Alex Hormozi

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.

Now, in order to do that operationalized bucket of things, it becomes more repeatable for you to then build training process to each of those desired steps or outcomes in the systematized delivery.

And so that then, the systematized delivery then feeds into the operational infrastructure in terms of onboarding, hiring, and training, and talent selection on the way in.

All right.

And so when we do these two steps, then the next thing is that you'll end up having to replace yourself in some level of the operations at some point so that you can lead the company.

So if you were trying to win here, systematization of delivery, selection of the avatar, being very clear about recruiting, hiring, onboarding, and training, and having very good defined career paths for your talent so they want to stay with you and not go somewhere else because they're so hard to get.

And so if you're in that business, typically getting customers is not that hard.

And so then we think, okay, if then we can just blow the back end out so we can have 10, 20, 30 new amazing people who are getting activated per month on my delivery side, I can finally, the goal that you want to have is that you want to have an amazing reputation and actually get to the point in a service model where your demand is the constraint.