How I'm Building a 9-Figure Business (And What I'd Do Differently)
Two sisters who run a low-ticket course business open their live dashboards and explain what took them from zero to eight figures, and what they think it takes to reach nine.
A business built on profitable low-ticket customer acquisition can add high-ticket sales almost for free, and scaling past eight figures depends on tracking LTV to CAC and a few daily numbers obsessively.
Who This Is For
Read if. Skip if.
READ IF YOU ARE…
You sell digital products or courses at a low price point and wonder whether and when to add a high-ticket offer.
You run paid ads and judge them on front-end ROAS, and want to understand why LTV to CAC is the number that lets you scale spend.
You are between one and ten million in revenue and want to see what a working daily KPI dashboard actually contains.
You are building or planning a setter and closer sales team and want the real costs and conversion numbers.
You are a founder who still nitpicks every deliverable and needs a concrete case for letting go.
SKIP IF…
You want a step-by-step funnel tutorial; this is a strategy conversation with numbers, not a build walkthrough.
You are pre-revenue and want detailed beginner tactics; the zero-to-seven-figures section is brief.
The final minutes are a pitch for the hosts' done-for-you service.
TL;DR
The full version, fast.
The argument: profitable low-ticket customer acquisition is the foundation that makes every later stage cheaper. After three to four years of low-ticket products and ads that pay for themselves, this business added a $75,000 high-ticket offer and a setter-closer sales team without the usual cost per call, because five low-ticket buyers produce one booked call. The mechanism is a daily dashboard built around LTV to CAC (currently 4:1), blended 30-day ROAS, new customers and calls booked, with each department owning a number. The stage advice: zero to seven figures, follow the rule of five ones; seven to eight, launch faster and take deadlines seriously; eight to nine, let the data drive decisions and diagnose drops before reacting.
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The founder and her sister, who runs the ads and operations side, frame the conversation: what got them from zero to seven figures, seven to eight, and what they are doing now to push from eight to nine.
00:40 – 01:28
02 · Scaling what works
Keep doing what already works before adding anything: launching good products constantly, plus heavier ad spend at roughly $15,000 a day returning a blended 2x over 30 days.
01:28 – 04:13
03 · Expanding into high-ticket offers
A previously anti-high-ticket founder now sells a $75,000 offer (raised from $55,000) that is booked months out, and explains why: the job of a founder is what the business requires, not what she wants.
04:13 – 07:20
04 · How low-ticket products fuel high-ticket sales
Three to four years of profitable low-ticket customer acquisition means the high-ticket experiments cost nothing. Most high-ticket businesses pay $1,400 or more per qualified call; here the low-ticket buyers become the call list.
07:20 – 10:37
05 · Delegating and letting go of control
At around 40 people, the lesson is that someone else's 80% beats your 0%. A week without nitpicking font sizes produced almost the same results, which ended the micromanagement.
10:37 – 13:08
06 · Tracking the numbers that drive growth
New metrics for the eight-to-nine phase: five new customers produce one booked call, and knowing the downstream value of that call justifies running ads slightly below break-even (around 0.9 ROAS).
13:08 – 19:11
07 · Our business dashboard
A walkthrough of the custom live dashboard: daily revenue, a 4:1 LTV to CAC ratio, blended ROAS, revenue by source, high-ticket closes, new customers, AOV of about $85, new ad campaigns per day, and calls booked.
19:11 – 23:34
08 · Choosing metrics and assigning accountability
Why each number is on the board, why every department owns one, and how picking one or two founder KPIs ended the scattered feeling. The dashboard is credited for their record $1.5 million month.
23:34 – 27:05
09 · Sales dashboard: calls, cash and forecasts
About half of booked calls are auto-disqualified (and get a coupon instead), the sales team collected $632,000 cash in 30 days, and a projection model built from each closer's close rate predicts daily sales closely. Average days from low-ticket buy to high-ticket upgrade: 71.
27:05 – 29:05
10 · Building a sales team from scratch
Hiring an expert from a sales consultancy to build the setter and closer team alongside the founder, and the humbling experience of being a beginner again with terms like DQ and SDR.
29:05 – 30:53
11 · Growing from 2 to 100 sales calls a day
Calls booked went from 2 a day to a 15-a-day target in two weeks, then 45, then close to 100. The next target is 300 booked calls a day.
30:53 – 36:33
12 · Diagnosing a sudden drop in bookings
Calls fell by half while traffic held steady. Instead of panic-changing everything, they traced it to fatigued creatives: the 100-a-day level was a spike that had never become a real baseline.
36:33 – 39:42
13 · Master the process before you delegate
The internal rule of being hands-on to be hands-off: sit in the onboarding calls, build every step, then train people to take it over. Hire specialists, and pay to have an expert build it with you rather than for you.
39:42 – 42:10
14 · 7 to 8 figures
Getting uncomfortable on purpose: product launches went from 4 a year to 12 to 50, and ad scaling unlocked once the goal became cheap customer acquisition instead of front-end ROAS.
42:10 – 44:30
15 · Understanding customer value and acquisition costs
LTV to CAC explained with simple math: 4:1 is healthy, 10:1 is ideal. Their ratio improved from about 2.5 to 4 by attacking acquisition cost and lifetime value from both ends.
44:30 – 47:51
16 · Moving faster and committing to deadlines
Businesses under eight figures move too slowly. Treat deadlines as fixed, announce launches publicly so you cannot delay, and remember that work expands to fill the time you give it.
47:51 – 50:06
17 · 0 to 7 figures
The rule of five ones: solve one problem, with one offer, for one target market, on one platform, for one year. Applied from November 2019, it produced the first $80,000 month by May 2020.
50:06 – 51:13
18 · Key priorities at each growth stage
Rapid fire on the single most important focus at each stage: pick one thing and believe in yourself (0 to 7), speed (7 to 8), data and LTV to CAC (8 to 9).
51:13 – 52:29
19 · Done-for-you services
Pitch for the done-for-you low-ticket funnel service, with a founding-member angle and a link to book a call.
Atomic Insights
Lines worth screenshotting.
A profitable low-ticket funnel turns high-ticket sales experiments into free experiments, because the ads are already paid for.
Five new low-ticket customers produce one booked sales call, so the low-ticket business doubles as the high-ticket lead source.
Typical high-ticket funnels end up paying around $1,400 per qualified call once cancellations and disqualifications are counted.
Spending $15,000 a day on ads is comfortable when the blended 30-day return is about 2x.
Someone else's 80% is better than your 0%, which is the case against founder micromanagement.
A week without the founder's font-size feedback produced nearly the same results, which ended the nitpicking.
An LTV to CAC ratio of 4:1 is healthy and scalable; 10:1 is the ideal.
Acquiring customers fast can make your lifetime value look worse temporarily, because new buyers have not had time to buy again.
Seven days of data is a reliable baseline at 10,000 checkout views a day; a small business may need months to get the same signal.
When bookings halved but traffic held steady, the cause was fatigued creatives, not a broken funnel.
Never delegate something you have not done yourself; be hands-on so you can become hands-off.
Launching 50 products in a year started with the decision to launch 12, which started with the decision to launch one a month.
Work expands to fill the deadline you set, so the deadline is the growth lever.
The rule of five ones: one problem, one offer, one target market, one platform, for one year.
A founder who switched from tracking daily ROAS to tracking cheap customer acquisition was finally willing to scale ad spend.
Give disqualified sales leads a free gift so the rejection still builds goodwill.
Takeaway
Profitable low-ticket customers pay for every next stage.
STAGE BY STAGE
Acquire customers profitably first, know your LTV to CAC ratio cold, and the high-ticket sales, faster launches and bigger ad budgets that follow cost almost nothing to test.
02Scaling what works
Before adding anything new, double down on what already produces revenue; the scaling move here was more launches and more ad spend, not a new model.
Judge ad spend on blended return over a 30-day window, not front-end return, because launches and upsells land after the first purchase.
03Expanding into high-ticket offers
A founder's job is to do what the business and market require, even when it is uncomfortable or not what they personally enjoy.
When demand for a high-ticket offer outruns delivery capacity, raising the price is the first lever, and here it went from $55,000 to $75,000 without slowing sales.
04How low-ticket products fuel high-ticket sales
A profitable low-ticket engine makes high-ticket experimentation free, because ads are already paid for by front-end purchases.
Typical high-ticket funnels pay a few hundred dollars per booked call, and after cancellations and disqualifications that becomes roughly $1,400 per qualified call.
Building low-ticket first and adding high-ticket years later can be the right order, because the customer base becomes the sales pipeline.
05Delegating and letting go of control
Someone else doing a task at 80% of your standard beats you doing 0% of it because you have no time left.
Test whether your feedback matters by withholding it for a week; if results barely change, the micromanagement is not worth its cost.
06Tracking the numbers that drive growth
Track the conversion between your low-ticket customers and booked calls; here five new customers produce one call.
Once you know what a booked call is worth downstream, you can safely run ads slightly below break-even on the front end without risking cash flow.
07Our business dashboard
LTV to CAC tells you how much you get back for each dollar spent acquiring a customer, and 4:1 is a strong working ratio.
Fast customer acquisition can temporarily depress measured lifetime value, because new buyers have not had time to purchase follow-on products.
Grow one social platform aggressively at a time rather than all of them at once.
08Choosing metrics and assigning accountability
Put every key number in one place you see daily; scattered spreadsheets work until roughly eight figures and then stop working.
Give each department ownership of one number on the dashboard so accountability is visible.
A founder needs one or two KPIs; choosing them is what turns scattered effort into focused decisions, such as launching high-ticket to raise lifetime value.
09Sales dashboard: calls, cash and forecasts
Disqualify poor-fit calls automatically, but give those people something useful, such as a coupon for a course, so the process still feels generous.
Projecting daily sales from each closer's close rate times their booked calls gives a forecast accurate enough to spot anomalies quickly.
Measure the average time from first low-ticket purchase to high-ticket upgrade; here it is 71 days.
10Building a sales team from scratch
Paying an experienced operator to build a sales team with you teaches you the system, while hiring someone to do it for you risks a failure you will misread as proof that sales does not work for you.
Being a beginner again is useful because it reminds you what your own customers do not know, like AOV, CAC or conversion rate.
11Growing from 2 to 100 sales calls a day
The bottleneck to high-ticket revenue was call volume, not closers; adding setters to call existing customers moved bookings from 2 to nearly 100 a day.
Set aggressive short deadlines on growth targets; a jump from 2 to 15 calls a day was given two weeks, not three months, and was surpassed.
12Diagnosing a sudden drop in bookings
When a metric drops, diagnose before you change anything; panic-fixing checkout pages, mockups and ads at once destroys the evidence.
Trace the funnel step by step: traffic to the call page held steady while conversion halved, which isolated the problem.
Creative fatigue in ads and organic content can produce a temporary spike that looks like a new baseline but is not one.
How long it takes to trust a new baseline depends on volume; seven days at 10,000 daily checkout views equals months for a smaller business.
13Master the process before you delegate
Do not delegate a task you have not done yourself; you cannot judge or train what you have never performed.
Hire specialists rather than generalists, for example a short-form video specialist instead of a general social media manager.
Being an early or founding member of a program usually gets you the most direct access to the people running it.
147 to 8 figures
Going from seven to eight figures meant multiplying launch volume, from 4 products a year to 12 and then 50.
Ad scaling became comfortable once the target shifted from daily ROAS to acquiring customers cheaply, backed by a known lifetime value of about $160.
15Understanding customer value and acquisition costs
A 4:1 LTV to CAC ratio is healthy and scalable, and 10:1 is the ideal, like a coffee chain that spends little to acquire customers worth thousands.
Improve the ratio from both ends at once: one person drives acquisition cost down while another raises lifetime value.
16Moving faster and committing to deadlines
Work takes as long as you allow it to take, so set short, specific deadlines for launches and output.
Announcing a launch date to your audience removes the option of quietly pushing it back.
Slow businesses spend months outlining a course or publishing a handful of posts; urgency is what separates them from fast-scaling ones.
170 to 7 figures
To reach seven figures fastest, solve one problem with one offer for one target market on one platform for one year.
Most people fail the five ones by pivoting the offer, the niche or the platform before a full year has passed.
18Key priorities at each growth stage
The focus changes by stage: commitment to one thing at the start, speed in the middle, and hard data on customer value at the top.
Glossary
Terms worth knowing.
LTV to CAC ratio
Lifetime value of a customer divided by the cost to acquire that customer. A ratio of 4:1 means each dollar spent on acquisition returns four dollars over the customer's lifetime.
Blended ROAS
Return on ad spend counting all revenue in a period (often 30 days) against total ad spend, including upsells and later purchases, rather than only the first purchase an ad produced.
AOV
Average order value: the average amount a customer pays per order.
Low-ticket and high-ticket
Low-ticket offers are inexpensive products bought without a sales call, often under $100. High-ticket offers cost thousands or tens of thousands and are usually sold through a sales call.
Setter (SDR)
A salesperson who contacts leads and books qualified sales calls for closers. SDR stands for sales development representative.
Closer
The salesperson who runs the booked sales call and makes the actual sale, usually paid partly on commission.
DQ
Short for disqualified: a lead whose application shows they are not a fit, so their sales call is cancelled.
Cash collected
Money actually received in a period, as opposed to total contracted revenue, which may include payment plans still to be paid.
Creative fatigue
The drop in performance when an audience has seen the same ad or content too many times and stops responding to it.
Done-for-you
A service where the provider builds and runs the work for the client, rather than teaching the client to do it.
See every word as it's spoken — crank it to 2× and still catch all of it. The same dual-channel trick behind Amazon's Kindle + Audible.
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Okay, you guys, I have something so exciting for you. I sat down with my sister who helps me run my company and we discuss what we're doing to hit nine figures, over $100 million in our business. So we talk about going from zero to seven figures, seven figures to eight figures, and then eight figures to nine and what that has looked like for us in our journey as business owners.
I'm even gonna show you some of our internal dashboards that we have never shared publicly in depth like this before. I think it's gonna be very helpful. Let's get into it.
I wanna start by talking about what we're doing to go from eight to nine. Then we're gonna talk a little bit about going from seven to eight. Yep.
Then we'll talk about zero to seven. And I should clarify eight figures, meaning 10 million to 100 million. Yes.
Is where we're working to go now. Yes. What are we doing?
Let's talk about it. We're doing a lot. We are first and foremost doing more of what's working, which I think is really important.
I think a lot of times people think, oh, I just need to keep adding, adding. And yes, we are also adding. But I think we are still doing the things that got us to where we are now, which is.
specifically launching products all the time launching really good products all the time so we're still doing that um we're doing more ads so we're spending a lot more in ads that we used to what's our ad spend oh we're like at fifteen thousand dollars a day wow yeah so we're trying to spend on average like on average we get about two yeah blended over 30 days so like within a 30 -day window um so we put fifteen thousand dollars into the machine every day and get thirty thousand yes every day which is true because our average is over thirty thousand dollars a day now so it actually tracks And then with launches and things like, yeah, scaling a lot.
I would argue, yes, we're doing stuff that's working and also doing a ton of stuff that's outside our comfort zone. Like the journey from eight to nine, I can speak for me personally as a founder, has been a journey of being outside my comfort zone. So I was so outside my comfort zone with all of the speaking and the podcast, which is so great for our exposure.
Building the sales team. Yeah. I was super out of my comfort zone with that.
Yeah, so new would be new things we're adding. Yeah. Or some of our new, very high ticket things that we're doing.
Yeah, even the new high ticket offers. Yeah. I mean, we just raised the demand for the one that we are doing is so high.
We just raised it from $55 ,000 to $75 ,000. I think we're literally booked. So it's November now.
We're booked to... January mid -January we might even be into February right now um and our and we literally can't raise the price enough yeah I mean like it's just no matter how high we raise it they keep buying it yeah which is it's exciting but also outside my comfort zone that's outside my comfort zone too yeah I used the highest I ever sold uh anything before I was 70 was 72 000 which was but that was a three -year mastermind commitment two thousand dollars a month right is what that was like that yeah So that's a very different high ticket offer.
Yeah. So you used to be very anti -high ticket. I was.
Made the switch. Yeah, good question. Is it just wanting to get to the 10 to, you knew that was something you needed to do to get to the 100 million.
Yeah, that's a really good question. I think for me, we're called to be stewards of the business and the opportunities and the gifts we've been given, as you know. And so.
I have a business that's very successful. I have a customer base that's literally hundreds of thousands of customers. And I felt like I have more capacity.
My daughter's four now. And I have more capacity. And what does the business require is my obligation.
What does the market require is not what I want to do. It's my job is to be the founder of the company. My job is to be the boss of the company.
My job is to literally be the CEO.
that requires I do what the business is required do I necessarily want to literally roll up my sleeves and get in the trenches and build this whole division not particularly yeah because really you built two things you built the sales team which is a massive it was undertaking and then we built the whole done for you exactly side of the business within the same month same month so We're also moving very quickly.
And we are truly doing things that are extremely uncomfortable, I think, for both of us. And we've done a lot of things. But this is a whole new level.
And I think this is what it takes to go from eight figures to nine. From 10 million to 100 million, I think this is what it takes. Yeah.
But I will say, I think... the fact that we didn't do high ticket for so long is why we are doing so well with the high ticket because very true um even with stuff like building sales team typically how i understand it goes is you have a lot of lost costs in trying to figure out how to book calls so you're running ads to calls that maybe cost a couple hundred dollars truly for for one booked call for one booked call right and then half those people cancel yeah like qualified or qualified so now all of a sudden it's fourteen hundred dollar for a qualified call and then your closer doesn't close because you're still figuring out the kinks and you have to pay commission once the person comes in yeah and you have a close yeah then you have to pay commission on top of that yeah and so we're liquidating all of our ad costs all of our high ticket customer all the experimentation is free and not only free it's profitable because we are closing and so i from how i see it is it's so important that we did the low ticket for so long and we didn't do the high ticket even though you had the experience in that you cut that leg out for
three good solid years right like three or four solid years we mastered low ticket we mastered getting customers to pay for themselves and more we mastered relaunching products and launching the same products over and over again we did all that to now get to where we are today in this phase i actually think we really did do it in the right order looking back because imagine trying to build a sales team again where you're eating costs eating costs this is why in the done for you we do love what we do because we do have a lot of people that are high ticket transferring the low ticket and we just believe in it so much because you can get those new you don't have a cost per acquisition no for your high tickets a lot of people in the height and you know like in high ticket space their cost per acquisition is extremely high and you better hope you have a really dialed sales team when you do get those leads coming in at such a high cost i think that's why we can go to nine figures yeah i think that nine figures is very statistically rare but the fact that we're getting
300, 400 new customers. This is insane. We're getting 300 new customers a day with an average of two return on ad spend, right?
We're not just break even. We're profitable overall. And then a percentage of those customers will ascend.
And so we're not just acquiring customers for free. We're acquiring customers profitably. And I think that when you can do that at that scale, And we're sitting and we have a couple of the high ticket offers that we're working on and getting blended out, like rolled out.
And I think that'll just be, that's just time on the map. It's a lot of work. I think a lot of entrepreneurs, they look at eight figures or they look at nine figures or even seven figures and they just think, okay, that's when I, that's when I'll feel like I've made it.
Yeah. That's when I won't be uncomfortable. That's when it'll get easier.
But in your experience, you've been with the company since, were you 20, 20? So it's almost seven years. Almost seven years.
Was I, we hit seven figures with you on board. You had hit it like three months in a row and then I came on board. And then you came on board.
Yeah. So you had had like three 80 plus months. $80 ,000 a month.
And then I came on board and then really went all in on the ads. But it's been, I mean, it has been very different. And I think especially last year and this year in particular, it's been a lot of growth.
What were some of the biggest things you learned watching the company go from, I would say, seven to eight? I think just like. letting for me it's like letting other people do my job was very difficult like even letting my sister bia manage the ads you know and and monitor what i was doing there so that i could do other things was very difficult and now we just hired our second ads person and i had no problem yeah letting it go i'm just like go for it and so i think it's like you do feel like I like I it's my job it's my baby I work so hard on this I don't want other people touching it I think and then you're just like I can't like you literally just get to a point where you're like well it's gonna be what it's gonna be like not in a bad way but it's just like and I think you realize that control is like unnecessary it's so unnecessary in well you realize that people's like someone else is 80 this is what i had to learn because i'm also a control freak someone else is 80 is better than my zero percent yeah because i can't do all of it i can't do all of it and so even if someone's going to get because most people and we talked about this briefly before we started filming i told you that you were the only person on the company that does things exactly the way i would do it yeah but that's just because we have the same brain yeah we have literally identical that's unusual like yeah very short could be twins honestly twins we get asked if we're twins a lot yeah
and and that's unusual yeah for the most part for me going from what are we at like 30 employees now 40 employees so i think with the sales team it is yeah it's quite i feel like when i hit at general everyone it's like 40 people yeah i think there's about 40 people in the slack um that's also very uncomfortable too when you're used like for us for so many years it was literally just me and you we didn't really use slack because we just text each other but then all of a sudden to have to You must have the accountability of like all these other people are waiting for me to answer.
In your butt and Slack. As they should be. Oh my Lord.
As they should be. But it's like I used to. I almost like.
I almost was like we need to cancel Slack because we never use it. To all of a sudden. I remember us having that conversation.
I know. I'm like oh we don't need Slack. And then Wendy was like no you probably are going to want Slack.
So like that's kind of it. Not everybody should be texting from their personal phones. So we kept Slack.
I forgot about that. And then literally like probably less than a year later. It was like all these people that are relying on you to answer their questions.
and you need to empower them not only yes if you need clarity get it but also go do it too like yeah don't wait for me necessarily to reply unless it's of course it's urgent but like also it's okay if you experiment and you have that freedom to like to yeah make a call I feel like I think for me it's just been so hard like I like what I had to learn is that and it was like very humbling but I would be so particular about things it must be done this way the headline must be here like I remember with one team member I would be nitpicking like the size of the font yeah right classic founder mistakes don't make the font this size make the font that size yeah and it was it affected and then there was like a week where I didn't I didn't give them any feedback at all and they got the same results yeah or slightly less results yeah so maybe my tweaks really did make a difference but it wasn't so much it justified the micromanagement yeah and then someone owned and then someone owned it exactly like like it people more people internally are owning more of the stuff that's going on yeah um
And that's allowing me to either work even less than I already work, which is the true target, or more realistically right now, just be working on these two divisions, these two things that we're building up, which is obviously quite a lot of work. So I have here, because we wrote down some of our stuff that we're doing from eight to nine.
You talked a lot about the data. Yeah. And you gave an example here that I wrote.
You wrote five new customers equals one sales call. Talk about the data that we do here going from eight figures to nine. Yeah.
People say this all the time. You got to track your numbers. We track specific numbers that we're going to go over.
That's what really helped us get from seven to eight. But I think it's even more so going to help us get from eight to nine. So new things that we're tracking are things like book calls.
Like how much does it cost us? And it doesn't cost us anything. But like how many customers does it take to book a call?
And for us, it's like five new customers equals one call. And so just even knowing that number. And then knowing, okay, that customer now pays us $6 ,000, whatever it is, $15 ,000, $50 ,000.
I can really scale these up. And now we're in a point where we're like, oh, we can even go in the negative with our ads, which we've never been. It's a very new, and that's another scary thing for us is like, we're very used to, we like to at least break even as like our goal on ads, get our customers to pay for themselves.
But now that we're doing all this high tickets that we are moving into that other level where we're like, oh, we can. at scale at great scale go into um a little bit of a negative nothing we don't do anything crazy it's like a 0 .9 instead of a one like it's nothing too crazy but you start to do those numbers and those numbers are so important because this is how we make sure our cash flow is good we're not going into debt for this like you want to make sure you need to know so i think calls booked is a new thing we're tracking um you're tracking like a lot of stuff on the sales team because i'm effectively the sales manager yeah i think like i'm and that and i didn't even to be honest when i when i in august um i work with someone on cole gordon's team um sue and she's just incredible and i reached out to her i think it was in late july before i did all my all my traveling for the summer and i was like sue i want to build a sales team and sue was like all right you're like let's and i was like okay i didn't even know what went into that yeah like i've learned so much about about setters and closers and application grading and all this stuff that anyone who's in the high ticket world you guys know about this like for for years
i did it yeah this was i had masked i had when i was selling my own high ticket stuff it wasn't like i had a big sales team it was just me and the dm selling this stuff yeah okay so obviously we're currently going from eight figures over 10 million we did about 25 million to nine figures 100 million and i want to talk about some of the data that you and i both track in order to make that happen let's do it i'm excited okay tracker dashboard we love this we got this custom built five months ago six months ago very sexy social media we do this by the way for all of our scaled clients and the done for you offer we will build you a dashboard like this we think it's that important to track your data if you're going to scale so all right taking it from the top obviously we track our revenue every day 35 000 is an average for us yeah it's a pretty pretty one o 'clock so we're projected to do higher um ltv to cac ratio this is a very important thing you want to track basically what it does is it measures for every dollar you spend to get a customer how much you get back for us if we spend a dollar we on average get four dollars back which is
a great ratio very great uh you know what's so interesting though and this is just like a little aside is that it's my metric is down by two dollars let me tell you why because you are doing such a damn good job getting new customers yeah that like they had the lifetime value hasn't even had a chance to catch up to catch up because we have so many customers you've been going so hard that we don't even have the capacity like it's not caught up yet so even though we're launching $75 ,000 um offers and selling them faster than we can deliver it's still not catching up you're doing such a good job thank you we have this blended customer acquisition cost was like 85 and now it's down to 34 so really someone's doing their work i don't doesn't look like i'm doing my work no you're actually doing a great job i think i think yours will have a like effect it better um okay you got some social media stats on the side you want to talk about those yeah i'll talk about those uh instagram followers is almost 1 .1 which is really exciting because we it's been less than a month since we hit a million so we are getting about a hundred thousand ish um a month which is really crazy um they take sometimes the stats report weird so you can see like this one's like 0 .0 there's always something going on there's always something a little
off on that but but that is accurate in that we are at 1 million 73 000 instagram followers youtube subs we're almost at 150 which is very exciting exciting uh if you're watching please subscribe i track this every day i can tell when i get a new subscriber thank you so much like subscribe if you've multiple youtube accounts subscribe and multiple thank you so much tick tock is just it's just floating um nothing's really happening with it we aren't growing it's not a priority for us right now even to this day as you know we don't prioritize growing on all the platforms at once we grow one platform at a time yep and so we aggressively worked last year to um grow to a million johnny what metric do are we working with youtube now aggressively subs i suppose yeah but 500 500 000 subs by october of we set a date do you remember october 15th october 15th of next year of next year okay 500 000 very realistic did you go and shit yourself at lunch or did you feel no i think well i i think it's possible yeah i think let's subscribe people yeah please subscribe chop chop um okay so then you can see um
um instagram's like halfway through we're halfway through the day we're really about a thousand instagram followers a day which is exciting um very hands i was like your baseline i'd say you definitely have your peaks yeah i mean you can see like oh a real went viral we got 15 000 60 000 subscribers on this day oh a real clear they went viral yeah 4 000 subscribes on that day so you can kind of see it um yeah but yep um we have revenue month today and then revenue 30 days yep that's very helpful to see how we're trucking compared to last month um return on ad spend so i will actually as i'm looking at this i want this reported on here and in the 30 -day window would be more accurate right now it's month to date but by the end of within the 30 -day window of this month it should be always yeah so i would say frankly it's closer to 2 .5 yeah it just depends on like what we've got going on if we've done launches things like that that would be our blended people always ask me this is our blended return on ad spend so it's not what we get on the front end it's blended over a 30 -day window over the 30 -day window so i'm gonna actually ask
our guy aaron to change this to be 30 days because that's actually how we track it when we're running our app there's always something i just had to have charles like change three things on the sales floor dashboard i'm like because we have another i'll show my sales floor dashboard also because yeah it's really cool um i'd spent eight thousand dollars for the day that's good by one o 'clock that's good that's good this is a breakdown of our by source so we're about 36 ads and then um the rest you would consider like organic yeah right so typically we usually are around a 50 50 range with ads and organic very strong on both um high tickets closed we're doing about three to six a day i think we're closer to the six and the three i feel like on average um yeah excited about that uh we track orders and new customers so orders today about 350 and then new customers today 204 so right on track for our 350 to 400 average yep um most of our new customers do come from ads 86 which makes a lot of sense that's our main focus we're not focused on repeat customers with ads we're focused on new customers with ads and then if you were to look on the flip side of this repeat customers it would be 14 from ads probably and 86 from organic uh and then we have average order value which means the average amount
each customer pays us on average per order. So the average order value is 85. Sorry, the sales thing went on.
I think it's $85 and 41 cents from what I can see with this blurred. New campaigns. This is how many our big metric on the ads team is how many new campaigns are we publishing every single day?
Our goal is to a day. We're big on testing new things, testing new angles. And so getting that metric to a day is we've been hitting it this month, which is very exciting.
And then finally, 55 calls booked by one o 'clock. Very on track. I think a little ahead for my 100 in a day.
Yep. I would say overall, this is a very average looking day. Very average looking day.
I would agree. I would say the metrics that are slightly lower would be Instagram followers are slightly lower. And then the ROAS is slightly lower also.
That makes sense. That's fine. I will say, I don't think the little green triangles report accurately.
Yeah. So that's like a little aside for us. I'm happy to show the sales floor thing.
There's a thousand, that's a newer one. So there's a thousand things I want to change on that. I have a question.
Yeah. When did you start tracking these? And then when did the dashboard get built?
And why did you want to start tracking everything so meticulously? That's a great question. That's a good question.
We have been tracking certain elements of these. Revenue, we've been tracking always. LTV to CAC, I would say we started tracking that two years ago.
yeah but very not very this yeah this dashboard was built about five to six months ago correct and then i followers we would always kind of track right um but not like rose i always tracked yeah you and ads but i always tracked yep revenue source that was a new thing we added um we kind of always knew it was 50 like we always kind of knew these in our gut you could say or like in our But it's so much better and we've gotten so much further because we see it every single day.
Everybody in each department owns one of these numbers. So it's good accountability. What was the idea behind starting the tracking of these numbers?
We were tracking them in a bunch of different places and we needed it in one place. And we knew that if we didn't have something like this, we would not be able to scale past eight figures. You can kind of get...
to you can kind of hobble to like cobble together stuff yeah but if you really want to scale you have to know the economies of your business it's like what it's called like the the ratio of new customers to calls booked and then like we need to even go a step further i would argue and we haven't figured out yet like what is the cost of delivering the done for you yeah i know i know we it's still that's a new offer we're still tracking that but like i need to know like if i make Because on average, our company profit is 30%.
So if we make a million dollars, I take home $300 ,000 in just sheer distributions. And so you need to know what the profit margin is. And then in certain departments, is it more or is it less?
Certain offers are very profitable. And if you don't have that, if you don't have that data, you don't know where to put the money and the resources. Do we scale this?
Do we not? Et cetera. And were you asking why we picked these particular numbers to track?
Yes. Is that what you were asking? Well, part of it, yeah.
Okay. Revenue, obviously, you want to track how much you're making. Every single day.
LTV to CAC ratio. Again, it's very, very important to know how much can I pay for a customer, especially from an ads perspective. How much can I pay for a customer versus how much will I get back from them?
So that was a good one to track. Return on ad spend is a typical. ads metric that you would want to track if you're running ads in any capacity you just want to know if I spend a dollar on ads how much am I getting back and that's what return on ad spend measures um ad spend I just like to track how much I'm spending every single day on ads because to me that's that indicates um to me it's alarming if I'm not spent if I have to go down in ads then that is alarming to me because what that indicates to me is less new customers which we track also we track new customers because that's the lifeblood of our business right like we want to know how many new people paying us are running into our business every single day.
Anything you want to add? You want to track calls book because you're trying to track high tech. Yeah, that's that's I look at that.
By the way, like in our main office, we'll put it on the screen. It's like a main dashboard. And I just look at that 1000 times a day.
I'm addicted to it. What changed when you started tracking these so meticulously? We were able to scale our ads a lot more.
We were able to scale our ads a lot more confidently. I think that I became a little bit more laser focused on a couple of key metrics as a bit like I think as a founder is very easy to get distracted. um on things that feel urgent but aren't and now i know like this got me organized and streamlined so now i know what i need to focus on um and what my because i think everyone needs one or two kpis and sometimes as a founder it's really hard to know what are my kpis as the founder and so for me um in the role that i am now i know what my my kpis are my few things i need to do and that has allowed me to be really focused and i didn't realize how scattered i was until i got focused i think that's it which for you your kpi your really big one was lifetime value yeah which then led you to the decision i need to launch something very high ticket yeah and which then led you to the decision i need to track calls booked because calls booked equals high ticket sales which equals
hitting my metric of increasing my lifetime value exactly that's how it practically manifests is you use the data points to make decisions and move things in your business so that it increases the metric you're tracking so then according to that rose you're effectively saying that deciding to track these things as you did was one of the one of the results of that was like the biggest profit increases that the business is 100 this dashboard is like why we are we just had our record 1 .5 million dollar month it's this dashboard i could not agree more yes that's a good way of saying it yep should i show the sales the sales dashboard okay so uh some of this is not accurate because it was incorrectly tracked but for the most part it is accurate um 50 calls on the calendar today we have about 50 of the calls the book are automatically dq'd disqualified i know that term now um and so that's i mean they just aren't a good fit they say i'm not ready for investment or they they just aren't a good fit we can't help them and so they'll automatically get the call cancelled but we do give like a coupon code
to everyone that gets their call canceled it just means they're not ready yet and so we give them a coupon code to use on our website to get like free courses from it because i feel bad canceling calls and it just felt weird to do so you're not ready yeah and we're not going to waste your time but at the same time i don't want you to have gone through this whole process and not get a gift for me in some way shape or form so we give a coupon code to everyone that's not qualified it just happens all automatically um revenue and this is really cool cash collected this is mind you these these numbers are cash collected here at the top in the last 30 days the sales team alone brought in an additional 632 000 in cash collected in revenue it was probably another it was probably 1 .5 in revenue that the sales brought in.
They probably collected, and again, that's a napkin math. I honestly should know the revenue versus cash collected. That's my bad for not knowing.
So 600 ,000 and we did 1 .5 million. In that 30, yeah. So 60 some percent was still low ticket.
Oh, yeah. Oh, so most of our, like if our average order value is $80, that most of our business is all low ticket. But that's just interesting to see.
So that, but it was the high ticket that boosted us to that next level. Sure, yeah. Yeah.
Because we have had many within a million dollar months. Yeah. typical like you can definitely get two million dollars with low ticket which is what we've always yeah you certainly can and then we just knew as like for me the founder of the business we got to keep growing and so that's what we did uh okay you can see booked calls over here qualified calls so that's again this these this window is the most inaccurate i'll say this this little thing is the most inaccurate um i think the only thing that's accurate is possibly the booked calls but i'm not even confident about that this is what i missed this charles about today i know okay uh show up rate that is accurate conversion rate that is accurate leaderboard is accurate projected revenue so basically this is very cool what it does is it projects like what we what the um thing projects we makes based on the closers individual close rate and the calls they have so if a closer has a 30 close rate and they have three calls on the calendar it predicts they're going to make one close yeah based on that it's pretty accurate it's very accurate so
green purple is is projected and green is actual so on the 21st of october my birthday it projected 41 000 and it made 42 000 so very accurate um on the 23rd of october it projected 41 000 it did 34 very close still um on let's see here on a couple of days ago on november 9th it projected uh 56 000 it did 49 000 so very very accurate um but then yesterday there was a gap it project it projected 52 000 and we only did 14 000 so very big difference but that's an anomaly you can see here if you look at this it's very it's very usual for it to be very close which is nice i like i like looking at it um you can see here it's projecting 53 000 for today we're at 32 like that it's one o 'clock that doesn't feel like we're gonna have that much of a gap that feels great um and then um okay days to upgrade that's the average amount of days it takes for someone to buy a low ticket and then upgrade to a high take it takes on average 71 days we've had a meeting about that with our friend mark yeah um you're tracking like a lot of stuff on the sales team because i'm effectively the sales manager yeah so i think like i'm and that and i didn't even to be honest when i when i in august um i work with someone on cole gordon's team um sue and she's just incredible and i reached out to her i think it was in late july before i did all my all my traveling
for the summer. And I was like, Sue, I want to build a sales team. And Sue was like, all right.
And I was like, okay. I didn't even know what went into that. Like I've learned so much about setters and closers and application grading and all this stuff that anyone who's in the high ticket world, you guys know about this like for years.
I didn't. This was, I had masked, I had, when I was selling my own high ticket stuff, it wasn't like I had a big sales team. It was just me and the DM selling the stuff.
And so. i had never really had a big sales team yeah like what i have now with setters and closers and very efficient um massive targets you know we have i think it's like six closers now they're fully booked yeah and i'm trying to get more yeah um and it's totally it was totally new for me and i felt in so many ways like a total beginner which i think is really was very good for me to remember what it's like to be a beginner yeah you have no idea what's going on you don't know the terms like they'd be talking dq this yeah yeah and i'm like what the heck is a dq i don't even know what a dq is yeah um and then i was like oh disqualified yeah got it so i learned i didn't know i didn't know um There's another word for setter that I can't even remember right now, but it has a different acronym.
I don't even remember. Oh, interesting. Okay.
It's something. I don't remember what it is. I'm sure people in the comments will let us know.
SDR. Okay. I don't know what it stands for still.
I still don't know. Someone knows. Let us know.
SDR. I don't know what it stands for. I've heard that, though.
Yeah. Yeah. SDR is another word for setter, but I don't even know what it means.
And this is the thing. I'm that much of a beginner. But people probably are in our world not having even had seven figures.
I have no idea what AOV is. What's AOV? What's CAC?
What's CTA? Like, they don't know. Yeah.
What's a conversion rate? And so it's so good for us to remember that. I think so, too.
Yeah. um what's your calls book target share with everybody i've shared this with everyone in my life and it is literally taking years off my life it's taking years off my life this whole project so right now we're booking over 100 calls a day back to it yeah so we had so basically here was the process we had no two calls a day was our like it was for a long time for a long time it was like two calls a day then then you yeah had a meeting and you were like the most important thing maria that you need to focus on is booking calls.
And the reason why I identified that was because we kept saying, oh, we need to work on getting more money per customer at the back end, getting more money, increasing our lifetime value. We need to work on this. But we were trying to do it in like increments of like $300.
Yes. And that, well, you identified that we needed high ticket. You identified that we need high ticket to get to the next level.
And you came up with $50 ,000 offers. I identified. we just need more money per customer at the back end.
And then I identified, well, we're not really going to get anywhere with two sales calls a day. So we just get more. We had good closers.
They just weren't getting enough calls. So let's just get more calls on the team. And I was like, I think we need a setter.
I had no idea it would be. 12 setters or whatever we had like that was not what i was envisioning i thought we just met a setter someone to call our customers and get them to book calls like that's what i was i again have no experience that's what i was envisioning and so then maria comes back she's like you're absolutely right let's do this i think she was like talking to me in a different time zone i was in bali or yeah she immediately hired this and then she uh beginning of august she was like okay i want to do 15 sales calls a day and i was like whoa that's great i was like like yeah like in three months she's like no like in two weeks like we're doing this in two weeks and i was like in my mind i was like oh 2 to 15 is a big jump and then she did it massively surpassed it 45 and now we're like close to 100 and so and the next target to answer your question is 300 calls booked every single day that's my new target 300 calls booked every single day um
we I had a huge learning experience that I want to share with the gang I want to share with everybody um in this process because I really went through I truly was I was talking to Natalie you know my friend Natalie um and we were our daughters play together on the beach and I was just talking to her about and literally we're sort of crying like I was so ridiculously dramatic about this um but I think I was like I I would have been working to my goal my target of 300 I wanted 300 calls booked and I set that target towards the end of October but then like at the beginning of November calls dip to like 45 calls a day which like 45 calls booked in a day nobody was like 50 it's so scary when anything in your business drops like 50 by 50 that's alarming that's like alarm bells in your head it was i was freaking out yeah right but not only was i was freaking out period but i was especially freaking out because i could not figure out why it dropped by that much yeah so if you look it's like calls calls calls calls calls kind of slightly going up yeah goes off a cliff plateaus off the cliff so we really maintained
that that 45 calls a day yes but mind you i have closers who are running their calendars yeah and they're taking time out of their schedules time out exactly yeah so they're pissed closers are always pissed about something but they were pissed about that this week like whatever that week that particular week um and so i just was really frustrated because i couldn't figure out what was causing it and i think the lesson for people that are sitting here is like the first when something dips when something doesn't go the way you want it to do you first got to figure out why yes i think too many times people panic and they don't sit and properly diagnose what is actually causing the issue and then they just start panic solving for things which i get the temptation like i really was panicking because i'm about to be building up whole yeah bro i literally was like i'm gonna go and like maria's like i'm gonna live stream three times because you do and this is so it's so important to know too like i see people in our group too that are like my sales were so good and now they're not and yes and it is and then they're like and i changed so what i did is i uploaded i updated my mock -up image i changed everything on my check i turn off all my ads like oh my gosh we gotta take a deep breath yeah we do and it is so it is so you know 45 calls a day is so insane right like it's so really good
But it's moving in the opposite direction. Yes. And that's what really especially when it's not say that much panicky.
And I'll tell you, like, my morale was really. Yeah, I was genuinely. I have not felt that properly discouraged.
Yeah. In a while. Yeah.
And it went on for, I think, about a week. Yeah. I was like losing my shit because because I couldn't get answers from the team on why the calls were down.
I was getting to run around with the tech. I just was like, did we do we change something? Yeah.
Traffic stayed the same. That was the issue is like the traffic to the calls pages stayed the same. Yeah.
But. the conversion rate on it dropped by 50 yeah so i'm like does some idiot put a difference like create more friction in our in our call process yeah couldn't diagnose it finally figured out what happened in case anyone's wondering We had fatigued out some creatives, both ads -wise and organically.
Yes. We had fatigued out. So we had almost artificially created that spike of 100 calls.
I think it was less than one week on the calendar. So we, in our minds, just to clarify, we, in our minds, thought we had solidified the 100. As our base.
100 calls per day as our base. But we actually had not. Yes.
And so we had an unusual spike. of calls booked yes and then it dropped down to the normal baseline of 50 but because you know we move so fast as a company that when something happens for seven days in a row in our minds is pretty typically considered solidified right seven days in a row is like that's our new baseline yeah first of some people need like three months to get their baseline yeah we felt pretty confident in that just only because we drive so much volume that seven days in a row yeah gives us the amount of volume that not as a lot is going to change because what was it like over 10 000 checkout page views a day i think it was close to that yeah so it's like that's 70 000 views so so at that point like once you hit like a thousand views two thousand views your numbers don't start to change too much exactly so that's why For some people, they need three months to generate 10 ,000 views.
We do that in a day. That's why she's saying seven days for us is a long time to solidify something. It's the equivalent of some people's seven months.
Yes. Right? Yes.
So like seven days for us, seven months for them. Yeah. We thought it was solidified.
Long story short, we had diagnosed it. And now I'm building back up to my true, proper, steady base of 100. Yes.
And then I'll hit to 300. Yes. But I think the key thing.
that was such a gift for me and all of that emotion and all of that like angst is this is how my students feel all the time i know like this is how you feel as a beginner or someone who's more intermediate all the time yeah and i it's been a long time since i've been on that yeah emotional roller coaster and you know what the answer is the answer is always the same don't pivot don't run away from the problem don't put your head in the sand figure out what the actual problem and that goes back to like the data like we were able to track oh traffic was you know this like we were able to pinpoint every part of the process we sat down for like a good 30 minutes and we were like this is the same this hasn't changed oh this was different this is why oh we act so this is goes back to like why you need to track if you don't you know some people are like my traffic's down and then they're like but i also didn't post on instagram for a week exactly But they don't like if you're not tracking, you're not making those correlations that are really important.
And I think that's the first step in diagnosing. Right. And then I think the other thing is once you've actually diagnosed what the problem is, which I don't think most people even get that far.
The other thing is you just have to wait through the shit to get to the solution. You do. That was just it.
I just had to keep solving for it. Right. Like there was no answer except to work through it.
And truly the answer really was that. if I'm not mistaken that there wasn't a drop in calls it was that we hadn't solidified we hadn't solidified so now we know yeah yeah and now I but now I have to wait through the shit of building up to the 100 to then build up to the 300 mind you I want to do it in this calendar month so I'm really yeah aggressive you know I think one of the other things we've really learned with this whole process of going from eight figures to nine figures is that One of the hiring mistakes people make is they hire things they don't want to do, or they hire things they haven't done yet, or they hire things they have aspired to do in their business, right?
I'm going to hire an email marketing guy to help me start writing emails. We have a saying internally, which is like hands -on to be hands -off, meaning we're not going to delegate things that we personally haven't mastered. A good example of this is in the Done For You, we attended the onboarding calls.
We attended. We built every single step of the process so that we can know what we can delegate and what we can't. You can't know what to delegate if you haven't done it yourself.
And did we want to be sitting on onboarding calls? not necessarily like it's not you know it's we like to talk about marketing you know but it was such an important part to flush that out for the people that then took that over and obviously you know it's funny meet the clients it's fun to interact with them but that's not something that we felt like was even good for them good for them good for us like it was not a good use of everybody's time so but we still did it And then we trained people what to say on the onboarding calls.
They shadowed us. They saw what we said. And that is probably and very well handed off.
I think in other things is like even like with marketing, like so many people go to hire. marketers right away but they haven't even or like i'm gonna hire a social media manager yeah you haven't posted on instagram yourself even one time you can't delegate to a social media manager when first of all it's a social media manager yeah not an instagram real specialist so you're hiring journalists when you should be hiring specialists and then you're having them do something that you've never done yourself i just don't think you can delegate most things you can't i think it's much better to do what i did if you haven't done something and you want support on it i paid sue and their team it was basically a hundred thousand dollars yeah to learn it to have her essentially build it yeah with me yeah it wasn't done for you but it was done with me and you probably i don't know correct me if i'm wrong you probably could have gotten a sales manager and that would have been terrible and that would have been like sue probably could have offered you a sales manager to do it for you yes and i think it would have been a flop it would have been and we would have just been like oh sales stuff doesn't work for us and then we would have written it off and you made a very intention it's been what about three four
months now and you're still doing it october yeah guess what maria's doing going to the setter training calls listening to the setter calls yeah listening to them as that's not a fun task to have to listen to sales calls like that's oh that's like yeah but i'm committed everybody yeah so um yeah i think it is so tempting to not want to do the hard things just and just hire somebody and then let it be what it is but i just think that's you're just a wasting money and be wasting time um and so you kind of kind of just take maria says take the bull by the horns we're just going to get into this and start taking on clients and start enrolling them and they get the benefit of giving us feedback and working at the kinks with us but also a lot more time with us yeah so that's the perk i always tell people you should always be a founding member of anything if you can yeah because you always get the most hands -on stuff it's always better yeah um i really think though the theme of doing hard things that make you uncomfortable is the theme of scaling at every level yeah we had to get very uncomfortable from eight to nine we still are but we also had to be very comfortable going from seven to eight yeah what are some of the things that we did that were uncomfortable going from seven to eight i think launching products as fast as we did was very uncomfortable i think in years previous we would launch like four a year and then the next year we launched 12.
And then this year we launched 50. And so I think like that level of speed and that level of pushing ourselves and that level of like up leveling our marketing skills was uncomfortable for sure. Scaling our ads, you know, to a new level.
That was uncomfortable for you. I remember that. Yeah.
You really you were very uncomfortable scaling. I really I feel like I. Yeah.
It's the only time I've ever had to really push you at all. Yeah. And the company was scaling right at that stage.
What was the resistance for you? I think I just. I think I didn't have a clear like my metric was like a certain level of it was $10 ,000 a day with a certain level of ad spend or a certain level of return on ad spend so $10 ,000 a day with a 1 .5 return on ad spend but the thing that made the switch for me was like my job is to get customers for as cheap as possible and so when that became my new target it was When I knew, oh, we know our lifetime value is $160.
I'm more than fine to pay $50 for this customer because I am so confident that they will on average pay us $150. That's when I became much more likely to scale at those high levels because I was just so confident in the numbers at that point. And the return on ad spend could dip.
in the short term but knowing that i would make that up in the long run over their lifetime value i think was the big switch for me and just identifying um it's not about how much money we're making in ads it's how much money i how many customers i'm bringing in every single day was a huge switch i think that's so true i think that for us going from seven figures so a million dollars a year to ten million dollars a year which was like last year i think was the first yeah was it last year the first year we hit it the year before i don't remember We've either hit it for two years or one.
It was last year. It was last year. It was last year.
I think, yeah. So you guys are blending together. I think it was.
So it was 2025. I know for sure we hit our first million dollar month December of 2025. Yeah.
So we hit it 2025 was our first million dollar month, right? Yes. So that was when we hit it.
Yeah, because I think we did. We did 850 and then like a million. Yeah.
Or something like that at the very end of the year. And I think all in 2025 we were like just under 10 million. I think that's what it was.
Okay. All of that to say, I really think that. The LTV to CAC ratio is so important when you're going from a million to 10 million.
You have to know what is the lifetime value of each customer. How much am I going to make over the lifetime of the customer? And then in ratio to that, what is the cost to acquire my customer?
So if I have $100 of lifetime value and it costs me $25 to get a customer, my ratio is four to one. That's considered healthy. The ideal is like 10 to one.
So if it costs me that $25 to acquire a customer, i make two thousand five hundred dollars that's like starbucks right yeah starbucks is like is that right cost them almost nothing to acquire a customer and then the average person will spend fourteen thousand dollars on starbucks over the lifetime of their of their they got toddlers they're spending double with those kids with the cake pops those are three dollars a piece they're so expensive i know so expensive and ellie eats like two bites of the cake pop she doesn't even eat the whole damn thing so Yeah, but again, four is healthy.
Four to one is very healthy. It's scalable. I think that's a very critical thing to know.
I remember you sent me that video from Alex Ramosi. He's the first person we learned about this from. I was walking on the beach.
Ellie was a little toddler. And it was a couple years ago, and it took a second to sink it in to my brain. It was just a new concept.
It sounds so basic to me now. Obviously, you need to know that ratio. It sounds so basic to me now, but I highly recommend if you're in the stage of business, seven to eight.
learn this study this figure out what yours is and then what we did that I think worked really well is I was gunning for how can we lower our cost per acquisition and you were gunning for how can I like raise the lifetime value exactly um and I think that is how we got it was like a 2 .5 and now it's at a four to one so already great improvement okay so so giving those so numbers it would have been like I think it was like a 2 .5 so let's just do easy math if it cost us 25 to acquire a customer our lifetime value was 50 75 no 70 i think it was 65 65 or something like that right yeah i think our cost per acquisition was higher but not to get okay okay so yeah it was like 170 or something to 85 or something i remember that actually yeah i don't remember it was okay it was a 2 .5 yeah Meaning you spend $1 to get $2 .50 back, essentially, is how you can think about it.
And now we're spending $1 to get $4 back over the lifetime of the customer. That is a very important number to know, especially if you're heavy on the ads, because you need to know how much it costs for you to get a customer. I think the other thing that you touched on that I really think we need to dig into for 7 to 8 is speed of implementation.
People that have not hit 8 figures yet move. like molasses they're so slow they are so they take three months to outline a course and another three to publish their first reel over the span of a month they'll publish 12 pieces of content yeah The thing that I look back on in addition to launching the high ticket products in addition or the low ticket, like multiple products, in addition to scaling up the ads, in addition to finding our LTV to CAC ratio, the thing that we did is we got fast.
Yeah. We got so fast. It felt like at one point someone like whoosh and put a bonfire on our butts.
What happened? I don't even know if you remember because I don't. I think we realized we need to launch products and then we made the goal like we're going to do one a month.
And that's what it was. And I think the thing that we do, I think this is probably something, that is helpful to share we take our deadlines so seriously i think as an entrepreneur especially when it was just the two of us it's so easy to just push your deadline away another week yeah i'll launch oh it's not a good time because it's black friday oh oh i'm not gonna launch my ads because it's elections yeah we don't need to do that yeah um our deadlines we take very seriously and sometimes we even give ourselves accountability by letting our entire audience know that the course is launching when it's launching so best believe everyone's gonna be knocking down our doors to the traffic course like like our traffic course is a good example it was like it was a tight timeline yeah we had a funeral we had it was there was a lot going on and it was so tempting to want to push it two people like two staff members that were out so a lot of it fell on us which was unusual yeah maria sent out the pre -wait pre -wait list emails and everybody was like begging for it so there was no option but to go launch it so i think doing things like that and taking your deadlines that like setting deadlines first of all
setting deadlines that's like a basic thing but setting the timeline yeah when you're going to do things by this time i will be posting three times a day and i would also add like knowing that like you may have heard about i think it's called the pareto principle but it's basically like i can't remember johnny's do you remember the pareto principle or what but it's basically like that it takes as long it takes as long as you think it's going to tell you about this they didn't they didn't think it was true but i'm like it is true i think especially for personal if you're working on a team and you're working with other people maybe not but especially no i think you're in the team yeah i think even a collective hive mind falls under this yeah maybe tell the team is going to take you two hours the team will like bella and luke is a great example i told them guys we need a million followers by the end of the year when i'd set that goal i didn't know this at the time but they went out to lunch together bella and luke their pants at lunch because of the deadline and they came back and somberly got to work i didn't know that they were so professional about it yeah when i set the target we're hitting a million followers by the end of the year they got it done and ahead of time yeah ahead of time and so i really think that like it does take as long as we
think it's going to take yeah and so if when we went from three products launched in a year to 12 products launched in a year yeah it felt like a huge stretch but we said hey we're gonna launch 12 products And we did it. And it took us exactly that long.
Oh, and then guess what? We were like, now we're going to launch 50 products this year. Guess what we did?
Yeah. 50 products in a year. It's about a product a week.
Yeah. It's been busy. It's been really busy.
Yeah. But you get it done. You get it done.
It takes as long as you think it is. And you guys are out here outlining stuff for three months. Yeah.
You're delaying your money by doing that. You're delaying. It's really true.
You got to have a higher and greater sense of urgency. That's what I think. You have a greater and higher sense of urgency.
It's okay if you don't want to. Yeah. It's okay if you want to stay sub eight figures.
even sub seven figures i would say um but just understand that like the greater sense of urgency is what it takes to scale i would say yeah so okay briefly because we do talk a lot about zero to seven figures a lot of people talk about how to get to seven figures i think it's more interesting to talk about eight and nine because less people are doing that but briefly someone's at zero they're watching this they haven't made any money at all they haven't made a lot of money yeah and maybe they want to hit their first seven figures thoughts Instructions.
I feel like we've said this all the time. I do. I'm so fatigued teaching this.
I know. I mean, it's you got to do one thing. Yeah.
Like you got to pick one platform. You got to master that one. Rule of five ones.
Should I go through it? Yeah, I think so. All right, guys.
If you want to get to a million. Should I look at the camera? If you want to get to a million dollars as fast as possible, this is what I did.
I learned it from my mentor, Taki Moore. If you're an OG, you know exactly what I'm about to say here. I was just on stage on Friday and I had to say it.
So we could just put the footage of that. But I'll just go ahead and say it. you gotta solve one problem with one offer for one target market on one platform for one year i did that and i started i cut i always stopped selling multiple products i stopped being on multiple platforms i learned about the five ones and started implementing it right away in november of 2019 and by may of 2020 i had my first eighty thousand dollar month So it works really well, but it's hard because you don't get to solve multiple problems for people.
People like to, I'm going to teach manifesting for money and manifesting love and manifesting, you know, no self -sabotage. That's so much harder. It's so much harder.
One problem. Yeah. With one offer.
Oh, I'm going to have, I'm going to have this offer and then it might not be a good fit. So I really want to do this. Oh, by the way, I'm also going to do that.
Like one offer on to, uh, wait, one offer, solve one problem for one person. So you, one niche. not multiple niches with one offer on one platform not i'm gonna have a podcast and i'm gonna have instagram not i'm gonna have an email list and i'm gonna have instagram one platform that's very hard to do for one year most people can't even make it to the one year they can't go a year not pivoting and trying a different offer or not pivoting and fixing their offer or not pivoting and you know working a different platform picking a different platform they can't they can't But those of you who can, every one of my students that hit seven figures the fastest follow the rule of the five ones.
A lot of them you know. Brooke, who's in our inner circle, she does a lot of coaching. She works with us a little bit.
She's at like three million now. Guess what she did and talks about all the time? Rule of the five ones.
So, okay, I want to do a rapid fire. I want to talk about most important thing to focus on at the three stages, right? So if you're zero to seven figures, most important thing for you to focus on.
Rapid fire. Pick one thing. What about seven to eight?
Speed. Okay. What about eight to nine?
Dada. Okay, now you do it to me. Do I say the same intro?
We should just keep this all in. I don't do well with rehearsing. Okay, most important thing, zero to seven figures.
Believe in yourself. Seven to eight.
Be fast. That's so ironic.
Maybe 8 to 9 is to be slow.
8 to 9. Reshoot from the beginning. Reshoot from the beginning for me.
Most important thing going from 0 to 7 figures. Believe in yourself. 7 to 8.
Fast. I agree. 8 to 9.
LTV to CAC. Bam. okay if you made it this far obviously you're very interested in scaling your business we went very much into the weeds as our director behind the camera said he's like you've gone into the weeds into great detail about scaling and if you've made it this far that means you're actually very committed to scaling your business you really are willing to even just invest your time into scaling your business and that tells us you might be someone that's willing to invest in your business overall so if that's you We would love to invite you to book a call to learn more about the Done For You stuff.
Obviously, we discussed it in detail here. It's been amazing. It has been underway now for a couple of months, and our clients are very happy with where they're at.
They're the founding members. So perk of being a founding member is you get to be working more with us. We're currently working on literally every...
part of the process so the actual products that get launched the um the upsells the order bumps picking the pricing writing the copy we're heavily heavily involved myself and rose and then our team also is supporting us in that and it's just amazing we're creating some really incredible funnels really credible products um if that's something you're interested in the thing that we're good at is creating marketing and scaling low ticket funnels we would love to do it for you link to book the call is down below maybe i'll see you on a call thank you so much for being here appreciate it so much fun we'll see you guys
The Hook
The bait, then the rug-pull.
The promise is a rare one: internal dashboards, never shown publicly in this much depth, from a business doing about $25 million a year. The conversation runs backward through the stages, starting with what the push from eight to nine figures is costing in comfort, then what worked from seven to eight, then the old rule that got them to seven.
Frameworks
Named ideas worth stealing.
48:10list
Rule of five ones
One problem
One offer
One target market
One platform
One year
Learned from a mentor and applied starting November 2019; the fastest-growing students all followed it.
Steal forpositioning a first offer before it reaches seven figures
42:14model
LTV to CAC ratio
Lifetime value per customer
Cost to acquire a customer
4:1 healthy
10:1 ideal
The ratio that decides how much can be paid for a customer. Improved from about 2.5 to 4 by attacking both sides.
Steal forsetting a maximum cost per acquisition for ads
36:44concept
Hands-on to be hands-off
Never delegate something you have not personally mastered; do it, document it, have people shadow you, then hand it off.
Steal forany hiring or delegation decision
50:06list
Stage priorities
0 to 7 figures: pick one thing, believe in yourself
7 to 8 figures: speed
8 to 9 figures: data, LTV to CAC
The single focus that matters most at each revenue stage.
Steal fordeciding what to focus on next
13:08list
The founder dashboard
Revenue today, month to date, 30 days
LTV to CAC
ROAS (blended 30-day)
Ad spend
Revenue by source
High tickets closed
Orders and new customers
Average order value
New campaigns per day
Calls booked
One screen with every growth number, each owned by a department.
Steal forbuilding a daily KPI view
35:53concept
Diagnose before you pivot
When a metric drops, walk every funnel step to find what changed before touching anything; then wait through the rebuild.
Steal forhandling sudden revenue or lead drops
CTA Breakdown
How they asked for the click.
VERBAL ASK
51:13product
“We would love to invite you to book a call to learn more about the Done For You stuff.”
Framed as a reward for viewers who watched to the end (willing to invest time, so maybe willing to invest money), with a founding-member perk of more direct access.
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Maria Wendt argues that Stan Store, Etsy and Shopify all leak buyers, and that a one-product-at-a-time SamCart funnel is what turns a 1-in-100 click into 6-in-100.
A low-ticket product team doing 13,000 orders a month sits at one table and explains what they fix in other people's products: the niche, the funnel, the mockup, the colors and the copy.
The strategist behind Dan Martell's 11-million-follower audience sits down with Maria Wendt to unpack why she killed her $72K high-ticket offers for an automated low-ticket funnel — then flips the mic to ask her how to scale past a million followers.
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