Productize Your Services

Added: 2026-06-10

[00:00:03]Hello everyone and welcome back to Sell More Academy, the mastermind for more sales.

[00:00:10]My name is Ben Mcgarry and for the last two decades, I've spent nearly every day trying to figure out how to sell more stuff.

[00:00:19]I've been in the trenches selling my own products and services for years.

[00:00:24]I built teams, companies, and systems that sell from Main Street, small town USA, all the way to Wall Street. And I've been fortunate enough to coach and consult for countless others worldwide.

[00:00:38]All in totaling over $150 million in sales.

[00:00:42]During that time, it has become painfully obvious that the marketplace is and always will be loud and noisy.

[00:00:51]Content creators and social media gurus are incentivized to promote clickbait tactics and short-sighted strategies that often cause more harm than good.

[00:01:03]With the rate that technology is advancing, it seems like everyone has all the tools at their fingertips these days, but nobody really knows how to put it all together.

[00:01:13]Plus, what worked yesterday might not work today and will almost certainly be different again by tomorrow.

[00:01:19]And that's precisely why I started Sell More Academy.

[00:01:23]To build a community and a set of resources to help you stay ahead of the curve.

[00:01:28]To help cut through the noise and make sense of the next best step.

[00:01:33]At Sell More Academy, we focus on what we consider to be the five pillars of modern business success.

[00:01:41]AI, branding, marketing, sales, and systems.

[00:01:47]And we bring this to you through a powerful combination of a vibrant mastermind community where you can connect with and learn from fellow high achievers and experts in the field.

[00:01:57]Live master classes just like this one where we dive deep into the specific strategies and topics for each pillar covering one per day.

[00:02:07]A curated collection of resources including free tools that we're building to help you sell more effectively.

[00:02:14]And access to our sell more directory connecting you with the pre-vetted providers and solutions that you'll need to either outsource or just find the right tool for the job.

[00:02:27]Our goal here is to provide you with everything that you need to not only stay informed and competitive, but to sell a lot more stuff.

[00:02:36]And that brings us to today's master class where we're going to go over marketing, but specifically we're going to talk about productizing your services.

[00:02:47]Now, I want you to forget about everything that you think you know about scaling a service business.

[00:02:54]Because today we're not talking about hiring more people or working longer hours.

[00:03:00]We're talking about a different model entirely.

[00:03:05]One that detaches revenue from your time.

[00:03:09]And today we're going to break down what it means to actually productize, why it's not just for tech companies, and how any business including yours can use this model to break through any ceilings that are just holding you back.

[00:03:26]This is really about getting off of that hamster wheel and building an asset, not a job.

[00:03:33]So, let's get right into it.

[00:03:37]To kick things off, as I mentioned, we're going to go into uh productizing your services. We're going to talk about what that means and why it's such a pathway to really kind of an explosive level of scale.

[00:03:52]This is not just about making more money, although you should in the process.

[00:03:58]This is really more focused on building a business that can truly grow, that can scale, and that can work for you.

[00:04:07]We're going to break down some of the exact steps that you'll need in order to kind of transform your service offering into a product that can be purchased.

[00:04:17]And overall, what I want everyone to walk away from here is the idea that you're not just trying to sell a course. You're not trying to um necessarily create extra products or anything like that. What you're trying to do is productize your services that it can sit on a shelf.

[00:04:41]So, let's dive in. Let's kind of just be open-minded. The idea here is to kind of rethink how you deliver value.

[00:04:50]And the only real way to do that, like I said, is to have an open mind as we go through this because some of the examples may not exactly pertain to your business or your sector, but there really no business sectors out there that would not benefit in some way from productization.

[00:05:09]Okay, so what are we covering today?

[00:05:11]We're going to start by kind of demystifying what productization means.

[00:05:14]A lot of people talk about it, but not very many people understand it or what to do.

[00:05:19]Then we're going to tackle the crucial difference between growth and scale, and this is key. This is one of the um talking points that comes from content creators and social media gurus all of the time, and it's very wrong almost always. And so, we're going to talk about what the difference is so that you are absolutely crystal clear.

[00:05:40]And you'll see why every business, like I said, including yours can and should productize in some way.

[00:05:48]And then finally, we'll give you a clear roadmap on how to actually start productizing your services. We've got a workbook that we'll uh attach for our mastermind members. And this should help you to break free from that time for money trap, right? If you're constantly trading time for money, even after you've started your own business, if you're in your own business, then that is a problem. And it's probably tiring.

[00:06:14]And so today, we're going to talk about how to get away from that.

[00:06:18]So, let's be real.

[00:06:20]First off, many entrepreneurs, myself included, have hit a wall. And you get stuck in this kind of time for money cycle.

[00:06:31]Where every bit of revenue that comes in is directly tied to the hours or the amount of work that you put in. Even if you're not working hourly, maybe it's it's uh service rate that you have to honor.

[00:06:43]And so, the more clients that you get often means more work or more hires and almost always more overhead. And so, when we talk to businesses that are afraid to grow, this almost always becomes the reason why. Because in their mind, they think about how much work it took to get to where they are, and they think that they'll have to do things the same way, but more of them. And so, they decide not to grow, not to scale.

[00:07:13]And obviously, that is the wall. That's the ceiling that holds people back. And so, when we do that, when we think in the way of more time, more hires, more overhead, we're just shrinking our margins, which makes it less exciting to be in business in the first place. If you're doing really good work, but you're not making any money off of it, the chances of it lasting long-term are kind of slim to none. And so, we want to make sure that we are making good money Uh whatever it is that we do. We're not saying to rip people off, but making your margins without having to sacrifice your time. And that's that's really what we want to do. We want to get out of this kind of unsustainable cycle that we're in and instead switch over to something that offers this is going to sound crazy right now, but by the end of it it'll make sense unlimited potential. You will see what I'm talking about as we move through this.

[00:08:11]And this challenge is really truly what productization solves.

[00:08:16]It's not the perfect tool for every single situation, but it is the perfect tool for this one. So, if this is something that you're dealing with, if you feel like you're stuck in this particular stage, this is the masterclass for you and this will work for you.

[00:08:32]Okay, so what exactly is productization? We're going to say it a hundred times today, so let's get clear on what it means.

[00:08:40]Productization is transforming your service into something that is standardized, repeatable, and scalable.

[00:08:51]Think of it as kind of moving from these custom one-off projects to really something that you could put on a shelf. You're essentially packaging up your expertise, your mechanism, whatever it is that makes you special, you're packaging it up and putting it into a tangible asset. I like to have the visual of something that you could put on a shelf. And so, you're actually packaging it up and getting it ready to put on a shelf. And that really is the goal. It's it's total clarity.

[00:09:32]Just a very clear a very clear offering. No negotiation, no customization, just a very simple and straightforward clear value proposition. When we go to the store and we buy things off the shelf, there is a very clear value proposition. You don't assume that ketchup is going to do something outside of what ketchup is there to do. You just go buy the ketchup, right? And so, that's what we're after here. You also don't take that up and negotiate about it because you know somebody that offers it cheaper. So, if you're in a service business and you hate that stuff, productize. That eliminates the back and forth. And so, again, this is how we start to kind of break that cycle, get away from separate our time from our revenue, which is I mean, honestly, it's one of the biggest factors that holds most businesses back, keeps them stuck at a level where they could really go well beyond it with just a couple small changes.

[00:10:33]And so, why would you productize? Well, it really comes down to that power of detachment, like we said.

[00:10:41]Removing the time from revenue, that is such a key to this. And And really, it changes things from linear, where everything is just building on the next, to an exponential level of output. Like I said, we're going to talk about unlimited possibility here, and it may still seem a little fuzzy, like maybe that's not possible, but that's what we're doing. When we detach, we're really opening up the doors, right? If I don't need to put my time in, I'm opening up the doors for exponential output. I mean, I get way more out than I expected or than I put in.

[00:11:19]And when we productize, what we're doing is we are separating the person from the product.

[00:11:29]The work itself is able to be delivered without the person being involved. And that is a huge component. That allows you to make money while you're not working, while you're sleeping. If you ever see the gurus talking about make money while you sleep, this is how. You have to productize your service. You can't offer a service-based offering, whether that's online, like coaching or consulting or marketing, you can't offer a service like that 24/7 without staffing 24/7.

[00:12:04]And so, I understand AI's making some things possible that weren't before.

[00:12:09]But what it we really have to do in order to sell around the clock is make a product that can be purchased around the clock, that can be used around the clock. That's huge. And this is how.

[00:12:22]So, ultimately, like I said, detachment, we want to detach from the We want to detach from the time aspect of it. We want to detach from the physical work that goes into it. We want to detach from the cognitive load that goes into it. This is all extremely important. And then, once we do that, we're able to have predictable delivery, whether that's time frame, expectations or just what's included.

[00:12:52]And we can have a consistent client experience every time. If you've been in any of our master classes, we've talked about the the power of consistency in just about every single pillar. And so, when we can be consistent, people know what to expect from us, and then they do business with us. So, a lot of times we talk about the word trust, or you hear other people talk about the word trust, and what they mean is consistency. I buy the same, since we're talking about ketchup already, I buy the same kind of ketchup every time. Not because I trust them.

[00:13:25]Because they are consistent. Every time I get it, the same thing. If I have a craving, I know what to grab. Every single time I can expect that product.

[00:13:35]Now, this is what McDonald's did, right?

[00:13:38]Every McDonald's that you go to in the entire country or world should be relatively within a very small margin of error, the same.

[00:13:47]I haven't had McDonald's in a long time, but the last time I did was in Singapore, and it was pretty much the exact same that I had back in Kansas City, Missouri. So, um now, I think maybe they had a couple extra things on their particular menu, but the product itself was consistent.

[00:14:05]The The delivery was predictable. It looked like a McDonald's sandwich. It tasted like a McDonald's sandwich, even though I was literally half a world apart. And so, that's what we're trying to do. Can you deliver something that's consistent that doesn't require your input or your team's input in order to do so?

[00:14:25]And then, most importantly, this is going to free up your time and resources. So, as founders, as leaders, as people who just happen to have a heavy workload, regardless of what position you're in, usually the first thing we want to do is free up our time.

[00:14:40]That's kind of intuitive. We recognize that. But we don't often think about it as freeing up our resources. Now, those resources can be reallocated to other things. And that is really, really key.

[00:14:53]As you work through this and productizing your services, you'll notice how many resources get allocated to every single service client that you have. And so, this allows that to change completely. To again, package it up, put it in a box, stick it on a shelf, and then use those resources elsewhere. So, you build once and then come back and check as opposed to having to build fresh every single time.

[00:15:19]So, let's [clears throat] let's talk about this difference here. We need to first kind of understand what growth is and we need to understand what scale is and then we'll talk about the difference like we talked about at the beginning.

[00:15:30]So, growth is very very simple.

[00:15:34]Growth is this.

[00:15:35]We add more input, we get more output.

[00:15:39]If you're taking notes, this is something to write down. We add input, we get output. That is growth. That's a growth model. If you hear people talking about growth agencies, all of that it means they add more input and you get more output or they're just completely butchering the definition of the word which is happening a lot. But, that's okay. So, this is truly where most of us kind of start out, but it is a trap. And it's a trap that most of us don't get out of.

[00:16:06]It's kind of difficult. Usually, we have to hire coaches, consultants, somebody from the outside to come in and package up our stuff for us to get it.

[00:16:15]But, you're not going to have to.

[00:16:18]When we are adding more in to get more out, we're literally, to use a cliché, adding more fuel to the fire.

[00:16:29]And that fire can really only get as big as the amount of fuel that we're going to put in.

[00:16:36]You hire more people, you work some more hours.

[00:16:40]Maybe you add in new resources, get new tools, get new systems.

[00:16:47]Whatever it is.

[00:16:49]This is a good model for a lot of people to a point. If you want to build a business that takes care of you, takes care of your family, and just kind of is maybe an equivalent to a job where you're working for someone else, a growth model is good.

[00:17:07]Not to say that all growth models can't get bigger and can't provide more for you. It's just understanding there's a an old saying, "What got you here won't get you there." And comes from uh Marshall Goldsmith and we've actually quoted that before in other master classes, but the the key to understanding is that growth can be fine to get you started, but growth and scale are very different. And that's that's really what we want to illustrate here because once we've really got started and we got our wheels underneath us and we know what our customers want and we kind of we can we can go do deeper research. We're not just guessing now. We have real clients, we have real feedback that we can use.

[00:17:50]This starts to become a lot easier. So, it's it's actually harder to go scale up front. It's easier to start with growth, figure out where you are, really kind of get that that messaging fit right and then go into the scale side of things. And it is important because often times if we start with scale first, we could really scale problems. And we don't want to scale problems. We want to make sure that we get it right first. So, the growth model is fine. If you're there, don't feel guilty, don't beat yourself up, don't think you need to start all over. Just understand it's a phase and the next phase is to move to productization.

[00:18:24]So, let's kind of contrast this with scale because the the kicker with growth and it's the worst thing about growth models, it's always kind of like it's the thing that keeps me up at night anytime I think about growth models, it's that if I stop, it stops. And that I can be extended to my company, my people, my tools, whatever, but if I stop, it stops.

[00:18:46]And that sucks for most of us, right?

[00:18:50]It's if you're in sales, you might be used to this. If you have a single commission transaction or something of the sort where you sell a product and then that's it, you go find somebody new.

[00:19:00]If you don't find somebody new, you don't sell that product, you don't get a commission, you don't get paid. And so, that that becomes, you know, tiring.

[00:19:07]Obviously, that that can get old really quick. And so, when we contrast this and we look at scale, things start to get a little more interesting.

[00:19:16]This is about exponential expansion. This is about geometric expansion, meaning we're not just going in a linear fashion. We're we're growing in every way possible.

[00:19:27]And we're able to increase output. This is the the key to scale. We're able to increase output without increasing our input.

[00:19:37]So, kind of think about it like this.

[00:19:40]The biggest forest fires that go, the ones that burn millions of acres, are typically started with like a cigarette, right? Or a single match that starts the whole thing. It didn't take more matches. It didn't take more ignition to light more on fire. You did it once.

[00:19:59]It caught everything on fire and continued to grow and grow and grow until somebody put it out. So, we end up with millions of acres burning here every year, all over the world every year, not just here. So, that is a really good illustration of what you want to do in your business.

[00:20:15]How can you start a single spark and let it burn, let it keep burning and growing forever, right? So, not just maintaining the same size, but growing that flame, consuming more trees as it goes along.

[00:20:27]When we do this, to do this, we want to leverage systems.

[00:20:33]Imagine that. Processes, go figure, and products to serve vastly more clients.

[00:20:41]Right? So, if I could serve one person with my growth model, then could I serve 10 people with my scale model in the same amount of time?

[00:20:51]Possibly.

[00:20:52]So, we're [clears throat] going to look at a couple of examples here where um companies scaled way further than you may realize with much smaller teams than you may realize.

[00:21:06]And we're going to look at some of the outcomes that came from that as we go on.

[00:21:11]But for now, we really want to focus on, again, detaching from the outcome.

[00:21:18]I do not want my work, I do not want my team's work, I do not want any level of input tied to the output so that I can put in a dollar and I can get $17 back.

[00:21:30]That's what I'm what I'm looking for, not just one and one.

[00:21:33]So, um this is where you are going to really, really focus on those processes.

[00:21:40]This is the goal. Like I said, this is where we all want to get to at some point.

[00:21:45]Um I urge you, do it now. Most service businesses are in for a huge wake-up due to AI, automation, and robotics over the next few years. I urge you to scale now because growth models are going to struggle.

[00:22:03]Okay.

[00:22:04]Let's start to visualize the difference here between growth and scale because people get this mixed up all the time.

[00:22:09]People that uh make content all the time use these words interchangeably. They're not. They're very, [clears throat] very different. And the easiest way to really understand them is, like I said, just the input output.

[00:22:24]Let's let's dive in a little different differently here. So, growth if you know me, you know I like buckets.

[00:22:31]Uh growth is kind of like filling an individual bucket by hand.

[00:22:36]You're trading that money or time or uh resource for the outcome.

[00:22:46]It's manual.

[00:22:48]It's laborious. And ultimately, it it stops the moment that you stop working on it.

[00:22:56]Like I just mentioned, like that is a frustrating feeling. If I stop putting more and more sand into this bucket, then it stops where I stopped.

[00:23:09]There is no carrying on. There is no further fruitful reward from my work.

[00:23:16]Scale, on the other hand, is more like building a pipeline.

[00:23:22]I'm not talking about a sales pipeline in your system. I'm talking about a pipeline that moves things. Think about an oil pipeline, right? That was a very different idea that Rockefeller had as opposed to well, we could fit so we could fit X number of barrels on a train.

[00:23:38]Trains gave him a hard time. Not to get into that part. So, he said, "Well, wait a second. What if I just built a pipeline that could move from a refinery to wherever it needed to go from there?"

[00:23:53]That's a scale model. He no longer needed each train cuz each train could only hold so much. So, he was limited, he had a ceiling. And so, building a pipeline changes the whole game. It's really literally the reason why most of our houses are lit right now is because Rockefeller was so determined to get his oil everywhere. He used a growth model first with the with the trains and then he moved to a scale model building his own pipelines.

[00:24:21]And so, that's what we want to do. We want to build our own pipelines. We want to remove anything that would cause extra input so that we can get the maximum output that's possible. Whatever that is in the the sector that you're in.

[00:24:33]And so, think about as this pipeline is running, what is it doing? It's able to just fill as many buckets as you could put under there, right? Just as much as you want. You don't have to manually do it. You could just set the bucket, it'll fill itself up. Nope, there's no work for you involved. And so, that's what we want to do conceptually within our business is eliminate any of the added work that goes in and ultimately be able to get more out.

[00:24:58]This is efficiency-ish.

[00:25:01]It's really more effectiveness. And so, efficiency is usually kind of defined as um being able to use all of your resources to get something done. So, if I'm efficient, I maybe I don't need to ask for a lot of people. I have the right tools, the knowledge, skill set, whatever to get this done.

[00:25:17]But, that's not the same as being effective. And so, scale is about being effective. Getting the job done, not necessarily saying that I got it all done, or I did it in the most efficient way. Most effective way got it done. And that's really what scale is.

[00:25:32]And so, this is really I just want to make this clear. I'm not just trying to make some kind of academic level distinction.

[00:25:38]That's not it. That's absolutely not it.

[00:25:40]It's not a dictionary lesson or anything like that.

[00:25:44]What we're trying to do is understand that most businesses think they're in scale mode, or talk about scale mode, and they're not even set up for it. It's not possible based on the way that they're currently configured. So, they have to go back to the drawing board and think about how do we move from growth to scale? It's not just a magical word you say, "Oh, we're scaling now." That's not true. And honestly, using the wrong playbook is going to hurt you eventually. It almost always does.

[00:26:11]And so, we want to make sure that we're using the right one.

[00:26:14]We want to make sure that we're operating our business the way that we want. And that really starts by addressing what you don't want. You don't want to trade time for money. You don't want to have to hire more people. You don't want to have to train more people. You don't want to have to pay for more systems and this and that and the other thing. And so, um you know, that's kind of where it all starts. And we want to shift away from that. So, let's talk let's talk about productizing here. Because oftentimes I feel like this conversation comes up for SaaS companies, for software companies. But, literally every business can productize in some way.

[00:26:50]Um there is a wonderful book from Esha Tierney Armstrong.

[00:26:55]Highly recommend it. Um, we'll list it again at the end, but there's a wonderful book called Productize, and really it's it's I mean it's a masterpiece. It does such a wonderful job. Consultants for an as an example could productize their frameworks into either courses or toolkits. See that a lot, right? Buy my course, buy this, buy here's my free toolkit. Um, [snorts] or not free, but here's my toolkit.

[00:27:22]Agencies on the other side can productize their services into standardized service packages. So, um, instead of we get you more leads, it could be we um, we deliver five SEO articles per month.

[00:27:41]Great. That's an exact number. There's no if, ands, or buts about it. Um, we're not going to negotiate on the price. It's a it's a product. You can literally buy it off the shelf. You don't need to get on a call to talk about it. You say I want five SEO articles per month. I've got five SEO articles per month listed on my site.

[00:27:58]You buy it. You check out. We deliver.

[00:28:01]Everybody goes home happy. Very, very simple transactions.

[00:28:05]Just like a store. How can you be a product on a shelf at a store?

[00:28:10]And so, even um, some more traditional service businesses could package their expertise, um, or really just kind of like standardize their delivery models.

[00:28:20]Really, the best way to go about this is to think about what do you do really well.

[00:28:29]What could you make repeatable? Now, you may not have all the right tools, the right resources, the right knowledge yet, but in a perfect world, what do you do really well that could be repeatable?

[00:28:40]And if you can really figure that out, you're you're probably going to have more than one. The first thing that pops into your head, write it down, that's fine, but keep going. Don't assume that the first one's the the best thing possible, right? And guess what? You might want more than one service one product tied service at the end of this.

[00:28:57]So, make sure you continue going. Don't stop that train of thought. Once this starts, I feel like it's kind of like like a dam got released and all this water is flushing out, right? Just rushing out. And that's kind of what it feels like to me to go from the the the growth model to the scale model. Once I start seeing it, it's like, man, I see it everywhere. I see it everywhere. And so, that's what I'm saying. Just understand that this is is a mindset shift that's going to take take over. And eventually, you get to the point where every single task you look at, you're like, man, how could I systematize this? How could I make this so that I never have to do it again?

[00:29:37]Things start to change. It's It is kind of a software mindset, but it does apply everywhere.

[00:29:42]And so, it it it opens up new the mindset opens up new possibilities. Like I mentioned at the beginning, you will have unlimited possibilities through this because there's unlimited ways to package our stuff, to position our stuff. And so, it it really never changes. Go to the store and see how many of the same type of products are there.

[00:30:04]Sometimes, it's just different packaging between one and the next. Sometimes, it's one or two different features.

[00:30:08]Sometimes, it's a different angle, right? So, you'll see it even in a different a different section. Instead of being over here, it's over here because they took a different angle for it, right? So, now it's a health food instead of something else.

[00:30:20]My point is, you can you don't have to be one of one. You don't have to do that to scale. You just have to figure out, what are you great at? Not necessarily better than anybody else. Don't don't worry about that right now.

[00:30:32]The focus is on what are you great at that could be repeatable. And then, we can move forward.

[00:30:39]Okay. So, let's start looking at some real-world examples because I know this is kind of a heavy topic and um it's kind of hard sometimes to to put into action. So, I've got a few different examples that we can look at here and all I ask is that you find whatever resonates with you, take a quick note about it, let it kind of sit on the backburner of your mind. This This will creep up. You will start to look for ways that you can productize through this process by looking at others.

[00:31:09]And so, let's let's dive in.

[00:31:12]Um the the productization in action here for a marketing agency usually means, you know, we're going to move from custom proposals, hourly billing, and ultimately scope creep. If you're in agencies, you know scope creep. It is the worst. It's one of the main reasons why I didn't want to keep my agencies running and it really is um it's kind of that retainer model. It's getting away from that retainer model of like, "Yeah, we're just here for you.

[00:31:40]Whatever you need, just call us. We'll work on some stuff." And instead, we want to um really kind of think about fixed scopes, upfront pricing, set timelines, um very very clear deliverables in those scopes. And so, think about it like instead of we help you rank first page of Google, what about like a 30-day SEO sprint package?

[00:32:07]That's a package I can buy. So, in 30 days, I can roughly get what I'm after, right? I can draw that own conclude my own conclusions there.

[00:32:15]Um it's a quick package. It's 30 days. I can do 30 days. No problem. 30 days is soon enough, right? Um the price point would be there if it was on a site. And so, I could I could make almost all the decisions I need right away and literally grab that off a shelf. Maybe I need to ask somebody for help just to be sure about something.

[00:32:36]But most of the sale is done. Right?

[00:32:38]Almost everything is already handled.

[00:32:39]I'm just asking my last few qualifying questions for myself before I buy.

[00:32:45]And so we've used some of these terms already, but this is how you get to that predictable delivery and consistency.

[00:32:55]Right? The scale model is how you get there. If I'm giving out this package that has let's say five things, maybe a couple guides and a call, that's going to be the same every single time as opposed to if I'm just trying to get everybody first page, I may do it different every time. Right? Your business is different than their business and so I had to do things a little bit differently and because of that maybe I had to go learn something or I'd hire specialist to come in or the tool took longer to use, whatever the case. There are all of these factors in the growth side that do not play into the scale side. So make that distinction very, very clear within your business.

[00:33:30]And understand that um you know, if you are an agency, this is one very easy way to create that repeatable productized offering that you can scale, that you can make a lot of money with. Um I don't think a whole lot of people got into marketing because um they love it initially. I think a lot of people got into marketing because they're either fascinated by it or they wanted to make a lot of money. I think the falling in love with marketing comes a little bit later for the folks that do.

[00:33:57]Um so if that's you, great. Look for look for ways that you can productize your offering and your agency life will be much easier.

[00:34:06]So let's talk about um consulting services next because it's also something that I have tons of experience with. And so it's a little different than an agency, right? We're going to look at most most consultants end up selling their time.

[00:34:25]Right? And then and so because of that they limit their income. They say I'll work with you this many hours for for much and that's it. There's a cap.

[00:34:32]There's only so much so many hours in the day. There's only so much you can do. There's only so much capacity you have cognitively. And so there's a limitation. There's a wall or a ceiling, whatever. There's There's something keeping you from going as far as you maybe could as far as you potentially could. And so productization kind of changes it by shifting the focus to selling intellectual property.

[00:34:57]That sounds crazy, right? You're going to sell IP instead of holding on to it like it's this little thing that everybody has to come to you for. You're just going to go show the world. You're going to sell it to the world. Now, obviously, you want to package it up, your expertise, your frameworks, your SOPs, whatever it is that you have, you want to package that up so your IP is protected, of course.

[00:35:15]But what we're doing here is we're selling it. We're We are selling it.

[00:35:18]We're offering it to people. We're saying, "Hey, you could do this yourself. You can Maybe it's not even you. Maybe you have somebody in your company that could do this for you. You just need the guide.

[00:35:27]Maybe you work with a freelancer that you really, really like, and they just don't know what to do next." And so, you just need some advice. So, as a consultant, a lot of times, we are pointing holes picking holes in things and then just pointing directions, right? And so, understand that that that's what people need from you as a consultant. When people are coming to you, they're looking for somebody to give that to diagnose and give them the next step. And so, that's what you're able to do. You're able to do it better and faster than ever. Um A doctor is a consultant in so many ways. And so, here what you're trying to do as a doctor is you're trying to sell the cure, not the doctor's time. You're not charging per hour for the doctor. You're charging Maybe you charge per visit or whatever, but you're not getting charged based on how long that doctor was in there. Cuz if so, medical care would be a lot cheaper, right? They're in there for 3 minutes and then they bounce out and then it's all over, right? And so, what they're selling is the outcome. The outcome of you feeling better, of you being healthier, you doing what you used to do, feeling like you used to feel.

[00:36:28]Not the doctor's time.

[00:36:29]And so, um this approach really I mean, it it works in a lot of industries. I just want to make sure that you have kind of a a good idea of how it can work in in um both agency and consulting cuz I feel like those two are two of the more popular industries that seem to struggle with productization.

[00:36:51]Although, you do see some that just absolutely kill it. And um if we have time at the end of this, I'll share.

[00:36:57]Otherwise, just come into the mastermind community, we'll talk about it. Probably at NLC here. So, um okay.

[00:37:03]Carrying on with productization in action, we are looking at um legal services. Now, this is kind of interesting. A lot of people wouldn't think about that, but the legal services kind of face the same growth trap cuz they have billable hours. And so, every new client means more linear effort, right? You just have to keep growing at the same rate. And so, at a certain point, you end up having to hire other attorneys to work with you, um a bunch of paralegals, right? Like, whatever it is, you need all the support. I'm not an attorney, so I'm probably saying the wrong thing. That's not the point of this, but the idea is to make sure that you don't have to, you know, grow your business every time you get a new customer.

[00:37:45]That's not the ideal scenario. That doesn't exactly play out. I got a new customer, but I have to pay more. Got a new customer, but I have to pay more.

[00:37:51]And so, we're trying to avoid that.

[00:37:53]And so, >> [clears throat] >> one way that productization helps with this would be legal templates. So, if you're an attorney watching this, and you don't have legal templates that you offer to the public, you're just flat out missing out. I know it's because maybe you think you could sell um for more money if they came to you direct, or that everyone's unique and all of this and that. I will tell you that over the last 5 years, I've spent more money on templates that came from attorneys than I will spend probably in the next 10 years on attorneys. And so, um people that I really didn't even know, I was able to just look at their stuff, verify that it was accurate, and then move on. And so, um you know, maybe you could have something like a startup legal kit.

[00:38:37]Um something, you know, there's something that you could create once and then sell it infinitely, right?

[00:38:43]Contracts, NDAs, terms of service. All of these are things that you are uniquely qualified to create and then sell. And the beauty of selling the productized service for you attorneys, because I know that this is going to be a big sticking point, is that you can sell the template and then upcharge a service for those who want something further, something personal. This isn't good enough. So, now I can have most of the people take the template, maybe I put some instructions with it, let them go customize it themselves, as opposed to over here, I say, "You know what? If it's too much and it's just too complicated or you don't have the time, we'll do it for you, but we're doing so at a premium now." So, we're able to raise our pricing for the service style instead of just having product.

[00:39:33]And so, they they work together. It's not saying that you're getting rid of all of your services, it's saying that you're productizing what you can so that you can scale.

[00:39:42]And then the beauty of it is you don't have to work with everybody that that wants to work with you. You get to choose, right? Because you've already collected, you've already gotten paid.

[00:39:50]So, your business is already profitable if you set this up properly. So, now you get to be a little more choosy of the service side of things, right? You have more options. Feels a little better. And like maybe the cards are stacked in your favor instead of against you.

[00:40:07]And so, once you create it, like I said, you package it up, you sell it infinitely, or um you could do flat fee audits. Now, this is kind of an interesting one because it's still a bit of a service, but it's a product It is a productized service. So, um you're not delivering it with code.

[00:40:23]It's not something that you just ship over. You're still going to do the work, but it's within a very tight box, right?

[00:40:29]And so, something like an IP risk assessment that has a very, very clear and fixed scope and price.

[00:40:37]Um another thing that can work would be subscription councils. And so, we're seeing this play out all the time. This is actually something that um I've used myself. I've worked as a fractional consultant before. Um that was on the consulting side, not the legal side. And so, here comes a little different because you get to step in as fractional general counsel. Um depending on your specific background, sometimes you can always step in as like a CFO or even a chief strategy officer. And so, those are um fractional positions to where people could get a small portion of your time without having to pay the massive fees or fines that you're going to charge for your service, especially now that you can raise your prices. And so, um it just allows a uh lower entry point for the market so that you can talk to more folks. Um and then ultimately sell them into your more expensive packages if if they're a good fit.

[00:41:33]Okay. So, let's take a look at tech companies cuz this is the most ideal for tech companies and some of the best examples that we're going to find.

[00:41:41]We've already looked at um how we can adapt this everywhere else, but I'm telling you this is really where it starts.

[00:41:48]And so, for the ultimate example, maybe one of the best ones that I can give, I talk about it all the time, the difference between growth and scale is um when you think about a place like Walmart, that's a growth model, and you think about a place like Instagram, that is a scale model. Well, what's the difference? Well, Walmart is one of the largest employers in the world. And then, Instagram was acquired for a billion dollars and they had 30 million users and 13 employees.

[00:42:20]That's scale.

[00:42:21]Right? They didn't have to go hire a new person every time they got a new account or five accounts or 10 accounts or I mean, even a million accounts. It means each person was if they were all in the account service, they were servicing over a million accounts. Think about that. That's wild.

[00:42:41]That is an example of what's possible.

[00:42:44]We also look at X. When Elon took over X, there was a huge cleanout, right?

[00:42:49]Fired a bunch of people, went with what they do at Tesla, and kind of stripped down all the way and then hired back when they when they went too far.

[00:42:58]By doing that, by cutting almost 80% they have consistently achieved record highs for usage, for um like actual user logins, for um streaming, and they're coming out with new features. Like, it's wild. They're doing so much more with so much less. Now, depending on what news you read, whatever, we're not getting into the politics of it. Maybe you hear something different. Skip all that. Look at the facts. Look at the stats. X is doing better than X has ever done and it's doing it with fewer people. Not because it's about replacing people, it's about understanding that the wrong model was applied. And so, by switching from the growth model to the scale model, it eliminated a lot. It eliminated a lot of bureaucracy, it eliminated a lot of a lot of um bosses, we'll say. A lot of managers and a lot of mid-levels, a lot of people who weren't actually contributing to the outcome. And so, if these massive companies can do it, why can't you do it? Why can't we make small changes to move closer to the scale side? We should be able to.

[00:44:06]Now, code is really or has been for years the ultimate product I service. Some of the richest people in the world got there because of code. And so when we can package our code IP and sell it, then we have things that come along like Windows, like you know, like X, like there's just any of these software companies. You're selling a license to it or you're selling the whole thing. And so it's a it's very very scalable.

[00:44:36]All right. So let's talk about the core idea behind this kind of product on the shelf mentality which you know, obviously we've looked at some examples here. But really what we want to do is is have this idea of your service, whatever that is, coaching, consulting, legal, whatever. Whatever, there's so many areas.

[00:45:02]Imagine that you walked down a store, like say it's Office Depot or Office Max, whichever one is or Staples, right?

[00:45:08]You walk down the aisle and you see your service sitting there on the shelf.

[00:45:14]What would it say?

[00:45:16]It needs to have a clear name.

[00:45:18]It needs to have defined features.

[00:45:21]It needs to have a set price.

[00:45:24]Now, in other master classes we've talked about features and benefits and this and that. This is not about the marketing that goes into your product.

[00:45:31]Talking about the product first. And so if we're talking about the product first, we have to focus on the features.

[00:45:36]What are the functions of this product?

[00:45:39]And so we don't want to have long demos. We don't want to have custom proposals.

[00:45:45]That slows things down. That kills the process.

[00:45:48]We want to make it to where the client knows exactly what they're getting, 100% of what they're getting and ideally what they're not. Think of this, think of it kind of like an audit. You get a fixed scope, maybe a PDF report. Um takes you about 1 week to turn around and there's a set price for it.

[00:46:10]Or you could do a sprint, right? So I'm just different examples, adapt them to fit your business. So a a sprint is obviously in this instance is a bigger project. It's a one-time project, right?

[00:46:21]And so we're saying $15,000, but you get implementation, three core systems set up and then team training. Right? So very clear. You get what's in this box.

[00:46:30]You're not getting everything else.

[00:46:32]If you have other questions, you need something else, then that's when you can talk to us. And then obviously we have the partner here and so the partner is, you know, as an example, quarterly reviews, access to IP, support tickets, you know, and it's coming with a it's getting an extra level of care, an extra level of attention, an extra level of features, more access, whatever the case may be. And so it comes with a higher cost. And it puts me as a consumer in the driver's seat for me. It's not you coming up with a custom project for me.

[00:47:02]It puts me in the driver's seat to say, "You know what? These work for me." Or "You know what? I actually thought I wanted a lot more, but based on my budget, I want this."

[00:47:10]This opens the door to more possibilities for you, more than you've ever imagined.

[00:47:16]If you think you're a great salesperson and so you need to be on the phone, you're not that great of a salesperson.

[00:47:22]Take everything that you know about sales and put it into product creation and just packaging it up and I promise you will have a better output. It may not happen in day one, but over time consistently doing this and looking for other areas that you can productize your service, this will pay off massively.

[00:47:41]And so, you know, the example is to keep everything clean, everything clear between them so there's no overlap. I shouldn't have a ton of questions, but maybe you're going to have an FAQ section right beneath this so that I can immediately answer anything that came up. Um but ideally you want to be able to answer it right there, as quick and clear and clean as possible.

[00:48:01]And so, um, the next concept here is really the disconnect. So, we understand the mentality of putting the box on the shelf now.

[00:48:09]Let's talk about the disconnect. And this is probably the hardest thing that everybody's going to go through.

[00:48:14]Because we have to disconnect the person from the production. That's really, really important. And so, if if you want to scale anyway. It's not if you want to grow. Like, if you want to stay in a growth model forever, fine.

[00:48:30]Maybe shut this video off. You're done here. But, if you want to move to the scale model, where you start to see those exponential returns, this is really kind of the the enabler. This is you have to get out of the way. You have to eliminate yourself from the process.

[00:48:44]When I say yourself, I mean you, your team, whomever, right?

[00:48:48]Um Seems like a good point to bring this up. Hiring a VA is not scale. That's a growth model. I had to hire somebody.

[00:48:58]Right? And so, just because they're not here, you don't see them every day, whatever, doesn't mean that you've magically changed over to a scale model.

[00:49:05]So, when you, um, are out there on social media and you're saying, "We're scaling." Just be more realistic. We're growing. You You know where you're at. And that's that's okay. It's not necessarily a competition between growth and scale.

[00:49:18]It's a decision. And so, um, just understand that. It's It is important that that, you know, just hiring another person doesn't mean that you're in scale mode. So, um, remember, you're not the product. Your method is, your methodology, um, whatever your mechanism is. If everything is still in your head or your team's head, or you got that one rock star that just they take care of everything, then you have a bottleneck and you cannot scale. Because there's going to come a point of time where you're going to need presence. You're going to need, um, expertise. And because they haven't been prepackaged, you have to go back to that person. You have a a point of fault here. And so, as I said, unscalable, um but the beauty is if it's in a playbook already, so if we have We've talked about playbooks.

[00:50:03]We're not going to get into the difference between SOPs and playbooks and frameworks and all that today, but I encourage you to go watch that other masterclass where we did We went in depth over these. But if you have your playbook already in place, then it's as simple as saying it's in the playbook.

[00:50:18]Right? We don't need to go get this person. It's in the playbook. We know how to run this play.

[00:50:22]And so, um ultimately, you know, this is how we get to that infinite scale, how we get to truly unlimited possibilities is having a playbook for everything.

[00:50:31]And that's a hard thing to do at times because it requires you to sit down, be still, and think through all the things that you take for granted. Right? I do this when I set up an account, I do these 15 things. Well, I really do 25 things, but 10 of them are so natural to me that I forgot to document them. I got to document those as well. And so, that's where it becomes a little difficult at times. Just go slow and do one process at a time.

[00:50:58]So, let's talk about how to actually get this going, right? We've talked a lot of theory. We looked at some examples, but you're you're really ready to get going at this point. And so, the first step is to figure out what your core value that you offer is. And I don't mean core values like integrity and honesty and blah blah blah. What I mean is what is the core value that you offer to the marketplace? What do they get? What utility do they get from what you do?

[00:51:24]And so, um you know, in this in this environment, the utility, the the core value is education. I want you to be more educated and more informed when you leave this masterclass than you were when you started this masterclass. So, that is the core value here. And so, what is the core value that you're providing? And this is not just about what you can do. Or I could do this. I could do this, I could do this, I could do this. And how do I just choose?

[00:51:50]This is about what you do best and most consistently.

[00:51:54]I'm going to use myself as an example for this because there are a couple things that I'm very good at and I know that I'm very good at, but I will not do consistently. It's like It's worse than pulling teeth. You can't get me to do it consistently.

[00:52:06]I, for example, am phenomenal at building systems. I believe, I'll toot my own horn, fine. I will build a system.

[00:52:15]I am horrible at using that system. And so, I'm really good at setting up processes and systems and letting others run inside of them. I'm really bad at using it myself. That's just not how I operate. I'm always in build mode. And so, even for me to go back to ClickUp and document what I'm doing is ridiculously tough for me. It's not something that I do consistently. And so, that's probably not it, right?

[00:52:36]Running somebody's ClickUp for them would not be a good or setting up Setting it up would be great, but running it, managing it would not be a good fit for me, right? And so, think about um another kind of angle here is to think about the most expensive problems you solve for the clients. Now, that's not always finance, right? But what is the most expensive problem that they have?

[00:52:59]What pain points are they always willing to pay to remove?

[00:53:06]The The question I like to ask is um you know, what is a problem that everybody has and nobody wants?

[00:53:15]Can I package that up? Cuz if so, now I'm onto something. That's our signal.

[00:53:21]That's how we can look for patterns. We can figure out what processes need to be repeated. We can start to put together our our playbooks.

[00:53:32]And ultimately, we can figure out what, you know, what deliverables need to be there. What do we How can we repeat this?

[00:53:40]How can we turn this into a universal process that everybody within here to here can fit into, right? Not the extremes, not the fringe cases, but the bulk.

[00:53:52]We're always trying to sell to the masses. And when we do that, we're really starting to create that that secret sauce of our own business. And that's that's where the magic happens.

[00:54:01]If If you have something secret that they have to get on the phone with you, now we want to switch that over and we want a want a product to have all the secret sauce in it, right?

[00:54:12]It's really kind of the foundation of everything.

[00:54:17]Once you've nailed down that core value, and you piece this together, you're really ready to start defining how you'll package it. So, first is find the core value, then we're going to talk about defining your package.

[00:54:32]And this is like um Well, the best way to say this again, I'm going to use some software terminology. If it's new to you, I apologize, but understand just the the concept is still the same.

[00:54:44]You want to start with your minimum viable product, your MVP. Minimum viable product, meaning what is the base level, the most basic product that I can provide that solves a problem? Not every feature, not every doohickey and widget, that's the wrong way to go.

[00:55:02]I can tell you from somebody who's built a lot of software, particularly for other people, that is the wrong way to go. We want to start with an MVP. We want to get that functioning so that we can say, "Okay, did this work?" We can gather feedback, right? So, um we want to give it a name. That's important. Got to have a name. Um we want to um obviously, we want to make sure that we are focused on um the name as the package, meaning don't sell consulting, you're going to sell the um double your sales system.

[00:55:42]Right? So, I help people sell more.

[00:55:44]Great. Well, I do so through X, Y, and Z. You can buy these products that I don't have anything to do with. And one of them is the double your sales system. And so, um whatever it is for you, make it a tangible thing. Again, try to make it something that they could they could envision pulling off the shelf. This may seem wild if it's digital, but remember that we used to go to the store to buy software. You would buy it in a box that's about this big, and it was virtually empty. It would have a CD in there, and that's it. You pull it out.

[00:56:15]Done.

[00:56:16]But it came in this big box. It sat on the shelf. It took up retail space, all that. We had to drive over to get it. It wasn't just a simple download.

[00:56:23]So, imagine that. Imagine if Windows could put themselves in a little box on display, what could you do? Same same type of mentality here.

[00:56:33]Um Next, we want to define the fixed scope, what's included, and and most importantly, what's not included. We do this, we don't do this.

[00:56:42]Clear boundaries are crucial here, especially if people know you as a service business.

[00:56:50]Because service business, we think we just call you up. This is your This is what you do all the time. You should just handle it, right? And so, this is a very different way to set those boundaries and say, oh, this is this is what you get here. Anything else, that's a different conversation. That's a different product. So, it makes it very clear.

[00:57:10]Um then we want to obviously, we want to, you know, publish this and get it out there. We want to remove the friction anywhere we can. Now, this is this goes to all kinds of sales, marketing, every single pillar. Remove friction. Always remove friction. But in this particular context, it's proposals and negotiations that we're trying to remove.

[00:57:31]Because with those there, it really makes it tough to um to scale, right? Because you somebody you somebody has to be involved, whether it's a you know, oh I just hired a company that does sales for me. Great. Those are people. That's a growth move, right? And so um make sure that we we are very clear on that. And then finally we want to establish this one-way rule.

[00:57:58]So we kind of we standardize delivery.

[00:58:00]So one way just means that we're we're going to ship this to you. It's not coming back. It's not a it's not a back and forth like coaching or consulting or an agency work, right? We're not we're not coming up with plans together and strategizing all that. We're I'm delivering to you what we said we were going to to deliver and then it's delivered. It's done. If you have a problem with it, obviously let me know, but you've got the product, right? Just like if I was going to order something through the mail or go to the store and grab it.

[00:58:25]This allows you to do it the same way every single time.

[00:58:30]And when we do it every the same way every single time, then we can start to look for ways to improve that. And so if I try to change after every single time I ship my product, then how do I really know what's working and what's not, right? I'm always going to be reactive.

[00:58:46]If instead I do it a hundred times before I make a change, well now I have a hundred examples, right? And so if three people didn't like it, well I've got a three percent people that didn't like it. Ninety-seven percent did, so I'm not going to change anything.

[00:58:59]And so it's really about making sure that we have enough context before we make changes.

[00:59:04]And so consistency is is really about giving yourself enough time to see the data play out and then making your adjustments and then sticking to those and then letting that play out more.

[00:59:17]When we make adjustments, I highly recommend this is not in here, but I highly recommend as you make adjustments that you do so in a scientific way. Only change one thing at a time. Don't go try to throw the whole kitchen sink and everything and then not know what worked. It doesn't really help you in the long run. So, we want to change one thing at a time. This level of um control, this level of clarity, this level of consistency will pay off for you.

[00:59:42]Okay, almost done here. Let's talk about building the system.

[00:59:46]This is the engine of scale. So, the first thing that you have to do is documentation. You got to document everything. You got to write things down that that you've never written down before about the process. They have to go into standard operating procedures.

[01:00:03]Again, we've talked about this in the past. Please watch that other video if you want to understand SOPs and frameworks and playbooks better. But, for this purpose, you want to make sure that you get everything out into an SOP step-by-step. There are plenty of great tools. Go to our directory. You will find great tools like Scribe that works really really well for creating these without a ton of extra effort. And so, get all of your SOPs. Over document. Get so much stuff documented like if anybody ever asked you a question, that goes into the documentation. Every single step. Context, context, context. Not just why you're doing what you're doing, but why you are doing it.

[01:00:43]Second, then you're going to create templates.

[01:00:46]Don't start from scratch each time.

[01:00:49]Please.

[01:00:50]Build pre-made assets, scripts, checklists, whatever it is that you need to deliver your product and make sure that you use them. Okay? So, I've had plenty of people that we built templates for or I've seen them built templates and then they don't use them. It's like, "Oh, it's just quicker not to." No, it's not. It never is and it hurts your consistency and that has kind of an invisible effect on your business. You don't see it immediately, but you feel it down the road.

[01:01:20]Okay? And so, we want to make sure that we document all of that, and then third, then we will automate tasks. Now, I'm kind of going slow and making a big deal about this because most people will start with automation, and then I go look and they're like, "Oh, where's You wrote this from scratch. Where's the templates that you're using?" Oh, we don't have templates yet. We're going to do that next. That's backwards. Okay, what about the documentation? Show me how this works outside of the system.

[01:01:50]No, I don't have any. Like, we need to go back and do that. Like, almost always. This is so common, right?

[01:01:56]And so, make sure that you go in the right order because wherever you build your automation probably isn't going to be around forever.

[01:02:02]Right?

[01:02:03]So, what's valuable here is your documentation.

[01:02:06]What's valuable are your templates.

[01:02:09]The automation is not the valuable piece. It's the final step that makes things move, that delivers value.

[01:02:15]But, the valuable piece is the other stuff. And so, make sure that you do not skip that. Please, please, please do not skip that. The more detailed that you can make this, the better that your system will be in the end. And the better your system, the less that you have to be personally involved or personally needed for every single delivery.

[01:02:32]And I think that's what we all want to get to here. This is how we create that freedom. This is how we actually make a bigger impact, right? And so, if you're the kind of person that wants to make a big impact, this is how you do it. You reach more people.

[01:02:45]All right. So, let's take a look at the payoff here because we have been talking about a ton of effort, a ton of work, a ton of reimagining what we're doing, but the payoff is truly it's it's immense. Like, it's it's big.

[01:03:00]Freedom and exponential impact. Those are the two biggest things that that hit me, anyway. Now, there may be other benefits to you, but to me, these are the two that stand out. We can break free from trading our time for money.

[01:03:13]Don't want to do that anymore. And we can reclaim our um we can reclaim that time and use it on higher level strategy. We can use it on process optimization instead of constantly having to handle every step of the process. And that makes our business become operationally efficient.

[01:03:35]That is the goal to do more with less and at the same time to be effective, right? We don't want to just do more with less. We want it to work. We want people to get the benefit to keep buying to become sneezers and tell everyone about us. And so this is going to lead to higher profitability and less chaos, period.

[01:03:58]Your cost of delivery is going to be lower, but your value ends up the same.

[01:04:03]So now you have higher profitability, right? You can even maybe charge more because you're able to deliver it faster and more consistently.

[01:04:09]And so everything is a shift on the other side of documentation, right? Your business shifts on the other side of you doing this the hard and slow way once, documenting everything.

[01:04:22]And most importantly, we we've talked about this a couple times throughout, but you're building an asset. So if your time is tied to something or your obligation, let's say it that way. If you have an obligation to anything, that is a liability.

[01:04:41]But if you have something that provides for you without your obligation to it, that is an asset.

[01:04:47]So we can think about this in all kinds of context, liabilities and assets. You can think about your P&L if you want to.

[01:04:53]Your house.

[01:04:55]If it's costing you a bunch of money, that's a liability. It's in a bad market where the the prices aren't going up, potential liability.

[01:05:03]But what if it's a rental property that doesn't cost you anything and it just goes up in value?

[01:05:08]Well, that's an asset, right? And so it's the same kind of thing here. If I have to constantly work, that's a liability.

[01:05:15]If I get constant gain without constant work, that's an asset. And so every single product that you build should be its own salesperson out there working for your business, helping you to sell more. And that comes down to the way that you package it up, the way that you price it, and the way that you present it to your audience.

[01:05:34]And if you've watched this, you should have a pretty good understanding.

[01:05:38]So let's kind of recap everything that we've covered.

[01:05:42]Remember that scale is not growth.

[01:05:47]Make that clear distinction. Growth is linear, it eats your time, and scale is exponential and leverages systems.

[01:05:56]We want to stop trading hours for dollars as quickly as we can.

[01:06:03]Our key shift is to productize intellectual property.

[01:06:09]We want to turn our service into something that is a standardized asset.

[01:06:16]To do this, we sell the result, the outcome, not the personal availability. Not, "Yeah, I think we can get to this. Yeah, we can handle it. Yeah, we know how." None of that. We're not in those conversations or those competitions to win those clients.

[01:06:35]Your action plan from here should is incredibly simple, and it should be something that you jump into as soon as possible.

[01:06:44]Identify your core value. Again, what is it that you do best and most consistently.

[01:06:54]Next, define your package.

[01:06:59]And then document the process to build the system.

[01:07:05]I really encourage you, even though it may not feel like it today, to stop building jobs.

[01:07:12]What does that mean? Like, don't hire anybody? No, no, [clears throat] no, no.

[01:07:16]A job is is part of that requirement. A job is growth-focused, and it it is requires that input to get output.

[01:07:24]What we want to do is we want to build systems.

[01:07:27]And the systems, and the assets, that will allow us to scale.

[01:07:32]And if you do this, I'm confident that it will work, regardless of what sector you're in. It may take some of you longer than others.

[01:07:42]But if you need further guidance on this, I'm going to, again, recommend this book, Productize, by Aisha Tierney Armstrong.

[01:07:53]This book is the tactical companion to everything that we've talked about today.

[01:07:59]So, today was understanding mindset and getting it right, understanding how we need to think about it.

[01:08:05]This is your next step.

[01:08:08]I cannot think of a more pressing time to do this than right now, with the way that everything is changing.

[01:08:17]And if you really want to make sure that your business not only survives, but thrives, I truly believe this is the path.

[01:08:28]You do not have to productize everything in your business.

[01:08:32]But, there has to be some level of productization in order for your business to scale.

[01:08:38]Go look at all of your favorite companies that are scale companies, and now you're going to be able to figure out, are they actually in growth mode or scale mode?

[01:08:47]And then, how are they scaling? How are they delivering at such a high level?

[01:08:51]Cuz that's what you're going to need to do consistently.

[01:08:54]So, that's it for today. I hope that this helps you. I hope that this moves you further along your process, and gets you closer to getting out of the day-to-day of your business or at least becoming the bottleneck in your business.

[01:09:07]If you have questions, comments, concerns, or you just want to push back on anything that we've covered today, please feel free to use the comments below to do so. We'll absolutely read and respond to every single one.

[01:09:19]Or if you're already in our mastermind, we encourage you to bring the conversation there. Latest day you'll find a a topic that's already been started in the channel about productizing your services.

[01:09:32]And that's the perfect place to ask questions, to get help, and really to challenge anything that we've said here.

[01:09:40]I'm well aware that I may have said one or two things that didn't make sense.

[01:09:44]And so I encourage you to reach out and ask for help, and I will make sure to do everything possible to help you get from that growth into scale stage.

[01:09:54]So that's it for today. Hope everyone has a wonderful day, and I hope that this helps you sell more.