Alex Hormozi

six brick and mortar gyms that I scaled.

Then I had a turnaround business that we flew around the country and did turnarounds.

I did 30 something turnarounds over almost two years where we turned other gyms around, which are service businesses.

Then, so that was my B2C service experience.

Then I went online and basically built a gym consulting firm that sold

services like marketing services, ad creation services, things like that to gym owners across the US and basically the English speaking world.

And so I built both B2C and B2B businesses to, you know, I think mid $30 million a year.

And then now at acquisition.com, we advisory practice, which is a nine figure plus business.

All right.

And so, yeah, so we're very familiar with building out high quality service businesses.

And so I feel confident in saying I can help you grow yours.

All right, and service businesses look like this because they are slow and steady.

So if I wanted to make it a little bit more accurate, I would have drawn it more like a straight line because this one's taller, but I only had this much space.

All right, but it's a slow and steady growth curve.

So why does it look like that?

It looks like this because it's very people heavy.

And typically a service business has people at,

All three, two out of three, or all three components of the business.

So what do I mean by that?

If we break a business into three chunks, attraction, a conversion point, and then delivery, right?