right away. You should follow-up right away. I'm like, I'm okay with leaving that on the table if it means I get all of Tuesday and most of Friday Right.
To work to do the real work. Because what you're talking about some of you know, doing almost a 100 calls last month. Right?
That was a crazy month. Yeah. So that was, you know, that's over 20 a week.
Yes. And so you're you're fitting in really a lot of calls. That I will say during that period, that did not get this as spacious of a calendar.
It was very much just I had three hours for YouTube. I somehow had time for book in there. It was like three hours for book, but it those were long days.
I I would not that was not intentional to get through that journey, but I learned a lot from it. And A sprint for a short season.
Yeah. It was a seasonal thing. We funny story.
We had we were intending to hire a sales position before that. The day before they were supposed to start after a two week delay, they're like, actually, I decided sales wasn't for me. And so we had our our our webinar go live a day or two later from that, and I was like, alright.
Well, 100 calls coming my way. We had someone years ago.
Uh, his name is Neil. Let's just call him out on the episode. And Hi, Neil.
Who joined the company on a Monday. Oh, no. Quit on Friday.
And he was just like, actually, I just wanna be in an entirely different industry. Yep. And you're like, what?
And so now we call it pulling a kneel. Okay. Pulling a kneel.
Yeah. So I had I had someone pull a kneel. And you know what?
Good for you. Like, I'd rather you tell me now. Clarity now is better than later.
Way better. Like, I don't wanna spend three months training, like, onboarding and everything, then, like, actually, I'm out. Yeah.
Right? But it's just like, we're everyone's just like, what? Yeah.
Where did where did that happen? Okay. So if someone were to make this jump, right, they're they're selling courses probably in a b to b type setting or they're a business environment or that sort of thing.
And they're like, maybe I should layer on a services element to it. Yeah. What are some of the mistakes that you think they might be likely to make?
Overcomplicating. Okay. I think that's the number one thing.
We kind of overcorrect like I did. Know, You when I went from services to product, I went so far into like super product, memberships. It's the hardest product to really do well.
Um, and so service is the same way, you know, we get into services. We're like, oh my god. Done you agency.
Hire 14 people. We'll do everything for you. You don't have to do a thing.
I think that's the first one. Um, I think the second mistake is making it about yourself first. Uh, yes.
That's part of it. But ultimately, I think the reason I finally got the model that worked after hard freaking times trying to figure it out. It was not easy, um, and it was not linear, was because I like actually confessed to really listening.
I got on calls with my audience, which I know Tim, you know, our mutual friend. Great video. I'm sure we can link up top.
Yeah. His episode he's I think he had three episodes on my show. So Okay.
Lots of great appearances. Yeah. Talking with your customer and building what they actually need and what will serve the actual result rather than, I'm afraid of hiring a team, so I guess I'm just gonna have VIP days.
Like, that's lazy, self serving. It's problematic for you. It's problematic for your business.
You're not building yourself a job. You're trying to build a machine, and your your spot in it is temporary.
And so don't be selfish. Get some more money. Yeah.
It's it's a win win. Those are some good mistakes. Any others?
Undercharging. Oh, yeah. Because if it involves some of your time, you have to be charging enough.
Otherwise,
you're going to, you know, reflect half your revenue. Oh my gosh. Yeah.
Well, a lot of people don't track their time at all, and they're like, ugh, tracking time. What am I? A lawyer?
Ugh. I'm not saying six minute increments, although, like, why not?
I think tracking your time is phenomenally helpful if you do services. I would almost say it's like it's a requirement in some ways because a lot of people don't realize what their costs actually are.
They're like, well, I host a call for one hour. I charge $500 for it.
I'm doing great. And then you're like, oh, wait. But I actually prep for an hour beforehand.
Right. I send in a recap after, and three months later, I send them a gift bag and that cost me $15.
And all of a sudden, you're like, oh, I'm actually getting $70 an hour. And I also still have to acquire this customer which cost me 20% in some way, which is another $60 off. You know what mean?
And we're not considering that in there because we're used to courses where our costs are nothing other than marketing. So I wanna dive in on lead generation because that's something that you seem to have down pretty well. If you're doing a 100 sales calls in a month or have the ability to do that Yeah.
Then clearly something between YouTube and the email list and the calls is going well. What's making the biggest impact on lead generation? Well, will say, you know, full disclaimer, a 100 sales calls was a spike around having a webinar and hosting it live.
Theoretically, we could replicate that if I was willing to do more live webinars, but again, I'm willing to leave money on the table in so many ways. Um, what's making the biggest impact on lead generation? Ignoring having one on one services.
That's the number one indicator is going from buy our course or bust to you can work with us one on one means we have a giant backlog of people who had no access, and now the door is cracked open.
That's huge. I mean, that's that's that's a lot of value. And because of that, we're able most of our calls come from our kit automations.
And, you know, kit, whatever tool you're using, whatever, it it's just automated sequences that we have one that's a boomerang that we add everyone into. Every 90, they get an invitation to book a call endlessly. They never leave.
They can unsubscribe if they want to, but they will forever be invited to book a call, warning, uh, until you either book a call or buy something that makes you disqualified for the call. The other thing I would say is YouTube.
Right? Like, I've picked one platform. I would like to say I'm getting good at I'm not there yet.
How many subscribers do you have on YouTube? I think it's like a 150,000
on b to b business process. Oh, yeah. Thank you.
So, you know, the numbers aren't quite comparable to the the sexier topics perhaps.
Well, it's one of those things that people often realize, you know, if you're in food and recipes and it's like, oh, I got a million followers on Instagram. Like, that is a a hard thing to do. Yeah.
But it's way harder to do it in, a a niche business processes or marketing or or that Well, talk about SOPs. Yeah.
Yeah. Exactly. Yeah.
It's a different a different thing. And so what's made the biggest difference in growing on YouTube and getting to that 150,000 subscribers?
So what got me here got me there or will get me there. It's been the same thing the whole time of customer or lead questions generating the next video.
So I you know, my YouTube strategy is very simple. I don't really know what I'm doing.
I just take a question or a prompt. I have now a YouTube agency that I've like invested in, like, hey, help me with the packaging because I know I suck at that.
I'm gonna be like very literal, and you need to make it sexy. Um, so they make it sexy, and then I film the sandwich.
They got the bread. I fill it in. Yep.
Um, and the way I film, how I go about that is I usually take a few bullet points of like, here are the things I wanna make sure you know by the end, and then I just talk. And that's how I make a YouTube video.
And then are you going to a lead magnet, a call to action in some way? That part.
That does seem important.
So, yeah, I have some rules around this that I've kind of built over the years because I like numbers. So in the first twenty seconds, I need to make sure that I mentioned kind of the promise of the video, and I have two hooks, the opening hook and then the hook to the first intro. In the first intro section around 30% into the video, I wanna have a first call to action of some kind.
So this is like, you know, tip number one is make sure you eat sushi every day. By the way, if you want my sushi recipe pack, it's in the description below, but let's move on. So I'll do something like that.
I don't do anything with sushi. It's Right. On the mind now.
But that would be an example in the very beginning of the video, and then I will also do that again at the end. What I find myself doing more often these days is actually having multiple call to actions. So, um, the way I do this is usually naturally, we've done 700 videos, um, 450 or so long form YouTube, and I remember pretty much everyone.
Mhmm. I don't remember their names because now they're all packaged to be sexy. But I'll just say like, yep.
And we have a video on, uh, the best business model for your personality type up here. Um, and I will just link up two hands because I never remember which side the cameras flip to, And that's how I'll do it.
So I'll link to other videos, and I'll link to at least two called to action, but oftentimes three or four in a fifteen minute video. Uh, it's the first link in the description, so it shows up before the preview, the read more, first pinned comment. None of this I do, by the way.
It's just our process. Um, we send it out to our newsletter pretty immediately upon publishing with again that same feature, and all of our subscribers pretty much are from YouTube.
What I love about it is
you've implemented a very sophisticated business that's also very simple. It's a Yeah.
So, you know, other people would be like, why aren't you on TikTok? Why aren't you on you know, wherever else doing all these other things. You're like, because YouTube and email work really well, and then I book calls, and you work can work with me in these two ways.
And And because I did YouTube and Facebook and TikTok and I realized it's like, oh, this is stupid. It doesn't work. I didn't actually know.
I just did it wrong and then realized I was wrong. Thank you so much for sharing this entire story.
I think it's gonna be so inspirational for people who, you know, are stuck at the ceiling in some way and said, oh, man. I've made this really complicated business that's not getting me the life or the revenue that I want.
And you've laid out a path where you're like, look. You can actually go from products, the pinnacle of all your time, and then say, let's actually move back one ladder. Yeah.
Let's go to product and services and have the ideal life in business and
more customer outcomes and all that. Absolutely. Well, thank you so much for having me.
I'm glad to share this. I felt so lonely when I was at that block. It felt like, am I an idiot?
Am I the only one stuck here? I'm finding Tim and others who was like, oh, no. This is a real thing.
It was really really helpful. So I hope it helps somebody else. I love that.
Um, where should people go to check out your YouTube channel? If they wanna work with you, any of those things? Yeah.
Go find me on Instagram. Just kidding. I'm not on anything.
Not on anything. Find me on YouTube under my name, Leila Pompery, or go to processdriven.co. That's where we have all of our freebies.
And, yeah, people can find out how to work with us and book a call before I change my prices again. Yes. Exactly.
Hey. That's some good urgency. Yeah.
There we go. There we go. Perfect.
Thanks so much for coming on. Absolutely. If this episode made you rethink your offer model, episode 87 with Jay Klaus will take that further.
Jay has interviewed over 250 creators and built a data backed case for why courses are no longer the default answer for creators who wanna scale. It's one of the most watched episodes on this channel for a reason.
Like the video if you enjoyed it. Hit subscribe on YouTube or wherever you're listening, and I'll see you next week.
The Hook
The bait, then the rug-pull.
Layla Pomper spent years capped at the same $600-700K in annual course revenue. Then she added one paid layer on top of the course she already had, and watched monthly income triple.
A five-minute coaching clip on why chasing every customer turns founders into cheap labor — and the one-offer, one-year framework Dan Martell says builds a $1M business instead.
A creator builds a call-to-email follow-up pipeline live, wiring Calendly and Fathom into Claude for drafting and Flodesk's new Studio app for on-brand design.
A garage monologue on why the businesses that break past $10M a year almost never win on funnel, script, or ad skill — they win because they found an offer nobody else was selling.
The Skool founder walks Cole Gordon through the whole build — the network-effect bet, the year-long hunt for one engineer, the 11x price cut, and why he still won't let AI write his code.
A YouTube coach walks through the exact Claude workflow he now uses to research his audience, pick topics, write scripts, generate on-brand B-roll, and turn finished videos into lead magnets.
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