Warum komme ich nicht über 3 Millionen Umsatz hinaus?

0:00that first business I got it to the 100 150k plus profit monthly mark so fast like within a year. >> Okay. >> Um and it floated there for the four years just and it was great. Lifestyle was great. >> Um lost it at the start and like it just never grew further for a lot of reasons which I'm aware of. >> Um and then start of last year I'm like I'm in big trouble. Just lost it all. Like I had to just go like see you later >> and had to start something new again.

0:26>> And I did it again fast. to that and like I think you mentioned the word earlier the the swamp >> and I got there really quick seven months and we straight straight there no messing um month seven did first 200k profit month and it was great >> um and then I was like okay my no this is my second chance now >> um and then that was however many months ago 12 months ago now

0:51>> and I'm stuck >> yeah okay >> um and I want to I want to know obviously there'll probably be following questions but I want to know Why I can't get a posit? >> What do you sell? Well, I mean there let's not put any like uh mysticism around it because there's probably a very obvious answer. >> Yeah. >> So why can't you do more or what? So what do you sell again? And then how do you get them? >> Uh we're a Tik Tok shop agency. >> Okay, got it. Okay. Tik Tok shop agency. >> Um

1:16>> so the customers so we either have to sell more customers, make them worth more, right? >> Sales velocity has to go up or LTB has to go up. One of the >> sales velocity has to go up. >> Okay. So you're not getting enough customers. Correct. Okay. So how are you getting customers right now? Uh mainly organic word of mouth. Um some ads. >> Word of mouth being people who are existing working with you. Yeah. Bring friends >> or know my social my social media. >> Oh, like that. Okay. So, okay. So, your social media is on what? Tik Tok. >> Uh Tik Tok and Instagram and LinkedIn. So,

1:42>> okay. So, you have three different channels that you're doing that you're posting on. >> Um and >> how many people are you selling a month? >> Uh this is the problem. We're It's an operation issue. as soon as you start selling. >> What? >> It's an operation issue as soon as you start selling. So like >> you mean you get you can't handle the volume. >> Okay. But you're doing 200,000 in profit per month right now. >> Between 100 and 200

2:05>> Okay, got it. So what role do you need? This is a frank issue. What role do we do you need to hire to not have it be an operational issue when you turn on sales? >> That was going to be one of my questions. Okay. um only because I have and like the similarity between business one and business two was like great I've got that I've made it there with my activity and my my actions and I'm like cool typical needing to now hire and make sure it can be done without me and that's typically where

2:37>> it holds and I I can see that especially now I've been away from the business for six weeks just >> just to relax and whatever put in the best idea but um and like as soon as I've done that it's just >> so Wait, you do stuff that makes money and when you stop doing that stuff, you stop making money. >> That makes sense. >> Okay. So, so we just have to be clear about what stuff you do and we have to break it into component parts.

3:02>> So, one of the big issues that especially like when you're coming up the problem is that everyone here we had to learn all these different things, right? We had to learn marketing, we had to learn sales, we learned product, we learned hiring, we had to learn all this different stuff, right? And then we we want to hire one person who's lived our entire lives and then expect them to work for us for a fraction of what we pay ourselves and are barely even willing to keep doing what we're doing. >> Right. >> One of those. >> Yeah. So we have to break it into parts.

3:28And so I give the analogy of the unicorn, right? So like you're a unicorn in your business. You looking for unicorns is probably not a productive activity. But if you wanted to create something that was an approximation of a unicorn, it's like, okay, well, I need the horn. So, I can go find a rhinoceros and I'll I'll get the horn part. And then, uh, but that body is not going to work. So, I got to go get a horse. It's going to be a white horse. It's not going to have a horn. Well, fine. I can get the horse. But then, what about the magic pixie dust, right? So, then I got to get my fireflies and I can add those on. And so, I just bolt on the horn of the rhinoceros onto the horse and get some fireflies. Is it as good as you?

4:01No. But it'll be pretty good. And so if the business requires somebody who's as good as you to run, then the model doesn't work. If the business can work with somebody who's half as good as you, then you're always going to sacrifice some margin in order to scale. And so I'll say this differently. One of the terms I use is scale zero. And so the goal is like how can I get So let's say that let's say hypothetical math. If I do something, I make $20 million a year and it's 50% margins and I'm heavily involved in a whole bunch of [ __ ] right? If I hire truly all the people that I need, maybe my margin goes from 10 million to four. Let's just be extreme here. But I do nothing now. But now that company can then go from 20 to 40 and I can make eight on 40 and it requires zero of me. And so again, it's this a lot of times we have our ego tied to because you said it, you're like, I got to this and as soon you're like and then as soon as I'm there there's this, you know, like and so it's because you have this tie for whatever reason that like if it's not this number, you suck or whatever that is for you. And so we need to be able to give up some of that profit in order to break your your the activities that you currently do into component parts. The activity of doing that is we do time studies. So you look at what you do in a current week and then you start parsing out. Okay, you could take the entire time study, plug it into GPT, and just say, "Hey, what roles uh if I were to replace 100% of these activities, what if this is the smallest amount of roles that could replace all of them and give me the job description and names for those?" And it's like, "Okay, well, actually, you do things. You do some HR [ __ ] and you do some uh marketing stuff and then you do some sales [ __ ] Okay, great. So, you need one of these, one of these, and one of these." And it's like, "Cool. How much is that going to eat into my margin? I'm going to cut half my margin away." Okay, am I willing to do that? so I can actually have something that works. And the first time you hire them, two out of the three will suck because you don't have pattern recognition. And then one of them will be okay. And then you'll hire again and it'll take you six months to figure that out. And like but that thing is is that once you get there though, you will finally be able to get to 500 or million a month or whatever the next stopping point is. And then you'll be like, "Fuck, I don't know how to hire this next person." And then you'll fail for a while and then you'll get it. You just can't stop. You can't stop trying.

6:10Yeah, makes sense. I think um definitely perfectly leads on to the next thing I wanted to say which is like you mentioned earlier about like finding that other leader, right? And I've really not done great at that. And like I think I've I've I've tried that through multiple different side ventures, businesses, whatever. Like finding that other one. >> Um I and I >> you're either looking for too much or you're paying too little. >> Both probably. But that's fine.

6:35>> Yeah. I want someone who's better than me and wants to make $60,000 a year.