WEBVTT

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And this is what I believe has married the best parts of agency and the best part of building

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an enterprise and making a valuable business and avoided the agency trap that so many people

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fall into myself included. Welcome to the game where we talk about how to sell more stuff to more

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people in more ways and build businesses worth owning. I'm trying to build a billion dollar thing

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with acquisition.com. I always wish pesos, musk and buffet had documented their journey,

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so I'm doing it for the rest of us. Please share and enjoy.

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Over the last 24 months, I added 5 million people to my audience across all platforms and in the

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last 12, I added 4 million. And that was all from organic content. But believe it or not,

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I didn't post on any of those platforms or know much about any of it at all. And so rather than

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try and learn it all myself, I went to experts. And so what I want to break down today is how

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every single one of these platforms, I actually didn't start myself but started with an agency

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and kind of the process that I went through. So if you are somebody who wants to get into content,

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wants to start making stuff, I will break down how I did it so you can model whatever aspects

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of that are useful for you. So first off, I noticed this pattern only in retrospect. So when I get

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into something, I either have to pay in time or you pay money to get the experience. And so I,

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because I have more money than time, I prefer to pay with money. You can learn every platform on your

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own. It just takes more time. But for me, I'd rather shortcut that. And so the next problem that comes

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up is that you're ignorant. So sure, I had money, but I didn't know who was good at LinkedIn or good

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at TikTok or good at Instagram or good at YouTube. I didn't know any of that stuff. And so I just paid

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to get somebody who had an agency to help me out. And the main objective of having that person

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was just to get the basics down is like, make sure that the profiles set up a certain way and

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make sure that I'm doing a certain cadence of posting. And I usually would just lean on them and say,

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well, what are you, what have you seen that works well? And then they'll tell me and I'm like,

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cool, that's what I'll do. And so what happens is once I get in there, because I'm also pretty

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decent at advertising and start to learn that game, I start to see on my own, okay, what does seem

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to do better? What topics are good? How do I present these, these things? What is the audience like,

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et cetera? And so what happened is like phase one is I get what I would consider a basic agency.

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Now I don't tend to overspend on the first people because I don't know anything. So I have no

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context to make a judgment. So I don't want to chill out a ton of cash because I don't know,

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I might be making bad purchase. Once I have more context because I've spent three, six months working

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with them, getting on a consistent cadence, seeing what the audience likes, then I'm like, okay,

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I have more context now. Now I want to learn everything. So I go from beginner of learning the basics

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and doing the fundamentals to how do the top creators create on this platform. And so usually there's

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different tiers of agencies. There's the guys who just make stuff and then there's the people

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who are real pros. And the difference in cost is usually three to five X. So we're talking

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significantly more money. And just contextually here for one brand on one platform, a small one

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might cost three-ish maybe five thousand a month. The more advanced ones are usually in the 15 to

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30 thousand dollars a month. So it's significantly more money just to be clear. But they usually work with

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significantly larger creators who can afford that. And so I didn't have the audience at the time,

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but I had the money so I could shortcut my path there. So then I work with the much better

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more advanced agency, work with the top creators to learn all of the more nuanced pieces of the

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platform, how to package things, how to paste them, all that kind of stuff. Once I finished that phase,

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and for me finishing that phase is I start documenting what they're doing into our processes internally.

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And ideally what we do is we want to start co-creating. So they're making stuff for us

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and we're making stuff for us. And eventually our stuff for us starts to be as good and eventually

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better than the stuff that they make for us. And it should be because I'm only one client of many

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to them and I'm basically renting them as fractional labor with expertise at a premium.

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Eventually once your team has the same amount of expertise or more, they should be better because

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one, they have more time because they're going to fully allocate their time to you. And secondly,

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because they will always have more context on your brand than an agent well. And so by combining

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those two things by having more time and more context, all we have to fill is the gap of expertise.

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And so once we have the expertise gap, then the in-house team should be better than the advanced team.

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And then at that point, you decouple and you let them go. And so this three-step process has

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been pretty much how I have attacked any new platform. And the thing is that this doesn't just apply

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for how I attacked content. When I wanted to learn paid ads, I did the exact same thing. If I want

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to learn cold outbound, I do the exact same thing. So I always want to attack whatever a new platform

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or method is by doing this kind of process. And one of the caveats I have here is that agencies

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many times, and the whole coaching industry might hate me for this, but agencies tend to be better

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a lot of times at doing the thing than the coaches are because a lot of times the coaches did

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something a while ago, had some successes, and then they market those successes, but they don't

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stay up to date. The agencies have to keep doing it. And so they're usually way more in the

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in the trenches of what's working right now. And so even though they don't like to sell education,

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I find that I get my best education from the experts who are actually doing it every day. And

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that's just a personal note for me. Now, on the flip side, if you're an agency and you're hearing

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this and you're like, well, shit, what if everyone does this to me? I think you plan for that,

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which is rather than on the front end being like, I hope this person stays forever. Instead saying,

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hey, let's ramp you up to speed way faster than you could in your own. You're going to learn all

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the basics. You're going to learn all the advanced stuff. And then I'm going to help you source and

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train the people inside of your business so eventually you can do this on your own, because that's

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ultimately what every business owner wants. Now, some businesses might just never want to do it.

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And there are definitely businesses that just never want to get into it and everyone own it and

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they're happy to pay it. In that case, awesome. But for many people, they want to have more control

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of that, especially if they're more brand driven, which you should be if you're trying to make money.

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When I was a baby, my father used to rock me to sleep at night saying, it's hard to be poor with

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leads banging down your door. It's a Hormosi family jingle. I'm just kidding. My dad had no

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interest in that whatsoever. But that being said, if you're a business owner and you're trying to

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get more leads and grow your business, or if you want to start a business, you need to let more

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people know about your stuff. In other words, you need to advertise. That is exactly what my next

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book, 100 million dollar leads is all about. And this has been two years in the making. I spent

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2,000 hours writing and editing this through 19 drafts. Acquisition.com forward slash leads,

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register for the event, and just to give you some context or some credibility. The stuff in this

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book is how I'm advertising this event. We already have over 200,000 people registered.

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So I feel confident when I say that this can help you. I think we'll probably sell it at the event,

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and the only way to get it will be to be there live. See you then. So what I want to do is help

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you decide whether or not you should use an agency and avoid what I call the agency trap. So

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the first agency experience I ever had was actually really good. And I'll tell you why it was good

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later, but know that I had a good enough experience that I then worked with like 10 more agencies,

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and all of them were terrible. And this is the exact process what happened. Let me read it to you.

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So reading directly from 100 million dollar leads, step one, they got me excited about all the new

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leads they would bring. Step two, I'd go through an onboarding process that felt valuable,

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and sometimes was, step three, they assigned their best senior rep to my account. Step four,

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I saw some results. Step five, they moved my senior rep to the newest customer. Step six,

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a junior rep starts managing my account. My results suffer. Step seven, I complained.

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Step eight, the senior rep would come back once in a while to make me feel better. Step nine,

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the results still never got back to where they were before, and I'd eventually cancel.

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Step 10, I'd search for another agency and repeat the cycle of insanity. Step 11, for the

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zillionth time, start wondering why wasn't getting results like the first time.

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So the thing is, is that agencies are actually incentivized to only do enough to keep you pay,

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which sucks, and I think that's why a lot of agency models were broken. And they're also incentivized

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to put their high skilled labor on the newest people who need to get sold and put their lowest skilled,

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lowest wage worker on the oldest ones, right, and continue to increase their margin in that way.

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Now, one of the big breakthroughs I had was that I realized that these people that they had as

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their low skilled workers that were working my account, I was like, I too could pay someone

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$20 an hour to work on my account and not pay you to do that. And so, as soon as I realized that,

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I was like, okay, well, if they can teach that person to do this, then all I have to learn is

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that little checklist that probably took them two days to give to this person so that I can do it

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for everybody on my team internally. So here's how I use agencies now and how you can too.

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So rather than believe the lie that I'll never have to learn the stuff because they can do it,

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I start every agency relation with a purpose and a deadline to fulfill it, okay. And because here's

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the thing is, is that best case scenario, they are amazing, but then they own you because they own

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all your revenue. Worst case, they suck and then use lost money. So it's like, it feels like a lose

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lose, but I do think that there's a middle path that makes an actual win, which is what I'm going to

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share with you. So rather than agree to their initial terms, which is basically pay us as long

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as humanly possible and we hope you pay until you die, right, which doesn't work for me and doesn't

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work for them, all right, not long term. This is exactly what I say. So I like to open my saying

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this. I want to do what you do in my business, but I don't know how. I'd like to work with you

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for six months so I can learn how you do it. Plus, I'll pay extra for you to break down why you make

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the decisions you do and the steps you take to make them. Then after I get a good idea of how it

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all works, I'll start training my team on it. And once they can do it well enough, I'd like to change

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to a lower cost consulting agreement. This way, you can still help us if we run into problems.

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Are you opposed to this? When you start that way, I like it because you're starting with very

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clear intentions and you're saying, Hey, I'm going to commit to six months. This is what I want from

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you. And I'm also saying I'm going to continue to pay you after the engagements over for a much

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higher leverage, much more profitable consulting engagement. So that's what a lot of agencies would

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ultimately want. But I'm being clear about this is my intention. And if I need to pay a little bit

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more than the agency fee upfront, then I'm willing to do that. I also understand that as I start to

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train my team on internally, there will be a period of time where I'm paying above them and my team.

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So you're paying twice. But the thing is is that when you do that, you're actually building the

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enterprise value of your business and you're building the asset that you own rather than being

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reliant on somebody else who eventually could, if you wanted to, cut you off and then you'd be

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dead in the water. Or what more realistically happens is they gouge you and they continue to raise

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their price because they can see how much money you're making from the thing, right? And I get why

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they do it. But if you're the business owner, then you can protect both of you. You say, Hey,

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my LTV is going to be way longer than me just trying to say that I'm going to do this in

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eventually canceling. If you actually teach me how to do this. And I'm not going to expect you to

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save my business. I just want to learn how you do it. And that in my opinion is the best working

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relationship. And that's how I've had that's how I've done it for the vast majority of the agencies

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they have done in any recent history. I didn't know anything about YouTube. I didn't know anything

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about short form content, reels, any of that stuff. So I'm going to break down how I got a new

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platform. So I do nothing about in short and long form content.

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Real quick guys, you guys already know that I don't run any ads on this and I don't sell anything.

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And so the only ask that I can ever have if you guys that you help me spread the words we

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cannot more entrepreneurs, make more money, feed their families, make better products and have

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better experiences for their employees and customers. And the only way we do that is if you can

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rate and review and share this podcast. So the single thing that I have to do is you can just

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leave a review, take a 10 seconds or one type of a thumb to the absolute world to me. And more

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importantly, it may change the world for someone else. So let's start with long form. So long

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from getting into YouTube, the first step I did was I hired what I would consider like a basic

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level agency. So like three to five thousand more month agency. And they just got me to commit to

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doing three videos a week. And so I was like, cool, I can do that. That's pretty much what I was

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doing on my podcast. So like, I'll just give them to you. And what they did was they just trimmed

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it, which means you take out the ooze and oz and put an intro and a thumbnail and a headline.

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Like that was more or less what it was. I would say it was a basic level of help on the platform.

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And that's what I did. And the main objective of that first phase was just giving me the basics

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of just getting me involved in the platform and forcing me to create content on a regular cadence.

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Like those are the two objectives and those were met. The second phase was I had now more context

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and I had hired people on my team to start helping me do and replicate what that agency could do. And

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so we very quickly wanted more quality in terms of edits and attention, which is fine because

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no business owner should change their business for one client. And so it makes sense for both me

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and the small agency or for you and a small agency to part ways at some point when your demands

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for what you want exceed their capacity. Right. And so my internal team and our bar had

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had raised in terms of the quality we wanted to put out in the quantity, etc. And so we started

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editing stuff internally, but we still felt even though we were better than the basic person

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that we weren't better than the top creators. And so then we went to what I would consider a much

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more premium agency. And this is we're talking to the tune of like 20,000 a month rather than like

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three to five thousand dollars a month to help us create better thumbnails, better intros,

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pick better topics, better cuts, etc. And so with that new agency, we ran the same play. Hey,

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we want to learn from you. We want to understand why you're picking these things. We want to understand

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the decision making process, etc. And then by six months in, we say, okay, we've understood the SOPs,

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we understand the process and our team can now surpass your team in its creation of content or

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at least match it. And then we can get those those cost savings. In each of those scenarios,

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after we exit it, I'm still on fine terms with the people who are there. And if we had questions,

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we could do that. And we had consulting agreements that kind of bridge those gaps at the end there.

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And that's how I did. That's how I grew my YouTube using HECs in the beginning to first get the

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basics, then become more advanced. And then just start ideating on our own, which is once we've earned

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that right. And now I pretty much just try and network with better creators than me to learn what

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the 10 million guys do versus the 1 million guys. So now let's approach the same concept,

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but on different platform. So I didn't understand TikTok at all. I didn't use it. I wasn't on it,

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etc. And I didn't understand short form either. And so I actually had an HD reach out to me,

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outbound, which is not common for me to accept that. But they said, listen, you do no work. So

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from a value perspective, the offer was, you already have enough content out there, I can

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repurpose it and make shorts out of it. And I was like, okay, sure. If you want to do all the work

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and involve me at nothing and just make content for me, it sounds good. And so that's what they did.

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And they started getting traction with the short videos and we're like, okay, this stuff works.

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And then for me, my director of brand actually had a super deep history on short form content.

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And so normally I would have had that second phase where I would go for that premium agency,

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but that individual worked at a premium agency. And so I actually got kind of like

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bought the SOPs automatically and we were able to massively scale our output on short content

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within six or so months of working with that original agency. And again, we're on good terms

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with the person in the agency. We don't work together anymore. But I think the important part is

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if you set the expectation up front, which is I want to learn from you and I want to be transparent

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about my intentions. And I want to eventually bring this in house because it's my belief that my

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team will understand we'll be able to allocate more time to my thing and understand my brand better.

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And if they had your skills, they will be able to do more output at higher quality than you could

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ever do. And that's not an insult. That's just a reality of time to money. You have to make a

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margin. I don't. I'm going to cover cost and get five times more output. And so that's fundamentally

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what we did there. And that process is how we approached LinkedIn, how we approached podcasts,

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how we approached paid ads, how we approached new methods, all of them. I run the same playbook.

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And this is what I believe has married the best parts of agency and the best part of building

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an enterprise and making a valuable business and avoided the agency trap that so many people

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fall into myself included. The other reason I like this method is that because you bring the agency

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on early, you get better short-term results. So you get faster wins for your team. So you get

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momentum, which let's be real, it's important. Like if you start doing a lot of stuff and you see

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nothing back, it kind of sucks. And so getting short-term wins is important and you get that with the

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agency. But rather than have the drop off, where they stop caring about you as much, they assign

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some junior reps to your account, you then by that point, your team is good enough to keep that

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long-term momentum and keep growing. And so that's what I think is it maximizes the best of both.

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Where you get the short-term from the agency and then you get the long-term from the team.

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And so last point is like why even bother building an announced team, right? Because why can't I just

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keep the agency? Well, for all the reasons I just said, that's why I don't like the agency. But

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from a business perspective, I want to build enterprise value because it is the fastest way to grow

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my wealth is tax-recompounding of enterprise value, okay, in the business. And if a business,

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for example, relied on six agencies in order to get to make its money, that would be a less reliable

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business than if all of those things were in-house because it's much more under your control. If all

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of those agencies either cut you off, you'd be screwed, or gouged you to compress your margin,

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you'd also be screwed. And so this gives you, it de-risks a future investor from purchasing your

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business. And many times you might be that future investor, right? But when we think about the value

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of a business, it's how likely are we able to sustain and grow cash flows over an extended period

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of time. And so if you're relying on other people for your cash flow, that's a very big

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risk. And that's what we try to pay down. With this cost, which in the short term does cost you

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more, but long term you get way more back. Now my dear, this may not be the traditional agency

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model, but both businesses do benefit, right? They get a customer they otherwise would not have

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gotten. And we get to make money, which is, sorry, we get a money-making skill from the engagement,

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not just the leads. So the real thing we get isn't the customers we generate while working with

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them, but the skill to generate customers for life. On whatever platform or method I learned from

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them. So how do you decide if using agencies right for you? First off, do you have more money or

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more time? If you have more money, then that's what you're going to have to do. No. If you don't

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have any money, then you got to learn it. And it's going to take time. And you know what? That's part

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of life. Everybody starts somewhere and usually you master one platform, you get some success,

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you get a little bit cash flow, and then you can more quickly pay to learn the other ones. You

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pay down your ignorance test faster, right? If you have the money and you're willing to lose it,

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because the agencies aren't going to give you fast wins immediately, but they'll give you faster

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than you could on your own, then for me, it's always worth paying on that debt. In terms of the

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process, I outline my entire agency seeking process in my book. And I also have my agreement

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framework in here that you can use for having the conversation with them, giving the terms,

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what things I look for specifically, but with broad brushstrokes, talk to a lot of agencies.

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I would recommend talking to the most expensive ones, even if you're not going to work with them,

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you will get an idea for quality and the things that they talk about. If someone else isn't bringing

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up any of those nuances, you might be like, oh, this person has way more depth in their knowledge

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than this person. And so you'll become a more informed consumer, which ultimately,

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both you and the agencies should want that, because if you aren't informed consumer and then you

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make a purchasing decision, you'll be formally likely to stick with that decision for an extended

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period of time, rather than getting over-promised some expectation from a hot sales guy,

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I say hot sales guy, I mean, somebody who's selling hot to be clear, who's over-promising,

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it's called selling hot, over-promising to get somebody to buy. You don't want to have that

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be your expectation that's being set, because then you both are set up for failure. Next,

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you want to make sure that you have a clear deadline for when you want to make that transition.

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And this is good for a couple of reasons. One is because it sets expectations with them,

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they can also see the LTV, and you can talk in terms of that, which is like, hey, I'm committing

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to six months, which let's say it's $6,000 a month, I'm committing to $36,000. All right, so like,

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you're going to get that for me, as long as you're not an idiot, right? Cool. But the real real is

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that your team also knows that you're like, hey, we're rolling month down. We got to understand

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the stuff in five months. Hey, we're two months down. We got to understand the stuff in four months.

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And so it drives you towards the outcome of getting your team up to speed faster. So having

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the deadline, I think, works great for both parties. Now, you have that deadline, but what if your team

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is not as good as there is by the time the deadline comes? Well, in my opinion, you either need to change

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the people, or they're not teaching you everything that needs to happen, because if they're low-skilled

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people are doing better than your team, somewhat, some who is a problem, either them or you, right?

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And so my belief here is like, you might have to look at your people, but let's assume that the

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people are right. And let me be just a more complex platform, whatever. I keep going until our team

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matches theirs. Once our team matches theirs, then I drop it off. We downgraded to a consulting

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agreement just for insurance. And then one or two months later, if we feel like we're not learning

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anything on the calls that we have from a consulting perspective, we cut it. And we do so amicably

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because we set that as the expectation.
