Alex Hormozi

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.

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.