Software- und Coaching-Business gleichzeitig: eins aufgeben?

0:00All right. I asked Sam this earlier as well. Um, you told me that I shouldn't listen to Alex, Alex's advice on this. >> Okay. >> But, um, to explain the money model. >> Thanks for framing it that way. [laughter] >> To uh, to explain the money model, we have a free group and that teaches people AI automation with our own tool. >> That tool is doing 90k a month. And then we build a money model where we also upsell people into the paid community.

0:28That's why I'm here today. Um, my question is because I'm split between it being two different businesses, very different types of service delivery. Um, so have I just built two businesses for myself that's going to split my attention from building software because that's I want to do a Becca. Um, or have I built a money model that is successful because it's making me know 60k a month additional.

0:56>> What else? >> What was what was my advice that you said not to follow? Well, you you said that >> I I asked you if there was a problem and you said no and I said so don't worry about it [laughter] >> and then you were like but so and so said this and so and so >> and like a video that I did generically >> like just you know there's a cuz there's so many opinions on the internet right you made the problem by listening to all these opinions and then being like

1:19>> but there's no problem >> I thought we'd fix this or [laughter] >> no I won't add >> you want to bring it back >> am I am I distracting myself or am I doing something that's like I can take the resources and reinvest it back into the the software? What a what a Sorry, [laughter] Sam. >> I'll mirror I'll mirror Sam's Sam's take on this, which is like if there's is there a problem to solve?

1:46>> Well, kind of like I would like to I like to get the churn down and the software even better. Um, I was spending around an hour a day maybe on the school community on like service delivery responding. Um, is that some like because I I want to sell it for 100 mil one day. Um, and everyone else I'm competing against are not running a school community, but I could also reinvest it. So, I'm kind of like split.

2:12>> Well, if you look at Sam, Sam had a a thing that he ran for a while and then eventually went all in on school. Um, so I mean focus in general if you were to if you were to summar I think David Senra after like 400 interviews the founders podcast he summarized all 400 of those interviews into two words which is focus and patience. Um, and so I think that I stand by that which is like you have to do one thing for an inordinate amount of time. What Sam referenced earlier of like all I'm going to do is polish. A lot of people just want to move on to the next feature, the next feature, the next feature. But a lot of the the quality comes from depth. Um I like to use the analogy of like coats of paint is that like thinking like next order level of thinking requires like the paint to dry and then you come back to it after having seen more things or watched a movie or like a different frame and you look at the problem again.

3:05And so it's like you can almost judge the quality of your solutions by the number of attack vectors that you approach the problem with. And it's typic it's not typical that you will have hit all the attack vectors on your first shot. And I think the reason that most people cannot achieve significant orders of magnitude outcomes is because they only they don't give that problem enough surface area because they're splitting their time. And so if we're thinking about like the quality of your thinking, you'll be able to solve it to let's say xderee um on your own with your first pass thinking, but it's like the fifth and eighth pass of thinking that really unlocks everything. So like right now with the plant, just as an example, the thing that we're launching next year, I give myself one thing a year. That's all I can really do. Um and I probably have more resources than you do. Um and more talent on the team. And I don't say that as a as a slide. I'm just saying just just to put context to it. Um and so right now that plan and so we do everything in written form at ECQ because that's like I'm a writer and whatever and Basos did it and it works really well for us is we have a memo culture and so all decisions are written down in memos uh so that you can defend the thinking and like really think through everything. And so we were on memo seven of that plan that we're going to do next year. And there's also a rollout one that's on memo 3. And probably by the time it launches, it'll be on memo like 11 and roll out will be like memo 6. If I were to look at the first thing, people probably would read that and not along and say that's a pretty good plan. But like the reason the $und00 million launch did $100 million in 3 days was because that plan had been looked at for 2 years of coats of paint over and over and over again like how do we control for this risk? How do we control for that risk? something else goes wrong in somebody else's business, I was like that could go wrong for me and then I have to create contingencies. And so when I got the question of like what would you have done differently about the launch, the answer is nothing because everything went exactly to plan.

5:03And so I think that that level of thinking if you say you want to have a nine figure exit, that's what your competitors that level of thinking is what your competitors are doing. And so I would protect that at all costs. >> All right? Because I I've also been thinking that our power users are the ones that's spending the most with us. That's the ones that take take the upsell. >> So most of the feature requests things that should be added. >> Yeah. >> Are also coming from uh from the school group.

5:27>> Let me pause you real quick. Are fundamentally you're not running two businesses. You have a software and then you have some people who pay more within a community that gives you feedback on the software >> that I don't think like >> cool. >> Real quick I'm going to show you the exact 10stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times and so I can say with a lot of confidence that these are the stages as headcount increases that you need to get through and I broke each of these down by eight different functions of the business what the constraint feels like what are the symptoms of it when you're going through it and then what steps we actually took to graduate and we've done this across software physical products uh service businesses brickandmortar all of this and it works and it's my gift to you it's absolutely free and so the link's in the description but you just go acquisition.com/roadmap just enter your info and it'll spit Right back to you offering.