Skalierungsplan für 50 Millionen Jahresumsatz

0:00Unternehmer/Gast And I sell advertising training to business owners. So all paid ads. Um we'll do five or six million. I'm optimistic so so we're going to have to go with six cuz it sounds better. >> five or six. Okay. >> Okay. Yeah. Um I would like to be at 50 million. >> Okay. >> Um obviously not this year. What's stopping me is my capacity for sure. >> Sure. >> And so my question is after hearing today that you spend 80% of your time on content, I'm trying to figure out what are the only things that I should do for me and then what should I delegate?

0:29>> Yeah. >> have anybody that I pay more than 100,000. So that's one thing. I feel like I'm missing out on. >> margins? >> My EBITDA I know. >> Yeah, sure. >> At 2.5. >> On five? >> Mhm. >> That's great. That's amazing. Yeah, it's super good. >> I was excited [laughter] yesterday. >> That was the best reaction. Um so here's so the So you're I want to I want to answer your question with a perspective shift.

0:55So you're now getting to the point where you have enough money where you have to start thinking about return on capital, right? Return on invested capital within a business. And so if you have two and a half million dollars, right? You can think of that as like, okay, well if I take that out of the business, which you would cuz I'm sure it's an LLC or whatever, right? So it's like, okay, so I've got call it 1.5 million after taxes that I can put in my pocket. >> Yeah. >> Which there's nothing wrong with that. I'm a big fan of putting money into pockets. The The other way of thinking about though is like, okay, well what if I were to take 200,000 of that um and I take my taxable from 2.5 to 2.3 and then that $200,000 person makes me an extra million.

1:31>> Mhm. >> And so that's where I think the the I still believe that the biggest arbitrage opportunities that exist right now in business are still in talent. >> Mhm. >> And I can tell you right now, I'll tell you a story cuz I think it'll it'll drive it home and I'm talking through you to everybody else. So the moment like my the best talent one of my one of my favorite people on Earth Is he here? Is she on here? One of my favorite people on Earth uh said that said this to me and I've I've always remembered it since he said He said, "Your best talent is always in the future."

1:59>> Mhm. So, right now, think about the people who used to work for you like 5 years ago. Can you think about that team right now? Could that team run your business right now? They would die. >> [laughter] >> Right? And you would die, too. And so, the thing is is that there's 5 years ahead of you looking back today on your team who feels the exact same way. And so, my goal is how do we shrink that gap as fast as we possibly can so that we can pay down your talent debt. Cuz right now, that's what your debt is. So, basically, you're choosing to make more money but you're paying by making more money, you're increasing your debt for humans. And so, businesses can incur lots of different types of debt. And whenever you start a business, you always incur debt. The question is which type of debt you want to incur.

2:46You can incur financial debt, you borrow money and then you start the business. But maybe if you borrow money, you can hire people that you otherwise couldn't hire. And so, you don't incur as much talent debt or as much management debt. You might incur technical debt. Okay, I don't have a CRM, I don't have data, some of the constraints we talked about earlier, right? Like that might be some of the debt. And so, there's different types of debt that you can incur. You have talent debt. And so, the goal would be, especially cuz you're in a service-based business, your business will be capped for sure by the culture that you keep, which is going to be on you, and the people that proliferate that culture is the people you attract.

3:17And so, if you want to grow this business, which is all based on service, it's all based on people. And so, you have to bring people that you're going to be like if you're not paying more than $100,000 a year, it's 100% you who's making this happen, which is kudos to you for being skilled. On the flip side, though, it doesn't have to be that way. And you would be amazed at the talent that you can get when you crack like you might want to just jump to 250,000 a year and you'll be like, "Oh my god, these people are so much better." And what's scary is when you pay someone 500,000 a year, you're like, "Oh my god, this is a totally different level talent." Then you pay someone a million dollars a year and you're like, "Holy I didn't know people could You made They They made people like this."

3:52Alex Right? And then eventually you get to people, you know, like Chiron and you're like he's he's just he's just better than I am, you know? And maybe someday I'll I'll I'll convince Chiron, right? And so the point is is like you just want to find people who are absolutely unreal and the litmus test that I have is that you feel this like desperation in your core when you talk to them. You're like, I have to have this person. It's not like, oh, I have this role. This person seems like a pulse and not a I guess this is the least bad of the 10 people I've talked to. I would encourage you if you're ever in that situation, this is the least bad. Just don't. Just keep keep looking.

4:24Like we will keep we will keep a role open for weeks or months if we do not find the person. And so we are always actively recruiting and we have a lot of flow. And so you guys got to meet the team this morning so you have a little more context. Smart people. Very good at what they do. But in order to do that like those people do not cost $250,000 a year. They're significantly more than that. >> Yeah. I've told myself up until now that I'm saving money. >> Yeah. >> Paying less and you're right. It's like costing so much more.

4:50>> Yeah, it's you're al- you're always paying. It's just what you paying you pay with the thing you care the least about. >> So good. Thank you. >> Yeah, you bet. If you are a business owner and you are not growing as fast as you'd like, I'd like to give you a free gift. So my team and I put together the $100 million scaling roadmap, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly where they got stuck and how they got past it. And so we broke it in these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page you can just book a call with my team and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas and we'll do this in person live.