A business should create an abundance of time and resources for you to live life the exact way you want right now… not in the future.

I won’t go into much detail here, other than to say that, conceptually, I think of these books fundamentally as content (and therefore traffic sources), rather than products (to make money from). Sure, our regular customers also like to buy our books, so it works both ways. However, fundamentally the role of books, to my mind, is to reach new audie

think new entrepreneurs often get lured into diversifying because they don't know how to grow. That's why you see people with so many side-hustles. But side hustles are for people with jobs who want to earn a bit of money on the side. Side hustles are not for people focused on growing a new business. Think of it like this… If you actually knew how

We create a world for our fans, in which they can indulge, learn, and purchase to their hearts’ content.

Writers and creatives have been doing this since the dawn of time. But world building as applied to business is a concept I learnt from Ben Settle. Ben’s business is a masterclass in combining… ● A hella-strong, infectious brand identity, with ● A deep rabbit-hole of media and products …that allow you to become as obsessed with the world of Ben as

this approach will be mocked and jeered at by startup junkies, crazed hustlers hungry for scale, or anyone who is just in it for cold, hard cash. But it's important to remember what you want here. Personally, I want to do something I love, with healthy profits and the absolute time freedom to live life the exact way I like it. I would not sacrifice

The entrepreneur should think of the word diversification in a very different way. Here's my view in a nutshell: ● Don't even think of diversifying your core business until you're making at least $1 million per year ● Between $1-2 million per year, start diversifying ● Actively diversify your business model from $2-10 million

The first things you should systematise in your business are the processes that generate cash. Processes lead to reliability. Reliability leads to cash. Cash leads to stability. Stability leads to growth.

I’m in the game of building a long-term, sustainable, audience-first education brand. Which is the business that most educators want to be in. With a niche education business, I think you have a different set of opportunities. The big opportunity you have on the table is your relationship with your audience. Students tend to gravitate to people.