Alex Hormozi

That's the idea.

Now, where you have a 201 version of this is where you have three or four different people that all have different skill sets that the aggregate of three or four of those skill sets put together becomes even the sum is greater.

Some of the whole is greater than the parts, right?

You get even more gross profit.

And that's where this gets a little bit more interesting.

And so that core has to be one of the things that you do exceptionally well.

And if you're like, well, we don't really do that very well in our business.

No shit.

That's why most service businesses don't scale.

And the second element that you really want to focus on is like, how many ways can you reduce your own founder technical expertise?

The business is dependent on your technical expertise.

How can I productize my own knowledge to such a degree?

And what you have to get very good at doing is you have to get very good at teaching.

Fundamentally, like if you're in a service business, you're actually in a teaching business.

You have to teach your talent how to do what they do.

And I think this is one of the big mess ups is people expect, oh, I'm going to train some guy in a weekend to do something that's taken me 10 years.

And then I'm going to get upset that he's not that good.

Ridiculous, right?

We have to have far more robust training for these people.

But as a result, it's more front loaded than most people expect.