What was the biggest one-time contract you've sold?

The biggest one-time contract I sold was mid $220,000 for a project I called 'Uber for lumpers'—a system connecting companies needing lumpers (people who load/unload ships) with lumper workers. My business partner and I built it, but it was a total pain and not worth the time; it was one of the first projects we sold, so I took on custom work, but I don't recommend doing custom projects more than a couple times early on because there's little ROI on your time—my hourly rate is about $50. After that, I did a proposal generator system project that paid $1,500 and took only about 5–10 minutes to fulfill (plus ~30 minutes selling and a 30‑minute kickoff call). That gave a huge return on investment and unlocked the leverage idea: I could either make $225,000 in month‑one revenue from a big custom project, or I could create templates and sell the need, then spend five minutes copying a template I already built. Regarding agency requests, I get about 10 genuine agency inquiries per month; most want to invest $15K–$20K and work with me on a three‑month subscription at $5,900/month ($17,700 up front). I haven’t finalized my agency dynamics yet. The businesses that reach out most are high‑earning industries: fintech, software, financing/investing (e.g., underwriting firms that need automated financial data and email replies), and companies installing power grids that take a cut of hundred‑million‑dollar projects. My agency currently makes about $25,000 a month; from the $128,000 profit I mentioned, that’s roughly 20% of my income. Monthly profit isn’t the only metric—enterprise value matters. Info products are hard to sell because they’re tied to me; agencies have low multiples, whereas a SaaS product can achieve much higher multiples. I’m therefore building templates and done‑for‑you services, continuing to scale the agency for enterprise value and to stay connected to what I teach, because in coaching, when a system works, people often abandon it to teach it, which makes it outdated. I want to avoid that.

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Related answers

youtube ↗Agency Operations

I'd love to hear more about how you went from having no clients to landing your first few, and then how you scaled to 100K months. Specifically, how did you structure long-term deals with automation clients after building their systems, and what makes clients willing to pay a retainer once the automation is set up?

Are we talking no clients in general, in any of my businesses, or specifically automation? You might be talking about automation. The way I did automation was I just started out on Upwork — applied to like 10 to 20 Upwork jobs per day along with my business partner at the time, and the vast majority of them said no to us. We used a custom Loom-video-based approach: I'd record a Loom of me talking through the problem and send out a ton of those. I got really good at explaining automation problems consistently, and we scaled that automation agency pretty quickly to $15-20K a month. We languished around $20-40K a month for a while because my partner wanted to operate it as a software consultancy taking on custom projects with a big hired team, but that didn't really work — the engineers we hired could drag-and-drop in tools like Make.com but didn't understand the business side, so the automations they built were brittle. That's when I learned how difficult hiring is for something as complicated as a software/automation project. My partner and I eventually split up amicably — he wanted to focus on the consultancy side and building resellable equity, I didn't. I kept the business, focused on high-leverage applications of systems I'd already built, scaled up Upwork applications and cold email (reinvesting most of my income into cold email), and simplified the offer down to mostly cold email systems and one-click CRM templates. Around $35-45K/month I couldn't keep scaling that way, so I started pitching a fractional-COO model: I took a few smaller clients paying $3-4K/month and gave them massive 20-30 page proposals saying, 'I want $10K/month plus 7% of your business, and here's how I'll justify it by delivering $100K/month in value.' That worked for a couple of clients, my revenue shot up, and combined with old clients coming back that same month I hit $72K in revenue (not all of it was recurring).

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youtube ↗Agency Operations

I'm spread thin taking on all sorts of projects (custom code, no-code, low-code, cold email, voice agents) while working a full-time job — should I think about bringing on help? And do you think the automation agency model is hard to scale beyond a certain point?

Cool man, I know you already have a full-time job, which is fantastic. You're probably working 6 to 8 hours on that job and then spending time on lead generation, client calls, and fulfillment. You're doing a lot, and it's natural to wonder if it's time to bring on help. Here's what I'd do: first, set a near‑term realistic income goal—for example, $25,000 a month. Add up your salary, income from custom projects, and any other income. See how far you are from that goal. Then calculate your current internal hourly rate (maybe around $100/hour). If you need an extra $10,000 to reach $25k, that's about 100 additional hours. Ask yourself if you have 100 hours in your schedule. If not, you don't necessarily need to hire; you could raise your prices or pursue higher‑paying clients. Doubling your rates would double your income for the same time, getting you a large share of the way there. You could also increase lead volume—more leads give you more opportunities to pick the best‑performing projects instead of settling for low‑rate work out of scarcity. My decision‑making mindset is based on expected value: I evaluate the expected value of taking on a client or making a decision and choose the option with the highest expected value at that moment. Regarding hiring, my experience shows it's not easy to post a job, review candidates, interview, and hire quickly; you add a daily management time sync. The equation for effective hiring is whether the daily management time plus the cost of paying someone is less than the value they create by doing the work. Early in a hire, you're often not profitable until they're onboarded, trained, and up to speed. So, unless you have a much higher goal—say $50k, $100k, or $200k a month—you probably don't need to hire right now. As for scaling an agency model, I do think it gets harder to scale beyond a certain point. It was harder for me at $72k/month than at $25k/month. After a certain point you're no longer just an automation agency; you become a niche‑specific service or system‑providing agency. For example, one community member scaled to $80k/month by pivoting from automation services to selling cold‑email systems—a lead‑generation focus. If you start as an automation agency but find a super‑high‑ROI CRM project, you'll quickly shift toward being a recruitment‑agency‑style CRM provider. If you stick with the pure AI‑automation‑agency idea, you'll likely plateau around a $1M annual run‑rate, because that's when you need to hire managers to manage people, which is tricky.

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youtube ↗Client Acquisition

I'm 19, just started an automation agency with two co-founders; we have our setup, portfolio, website, and LinkedIn done, but no clients or revenue. What should we focus on to turn this into a real business?

Well, you guys don’t have any revenue or clients, so you’re really just working on a project. Your first priority should be solving the no‑clients, no‑revenue problem. Don’t waste time building out a product or website—just get something sold. I’d have you and your friends create profiles on Upwork, Freelancer.com, and Fiverr. Each day, pool your school money or whatever you can and submit ten Upwork applications. In those applications, tell prospects exactly what you can do (X, Y, Z) and how you’d approach their project, showing rather than just telling your experience. This avoids the inevitable ‘show me your portfolio’ question because you demonstrate your process. If you do this for three days you’ll have sent about ninety applications, and the odds of landing at least one $200 project are high. Once you have that $200 project, you now have a real business—you’ve made money online and can stop pretending. You’ll learn more from that small project than from hours of my talking. After you land a client, get them on a call and confirm the money is changing hands or there’s a monetary agreement, like escrow on a platform. If I built you a solution that automated all of this outreach and follow‑up, it would definitely save you time and money—that’s the vibe I’m advising. So give it a try.

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youtube ↗Pricing

Is it realistic to make $5,000 per month with a content systems business via a few high‑priced projects or many small ones? Can it be made recurring, or is it just one‑off? Can I reach $5k/month with one or two clients?

Can I hit $5,000 a month with one or two clients? Absolutely. It's straightforward to do this. Hitting $5,000 a month with a client is almost the entry line to becoming a real agency owner. In the case of the person who asked this, I've had clients who paid me $20,000 to $30,000 a month for services. It's very straightforward and relatively simple: you simply need to provide a multiple on the money they are paying you. If someone is paying you $20,000 a month, as long as you're providing them $100,000, $150,000, or $200,000 a month in comparative value, they will happily pay you that amount. The reason this is difficult for people to understand is that it's at scales and scopes most find unimaginable. I first grasped this idea when my best friend Zach started working with a highly scaling content offer (some sort of automation offer). At the time I wasn't having much success, while Zach was decimating me in every way. I asked him how much money he made with this stuff; he said he made $45,000 last month. I asked how many clients he had, guessing 45, and he said he had one client paying him $45,000. I couldn't understand it because I had no experience with that. The reality is Zach was probably underpaid for the value he provided; realistically he should have been paid two and a half to three times that, given he was making the company millions per month. When you start thinking more about the value you provide and less about the sticker‑shock price, and if you can convince a client that this is true, you start being able to earn, quite honestly, unimaginable amounts of money from the right people who get it.

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