Jonathan Stark

So I had clients immediately. I continued working with them on an hourly basis. I converted one to a more of a fixed fee, more retainery kind of thing. But then I set about trying to attract new clients that were not hourly ever. Rather than trying to convert existing reasonably profitable clients, I decided I'll keep them as is and then I'll switch over to something else with new clients.

So I had clients immediately. I continued working with them on an hourly basis. I converted one to a more of a fixed fee, more retainery kind of thing. But then I set about trying to attract new clients that were not hourly ever. Rather than trying to convert existing reasonably profitable clients, I decided I'll keep them as is and then I'll switch over to something else with new clients.

And then I was like, okay, how do I attract new clients? And started investigating tactics that would attract leads to me so that they were expecting already to be paying a lot of money. Like my intention was to be the guy who wrote the book about the thing and then attract people who really needed that thing.

And then I was like, okay, how do I attract new clients? And started investigating tactics that would attract leads to me so that they were expecting already to be paying a lot of money. Like my intention was to be the guy who wrote the book about the thing and then attract people who really needed that thing.

And then I was like, okay, how do I attract new clients? And started investigating tactics that would attract leads to me so that they were expecting already to be paying a lot of money. Like my intention was to be the guy who wrote the book about the thing and then attract people who really needed that thing.

The MVP was really probably the first time I started to, I tried to write a value price proposal and working through that because it takes a while to figure out how to do it right.

The MVP was really probably the first time I started to, I tried to write a value price proposal and working through that because it takes a while to figure out how to do it right.

The MVP was really probably the first time I started to, I tried to write a value price proposal and working through that because it takes a while to figure out how to do it right.

So there was some pretty straightforward stuff that anyone would get out of that book. For example, when you give a project proposal, give them three options. They're deciding what's the best way to work with you instead of should we or should we not work with this person or should we go to someone else? That piece of advice alone, having three incremental options like good, better, best.

So there was some pretty straightforward stuff that anyone would get out of that book. For example, when you give a project proposal, give them three options. They're deciding what's the best way to work with you instead of should we or should we not work with this person or should we go to someone else? That piece of advice alone, having three incremental options like good, better, best.

So there was some pretty straightforward stuff that anyone would get out of that book. For example, when you give a project proposal, give them three options. They're deciding what's the best way to work with you instead of should we or should we not work with this person or should we go to someone else? That piece of advice alone, having three incremental options like good, better, best.

is a game changer in terms of your ability to i don't want to say upsell but if you're not super great at value-based pricing which no one is when they first start then it gives you a way to not leave as much money on the table as you might if you just gave them like one lowball option or something like that that one thing was super helpful and straight out of the book

is a game changer in terms of your ability to i don't want to say upsell but if you're not super great at value-based pricing which no one is when they first start then it gives you a way to not leave as much money on the table as you might if you just gave them like one lowball option or something like that that one thing was super helpful and straight out of the book

is a game changer in terms of your ability to i don't want to say upsell but if you're not super great at value-based pricing which no one is when they first start then it gives you a way to not leave as much money on the table as you might if you just gave them like one lowball option or something like that that one thing was super helpful and straight out of the book

The things that I had to figure out, the main thing I had to figure out was that since I was giving quotes, fixed prices, not, oh, I think it might take me 100 hours, but whoops, it was 200. Sorry, it cost you twice as much. So since I was going to give prices and stick to them, in fact, it said in my proposal, whichever price you choose of these three options, you will not pay a dime more.

The things that I had to figure out, the main thing I had to figure out was that since I was giving quotes, fixed prices, not, oh, I think it might take me 100 hours, but whoops, it was 200. Sorry, it cost you twice as much. So since I was going to give prices and stick to them, in fact, it said in my proposal, whichever price you choose of these three options, you will not pay a dime more.

The things that I had to figure out, the main thing I had to figure out was that since I was giving quotes, fixed prices, not, oh, I think it might take me 100 hours, but whoops, it was 200. Sorry, it cost you twice as much. So since I was going to give prices and stick to them, in fact, it said in my proposal, whichever price you choose of these three options, you will not pay a dime more.

So then for a software person, immediately you're like, how do I control scope? That became the biggest problem to work out. Like, how do you figure out how to manage scope creep? When a client's coming along, they run a shoe store or pizza place and they don't know anything about software. You can't get all the scope you need from talking to them in an hour.

So then for a software person, immediately you're like, how do I control scope? That became the biggest problem to work out. Like, how do you figure out how to manage scope creep? When a client's coming along, they run a shoe store or pizza place and they don't know anything about software. You can't get all the scope you need from talking to them in an hour.

So then for a software person, immediately you're like, how do I control scope? That became the biggest problem to work out. Like, how do you figure out how to manage scope creep? When a client's coming along, they run a shoe store or pizza place and they don't know anything about software. You can't get all the scope you need from talking to them in an hour.