Business is a collection of people and systems. If those people and systems deliver value to the marketplace, the business will continue to operate. If it’s delivering value to the marketplace in a unique way that’s hard to find in other places, then the business will naturally take market share. So, it’s the job of the team to ensure that value is

Products, in most instances, will cost $100 or less, and they’re “go at your own pace” for the consumer. A product must have two delineating factors to be considered a product: Automated delivery No customization

You can take a smart person who believes they are worthless, and they’ll lose to a dumb person who believes they deserve to succeed. This is one of the more confounding mysteries in success literature: what you believe is more powerful than what you do.

The “Holy Grail” of scale is the acquisition of great leads; then sorting those leads into qualified and unqualified (MQL); then turning qualified leads into customers (PQL); then retaining the customers until they turn into clients (bottom of the funnel).

I’ve learned to live in the tension of these principles. It is not always easy, but we must all eventually remove ourselves from even the things we’re great at. There is no way to scale if you are responsible for everything.

You should start looking at the things you will need to explain again and again instead of talking about them again and again. Put it into a curriculum so it’s taught in advance. Anything that is repeated should be recorded. When you get a great curriculum in place, not only do your client results improve, but the amount of support and calls needed

Even when nobody is seeing or engaging with it, eventually, you’ll have a bed of content, and people will start paying attention.

To make content productive (and profitable), you must be willing to do it for a long time.

Sellability is about where value is coming from and how it’s being provided.