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.
You know one of the major issues here is you're at $3K a month and want to hit $10K a month, so the gap is $7K a month. But because you're at a middling income level, I'd imagine it's $3K a month, and you probably don't have anything else; you really want to hold onto that and save every dollar. If you wanted to grow from $3K to $10K a month, you'd have to spend a lot of your money and risk some of it. What I mean by this is you're not sure about starting from scratch on Upwork for $10–15 an hour. You know, if you did that, you'd probably spend somewhere between $200 and $400 a month just on connect costs, if you really wanted to take it seriously. That's like 12% of maybe 15% of all your money. That's the thing I personally think is probably stopping you from saying yes. But the reality is, you've got to spend money to make money. My recommendation would be to take everything you're doing here—whatever $3,000 USD minus your living expenses, whatever you have left over—and spend it on marketing, on sales and marketing. Upwork is a great example. We just had a guy in Maker School, Sai Satoru, who's absolutely one of the coolest guys in this group. He has a relatively similar situation as you do. From $849 a month teaching kids to $40,000 on Upwork in 12 months. A year and a half ago, he was teaching English to 9-year-olds in Chiang Rai for $849 a month. It was stable, predictable, and the wrong life. But he dove in on freelancing and AI automation, and now he's made $40,000 on Upwork in 12 months. Granted, it's in 12 months, so it's not the same thing, but keep in mind that the majority of that money is pushed into the future. I imagine the way Sai probably started was he started with a $500 month, then a $1,000 month, then a $1,500 month, then a $2,000 month. And also, this is just Upwork; there are a million different ways you can make money online with AI and automation. I'm not telling you you have to do this necessarily, but it is a very simple and straight-line path for somebody in your situation. So what you could do is the first couple months, go on Upwork, make a grand, two grand, three grand, and then take that money and graduate to more efficient marketing approaches as well—things like cold email and so on. So that's what I would do. And $10K per month might seem really scary, but think about it: that's just three positions like this at maybe half the time spent on each. You could absolutely do that. Thank you very much, MZ Maestro. Your brains are half algorithms at this point. Basically, yeah, that's how I feel.
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.
limiting beliefsaction over knowledgevideo valueagency
The very first step is to quantify how much time you spend delivering the deliverables for your $10,000/month client. Recognize that with a single client you’re essentially a contractor, not running a true agency. Break down your deliverables line by line. Then determine how much revenue the business generates from your time and aim to receive 15‑25 % of that revenue as your compensation. For example, if the business makes $100,000/month from your work, you should be paid $15,000‑$25,000/month. This reflects you as an operator of the stack. Make this clear by tracking your time (use a clock app or similar). Once you have that baseline, you can focus on productizing and raising prices without hurting results. Recognize that your results come from the sheer amount of work you’re doing, not from a superior business model; you’re essentially squeezing a wet towel. Hard work can outweigh strategy, so you need to follow through on your awareness. To raise prices without losing results, either demand more money for the value you provide or increase the value you deliver for the same price. Avoid jumping to solutions like a content inbound playbook before understanding constraints. Instead, take a constraints‑based approach: inventory all the time you spend on each step, all deliverables you own, and the revenue you generate for the client. Identify the tightest bottleneck and solve it. Do not try to fix delivery bottlenecks by hiring; hiring is merely a band‑aid that ignores the underlying business‑model issue. Instead, restructure how you deliver services so you can handle far more than $10,000/month without burning out—there are examples of people making $20,000‑$30,000/month while working far less than eight hours a day. This is fundamentally a business‑model problem; you must solve the model itself.
Think about it from my perspective — I'm already making a lot of money and don't need more talent, so the only way this becomes worth my while is if you do all the work for me upfront. Identify a specific problem I'm suffering from that's costing me money, solve it, and package the solution so all I have to do is click one button — don't make me come up with the problem, the solution, or a management structure for you. Don't pitch like 'I'd like a job, I'm feeling lost' — instead, put yourself in the shoes of the person you're reaching out to, understand what they're actually struggling with, do all the work, then present it: 'I think I can make you this much money — all you need to do is respond with X, Y, Z. Say yes and I'll get started immediately, you can pay me after it's done.' That's how you pitch working for someone for free. I'm good right now and probably will be until $300-400K/month, but when I am hiring again, the people who've engaged with my content will be the first I look to — you can copy this approach for other people too.