youtube ↗Mindset
What’s the difference between making $10k/month and $100k/month, and why is $100k harder in a service business?
His blogs give him and others confidence in success.
income goalscaling
#202 · 60min open Q&A on how I make $400k/mo
Related answers
youtube ↗Agency Operations
Where have you found the biggest difference to be between making $10,000 a month and $100,000 a month?
$10,000/month is achievable through sheer tenacity, consistency, and caveman-style intellect. $100,000/month, at least for a service business, is not achievable that way — you actually have to learn how to do business: hiring, building productized systems that run without you, etc. (You can hit $100K/month as an affiliate or in e-commerce too, but that path needs more inputs like startup capital and inventory.) I focus on service businesses specifically because they have the lowest barrier to entry and made the biggest impact on my own life, but scaling one past $10K/month by brute force alone doesn't work — you have to actually learn to run a business.
scaling revenue10k vs 100klearning business
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.
pricingvalue-basedhigh-ticketagency
youtube ↗AI & Automation
How can I make $10,000 a month selling an AI content service to coaches?
To hit $10k/month with an AI content service for coaches, you need to solve a problem that currently costs the client $50k or more per year and then charge about 20% of that value. Examples include fixing inefficient ad‑set targeting that wastes >$50k/month in opportunity cost, improving ineffective ad creative, or building speed‑to‑lead systems that instantly capture and automate follow‑up via SMS or a call center. If a coach’s business is already making a few hundred thousand per month, boosting their top‑of‑funnel by just 10% (e.g., growing a $500k/month business by $50k/month) lets you charge $10k/month. In short, focus on delivering a measurable 10% increase in revenue through front‑end efficiencies, and the economics work out.
ai contentcoaches$10k month
youtube ↗Pricing
Sid from India works with a YouTuber on marketing, earning $1.5–2.5k after expenses. He asks how to increase his income further using AI, given his background as a video editor now managing a team.
If you’re earning $2,500 per year, you’re essentially being robbed in broad daylight; but if you’re making $2,000 per month ($24k per year), you’re on the lower end yet not necessarily being exploited. To think about your situation, imagine you’re paid $25,000 per year while generating $500,000 in value for the YouTuber—that’s about 5% of the value you create. Most people receive only 1–2% of the value they generate, while strong salespeople earn 15–20% through commissions. My advice for contractor‑partner roles like yours is to aim for 10–15% of the value you deliver, which translates to roughly a 10× return on investment for the client. If the client is smart, they’ll happily pay you $1 to make $10 for them. The mistake many people make is realizing they’re underpaid and then demanding more money outright—a losing approach that comes across as a loss‑based demand and triggers ego or risk‑aversion in business owners. Instead, frame the conversation around growth: remind the client of the results you’ve already delivered (e.g., over $3 million generated together), share your vision for scaling to $10 million, $20 million, or $30 million, and propose a concrete roadmap (start with X, then Y, then Z). Emphasize that you want to take on more responsibility because you believe you can execute better than others, and assure them you won’t take any of their time. Then, at the close, add that you want skin in the game—more upside when things go well, and a corresponding adjustment when they don’t. Present this structure directly to the client. Because you’re leading with growth and a clear path to multiply their business, the likelihood of them agreeing to partner on a new initiative is vastly higher than if you simply complained about pay. In short, if you’re only making a few thousand dollars a year, you are being underpaid; but if you’re earning tens of thousands per month, you’re in a reasonable position. My overall approach to every job or partnership discussion is to focus on mutual growth, not to threaten to walk away unless paid more—that’s blackmail and damages trust. Successful business owners refuse to negotiate with that kind of pressure. When you approach from a desire to grow the pie together, you’ll achieve far better outcomes.
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