Alex Hormozi

But if you do that well, those people ramp up faster.

They stick longer.

You're able to charge longer premiums and your reputation continues to compound over time.

So how do you win with this model?

So number one is that most service businesses, especially in the beginning, is they do any kind of work for any kind of person with a pulse, very normal.

But as soon as you start to develop a little bit of business chops, you start to say, okay, some of these clients suck, some of these clients are great, we do a better job with this.

And so you start to narrow down who your real customer should be.

This happens usually in the one to $3 million range is when you start to have to make those decisions.

In the beginning, you're just trying to make money, fine.

But when you really want to scale, um, like you have to start deciding what business you're really going to be in.

And usually it's around, like I said, one to 3 million.

That's when you decide what business you're really in.

And then that's where you really start going on this path.

But in order to do that, we have to decide on what customer we're going to really serve.

And then as a result, because we have one consistent customer, we should only have one, two, three max, uh,

consistent deliverables that we're giving so that we can start systematizing or productizing the way that we deliver our services.

So rather than everything being bespoke or just saying, whatever you want, your wildest dreams is what I can deliver, you then say, you probably want this problem solved.

We solve it in one of three ways.

This is the way that I think is best for you, and here's how we do it.

And then you can start driving operational efficiency within the business, which then expands the gross margins.