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0:00Unternehmer/Gast So, I have spent the last this I'm going on my third year of my business trying to replicate Gym Launch in the pet care industry. I am named Dog Launch. Not that innovative, but so it is >> It's a wonderful name. >> I mean, I like it. >> Okay. >> So, I do coaching and consulting. I modeled off of I've really tried to study very deeply how you approach Gym Launch from what I can tell.

0:27>> Happy to answer any questions. >> Huh? Yeah, well, I even read Gym Secrets. It was great. >> Good. >> Um So, we did 356 last year. I'd like to break 3 million this upcoming year. Um >> You mean 26? >> 26 million? >> No, no. Yeah. >> What? Yeah, sorry. This upcoming year in 2026. Yes. >> this year you want to do one two, you're pacing one two, and then next year you'd like to do three. Okay, got it. So, what's stopping you? I'm guessing you're not supply constrained.

0:57>> Um At Well, >> Can you take more customers? >> No. >> Huh, word. Okay, so how are you getting customers now? >> Organic. >> Okay, that's why. All right, so just you making content on Instagram, on YouTube? >> Predominantly most of my market is on Facebook. So, I have an interest group for companies that want to grow in the pet care space, and I also do a speaking circuit on the four conferences that are in our industry.

1:24>> Mhm. >> Um >> Great. >> my own conference this year cuz I figured I'd >> So, you're saying conferences generate leads. Crazy. Keep going. Yeah. >> Um >> And thought leadership. Yeah. >> Yeah, yeah. So, yeah, organic content has been predominantly how I'm getting people. >> Okay. So, you want to sell more stuff, but you can't sell more stuff because you can't deliver on more stuff. So, who's stopping you from delivering more stuff?

1:51>> So, >> [sighs and gasps] >> I'm really excited about the Money Models book because I didn't set up, um, my original structure. It got me off the ground very quickly. I did this scarcity-based cohort model where it's like 20 25 companies in a group. We launch twice a year. And, um, it's been a difficult model to continue growing. I'm also the only coach in the business, so it I'm doing everything right now. It's very high touch.

2:17Alex >> the only person doing delivery. >> Yeah. Yeah. Um, >> Okay. So, we need to find another person to do delivery or you need to change how you do delivery. >> So, I'd like to change how I do delivery initially. I'd like to go to more of an evergreen model where people can join at any point in time. I don't know if evergreen's the right word for it. Um, >> I mean, that's interesting. Yeah. Sell every day. >> Yeah. >> Yeah. >> That's [snorts] what I have been considering, um, >> I I don't actually think that's the approach that I would take, though.

2:45>> Okay. >> Um, I wouldn't change your selling model because you're supply-constrained, not demand-constrained. So, why would we change anything on the demand side? So, what's So, it's the delivery. That's the part that's holding it back. So, what is the delivery right now? One-on-one? One to one to small group? Like, what's the >> Yeah. So, I do a weekly coaching session with each cohort. >> Okay. Of how many? >> I have six active cohorts. >> Okay. And so, you do weekly and it's what, an hour?

3:11>> Uh, 90 minutes. >> Jeez. Okay, got it. So, you do one 9-hour day and then the other six days of the week you chill? >> No, I'm doing Zoom calls like 45 hours a week. I do a daily office hour. >> Okay, so then what is the other deliverable besides the one 90-minute thing? >> Um, So, it's just very high touch right now. Like, I This is my >> over-promising or are you just, and I say this not as a slight, insecure about worrying that they're not going to get value and then you just like keep hopping on the calls?

3:44>> That is part of it. I >> Okay. >> In part because it's been so new and I really want to establish like goodwill in the industry. It I've been throwing everything into it, but I've kind of created this Yeah. Who do you think sets the expectations? >> Me. >> Yeah. So, I think we just need to change the expectations of delivery, which either is just stick with what you promise cuz you might not promise nearly what you're delivering. So, if they said yes to it, just meet expectations.

4:16>> Mhm. >> Like and that might just mean that you just need to learn a script of how do I deal with people who ask for my time, which is like you route them to a resource or you route them to the calendar when the next time is available. >> Mhm. Mhm. >> Cuz the thing is is you reward people for reaching out to you quickly by responding quickly and answering their question. And so then they do more of it. >> Mhm. >> Cuz you've trained your audience to do that. So, you just need to train them to do something else.

4:44What are you afraid of? >> Oh, so many things. Um >> [laughter] >> But we don't need to go down that list. Um I feel >> Spiders. Yeah, okay. >> that one of my differentiators has been accessibility and yeah. >> you're an underdog, you do that cuz you say, "Hey, you know, you could go to these guys, but you're just a number. With me, you get my cell phone." Right? But at some point, you get big enough that you're like, "I can't give you my cell phone because I'm good enough and I've proven that." >> Mhm.

5:11>> And so, you have these cohorts. Um basically, this is the equivalent of like you can have like there's price raises you can do. You can also do delivery decreases. >> Mhm. >> Like you're going to keep paying the same amount and you're just going to get less. >> Mhm. >> But the way you're going to pitch it is that you're going to get even more, but rather different. >> Mhm. >> And so, whenever I've done a delivery change, I don't position it as, "Hey, I'm going to do less of what you liked." I'm going to say, "Hey, I've listened to all your feedback and I'm actually going to change this in a way that benefits all of you guys in these 17 reasons."

5:41>> Mhm. >> And it's And what you have to do is you have to position this as a moral high ground. >> Mhm. >> Right? And so, you say, "Hey, I made a promise to you, and I've realized recently that I'm actually breaking this promise. And so, I no longer can stay out of integrity to what I promised to you guys. And so, in an effort to stick with my integrity, I have to change it to this." And so, that way, if anyone tells you that that you can't do it, are you saying, "Are you telling me to question my integrity?" And then they're like, "Uh." It's right, and they're And so, that's the That's actually how you have to roll something like that out.

6:09>> Mhm. Okay. Most of my clients know each other. Are there any concerns about people >> it to everybody. >> Okay. Okay, so this would be just broadly. Okay. >> Yeah. >> Okay. Okay. >> Like, this is how things were. This new thing has come to my attention. As a result of this new thing, new information, new decisions, new actions. This is what's happening. Here's why it's great for you. >> Mhm. >> 17 more reasons that you didn't expect. And this way, I can reinvest in these things that you really care about that I haven't been able to do, which is a promise I made to you that I have been falling short of.

6:39>> Okay. What if they don't feel like I've been under-delivering? >> It's not up to them. >> But like, the kind of talking the positioning of I'm doing this so that I can fulfill with integrity, I don't know that they'd resonate with that. And I'm sorry if I'm splitting hairs. It >> I mean, you got to sell you right now. >> How do you mean?

7:04>> You're trying to sell me on the way that you don't want to do. >> Mhm. Mhm. >> You're like, I hate this life, but I damn it, I'm going to defend it. >> Yeah. [laughter] >> So, so like, you just have to You have to flip that. >> Okay. >> Fundamentally, like, you're going to burn out because you don't like, you can't do what you're doing. You would like to help You want to help more dog owners, right? Or dog co-owners, right? >> Mhm. >> Yes. You cannot do that with your current model.

7:30>> Yeah. >> So, if you said that you have a mission of helping this many people, you currently are out of integrity with that mission. So, either you change your mission and say, "I'm actually going to play really small, and I'm not going to help that many people." And that's fine. Or, I'm going to provide something different that I think is going to be even just as valuable or even more valuable to you guys in this way. >> Okay. >> And you will lose some people and that's okay. >> Yeah. >> Because you will make room for better people who pay more and didn't come in with the old expectations.

7:57>> Yeah. Okay. Okay. Thank you. >> If you are a business owner and you are not growing as fast as you like, I'd like to give you a free gift. So, my team and I put together the $100 million scaling road map, 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 into 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 a 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.