Alex Hormozi

Yeah.

But the thing is, is it doesn't mean they're less profitable, right?

And if you think about it as like, this is me maintaining the business so that in three years or what, because the thing is, is rich people buy houses and yachts and planes all the time, right?

And so like every year they're going to buy something, every other year they're going to buy something.

So if it's an off year, you still make money, you still keep the relationship, you're still top of mind.

And then I would like, when I go there, I'm like, hey, what else do you have in the pipeline of acquisition that we need to be looking at?

And then that you can price that way.

Because fundamentally, your pricing already scales with the size of the thing, right?

So you could have a yacht pricing, a jet pricing, and a house pricing.

That would make more sense to me than having these tiers.

And then the maintenance plan, I would weave into it.

You don't call it maintenance.

Call it strategic, whatever.

Whatever you want.

I'm coming by once a year.

I'm going to make sure your shit's not fucked up.

But then when I'm there, I'm going to ask you what other shit you got going on, and I'm going to sell you more shit.

I literally did the math in my head.

I was like, yeah, I was like, okay, so 800 grand.

It's funny because when you said the $80 a foot, I wrote it down and I was like, the first thing I'm going to tell her is that this number means nothing to me.