Jonathan Stark

And they should because you've demonstrated that you are poor at estimating how long it's going to take you to do something. They are now spending more money than they agreed to. If it goes really long, they're going to spend more money than it was worth to them. And they will only continue paying you due to sunk cost fallacy. If they still have to keep paying you, I've seen people get fired.

And they should because you've demonstrated that you are poor at estimating how long it's going to take you to do something. They are now spending more money than they agreed to. If it goes really long, they're going to spend more money than it was worth to them. And they will only continue paying you due to sunk cost fallacy. If they still have to keep paying you, I've seen people get fired.

And they should because you've demonstrated that you are poor at estimating how long it's going to take you to do something. They are now spending more money than they agreed to. If it goes really long, they're going to spend more money than it was worth to them. And they will only continue paying you due to sunk cost fallacy. If they still have to keep paying you, I've seen people get fired.

I've seen lawsuits. It can get really messy. But when the project I'm talking about went long... The client was totally fine. They didn't care. They would have been happier if it was done earlier, but 80% of the application was working. They were using it in production.

I've seen lawsuits. It can get really messy. But when the project I'm talking about went long... The client was totally fine. They didn't care. They would have been happier if it was done earlier, but 80% of the application was working. They were using it in production.

I've seen lawsuits. It can get really messy. But when the project I'm talking about went long... The client was totally fine. They didn't care. They would have been happier if it was done earlier, but 80% of the application was working. They were using it in production.

There were just some sort of senior level executive reporting features that were really tricky and I was having a real hard time with in terms of getting the performance and the features balanced so that the features that they wanted were there, but it didn't crush the performance of the entire system. It was very tricky.

There were just some sort of senior level executive reporting features that were really tricky and I was having a real hard time with in terms of getting the performance and the features balanced so that the features that they wanted were there, but it didn't crush the performance of the entire system. It was very tricky.

There were just some sort of senior level executive reporting features that were really tricky and I was having a real hard time with in terms of getting the performance and the features balanced so that the features that they wanted were there, but it didn't crush the performance of the entire system. It was very tricky.

But the client wasn't freaking out and I wasn't really freaking out because it wasn't full-time work. I was only working a few hours a week. And ultimately the amount of money I got divided by the hours I worked, I was still getting paid probably a hundred bucks an hour. It wasn't like a disaster. It wasn't like I was going to go out of business or anything close.

But the client wasn't freaking out and I wasn't really freaking out because it wasn't full-time work. I was only working a few hours a week. And ultimately the amount of money I got divided by the hours I worked, I was still getting paid probably a hundred bucks an hour. It wasn't like a disaster. It wasn't like I was going to go out of business or anything close.

But the client wasn't freaking out and I wasn't really freaking out because it wasn't full-time work. I was only working a few hours a week. And ultimately the amount of money I got divided by the hours I worked, I was still getting paid probably a hundred bucks an hour. It wasn't like a disaster. It wasn't like I was going to go out of business or anything close.

And I was still taking on other clients to do other things. I think at that point I was selling advisory retainers. So it was still, I was bringing in 10 or $20,000 a month just to answer the phone. And then it was almost like a hobby. In my other hours, I would work on these reports for this client, and it was fine. And it sounds really bad, but it wasn't bad at all. But it wasn't great.

And I was still taking on other clients to do other things. I think at that point I was selling advisory retainers. So it was still, I was bringing in 10 or $20,000 a month just to answer the phone. And then it was almost like a hobby. In my other hours, I would work on these reports for this client, and it was fine. And it sounds really bad, but it wasn't bad at all. But it wasn't great.

And I was still taking on other clients to do other things. I think at that point I was selling advisory retainers. So it was still, I was bringing in 10 or $20,000 a month just to answer the phone. And then it was almost like a hobby. In my other hours, I would work on these reports for this client, and it was fine. And it sounds really bad, but it wasn't bad at all. But it wasn't great.

It would have been better if I'd finished it in the year or even earlier.

It would have been better if I'd finished it in the year or even earlier.

It would have been better if I'd finished it in the year or even earlier.

I am on a mission to rid the world of hourly billing, and I can't do that one person at a time with one on one coaching. I used to do one on one coaching, but I don't take on new private coaching students. I need to do it in more of a leveraged way so that more people get the message faster.

I am on a mission to rid the world of hourly billing, and I can't do that one person at a time with one on one coaching. I used to do one on one coaching, but I don't take on new private coaching students. I need to do it in more of a leveraged way so that more people get the message faster.