You mentioned that most of your revenue comes from coaching, but $25,000/month still comes from your automation agency. How much of that is new services versus retainers? What retainers do you currently perform for clients? What services are you most often asked for by prospects and clients? How did you gain your business knowledge from door‑to‑door selling, and which business books helped you? Additionally, how would you sell an AI receptionist to lawyers, handle legal concerns, and choose appropriate niches?
The limiting belief section in my career plan addresses whether I have any beliefs holding me back. I’ve had two such sections; the most recent one was written when I was earning $100,000 a month, where I mapped out how to reach $167,000 a month, then surpassed it to hit $400,000 a month. I concluded I don’t have any limiting beliefs for my current goals, though if my goal were a billion‑dollar business I’d likely have many. If I did have limiting beliefs, the most effective way to eliminate them is to repeatedly do the thing you’reafraid of—acting contrary to the belief changes your habits, which reshapes your beliefs and identity. It’s almost like reverse‑engineering the belief: instead of deep meditation or soul‑surgery, simply muster the courage to do the feared action once; doing it once makes repetition far more likely, and then you keep doing it. Action over knowledge, action over thinking—this is the straight‑line path to dissolving limiting beliefs. I personally had a big limiting belief about hitting $167,000 a month; I doubted I could reach that figure. My yearly goal was $2 million, which averages to $167,000 monthly—a target that felt realistic yet challenging within the realm of possibility, making it effective for growth. I then examined bottlenecks and beliefs, realized I could achieve the figure if I set my mind to it, and saw no fundamental reason why not. Later I recognized I’d already solved those earlier limiting beliefs, perhaps in an earlier blog post. Beyond mindset, I’ve been thinking about increasing the value of my videos—not just production value, but the actual business value they deliver. I’m considering lowering production effort a bit while raising the substantive value, inspired by an accountability partner who spends 20 hours per video and publishes once a week. I’m experimenting with higher‑value, intensive content on the main channel while keeping the daily updates as a lower‑effort, value‑rich format. I’m also planning to redesign the website to better showcase the team, edify collaborators like Noah, and highlight agency work. Future ideas include hosting live dinners in Calgary to build local community, and continuing to share stats and growth updates.
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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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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.
I'm glad you're saying this because I'm actually doing that right now. I'm literally writing this out because I've reached a point where I don't have enough time to meaningfully progress on the projects I want, simply because I made over $400,000 last month, showing that everything I've done has worked well. The last blog post I mentioned was in September 2024, when I made $100,000—more than I could have hoped for—and I was ecstatic. However, I evaluated whether I was truly satisfied and found I wasn't. Now, for June, I've made $400,000 in profit, which is a 400% increase compared to September 2024, representing a compounding monthly growth rate of 15% on a business that generates outsized income. I've spoken on stage next to titans like Hormosi and Sam Ovens, been invited to podcasts with Tai Lopez and Dan Martell, and my friend group now consists primarily of people earning several hundred thousand dollars per month. I've made near-guaranteed future income and can retire anytime I want. The youthful gamut I took—believing I could earn a full-time lifetime salary in a few months through entrepreneurship—has paid off. So the question for me is: what do I want? I've realized I don't care as much about money as most people do, now that I have so much of it. I've always not cared much about money. Therefore, I'm satisfied with the money and want to focus on things not directly money-related, like impact, the quality and strength of my relationships, and my health, which I've sacrificed to make money. I can't optimize for both money and health; impact is the big one. Thanks for asking that question. I appreciate it, and you'll see this soon. Okay, so I'm just going to do one more thing: I'm going to do my brand stats and then call it for the day. We're probably going to change the structure of these daily updates—I'll still do brand stats and Q&A, but I'm not sure about the live building yet. My daily updates channel is at about 9,000 subscribers, so we should hit 10,000 soon, and my Instagram is at 285,000. We have some sponsorships queued up, including one for Lindy that hit 1.775 million views. The YouTube growth has plummeted because I'm not posting, so I need to step back to buy a couple more hours a day to strategize and get back to content, since neglecting the top of funnel would starve the products I make. I'm going to cap this video at exactly 20 minutes and then work on my packaging.
My AI and automation agency makes significantly less money than my coaching. Coaching is extraordinarily scalable—when you run a YouTube channel with distribution like I do, the optimal next choice is to sell something hyperscalable with zero delivery or logistics, which is what my coaching stuff is. If you're a total beginner, your optimal choice changes depending on whether you have distribution: with distribution, you'd go for e‑commerce or info‑product with a templated service; without distribution, you'd run an agency because agencies let you get your first 10, 20, $50k in revenue super quickly. Agencies allow you to make a lot of money very quickly, but you tend to plateau relatively fast, with further gains being incremental. Contrast that with an information product business (like a community or SaaS), which has zero marginal cost after a fixed development cost, so you make little money at first but way more later. Does this make sense? From my perspective, when I started my agency I was up here, made money quickly, hit resistance, wanted to scale with as little headcount as possible, moved over here, and now I'm significantly higher. Would I recommend doing what I'm doing now to total beginners? No—many people throw away their businesses after starting coaching because they stop doing the main service, become disconnected from implementation, lose skill, and start teaching the wrong way. That's why this YouTube channel is valuable: I'm showing you how I actually generate leads for my agency. I want to change the fraction of my total revenue that comes from this channel; I don't think it's the most effective use of my time per dollar, but I believe it will indirectly lead to more money through authenticity, so I'm getting back to selling outbound for the agency, setting up more inbound funnels, adding calls‑to‑action at the end of videos, and going to hire a team eventually.