How To Scale to 7 Figures+ [FREE Masterclass]

Hi there and welcome to this master class. I'm so excited that you're here because we're going to be talking about something that most small business owners don't really talk about enough yet we should. And that is why small business owners like you sometimes get stuck and hit a ceiling and hit a plateau and no matter what they do, no matter how much energy they throw at the business, all they seem to be getting back in return is overwhelm and burnout. And I don't want that for you. And what we're going to be discussing inside this master class are the frameworks that will allow you to confidently break through that plateau so that you can be poised to scale to multiple seven figures. So that you can start taking control of your business and that you run the business it does not run you. So that you can also be able to take time off from your business without it imploding on you. Now think about this. How many days, weeks, months, years can you actually take off from your business if you wanted to, willingly or unwillingly, without it imploding or exploding on you? It's a scary thought, but what we want to be able to do is give you the frameworks and the tools that will allow you to be able to be inside your business when you want, outside yet it still runs smoothly and consistently brings in that growth and those healthy profit margins so that you can finally achieve your goals of financial and time freedom and that you can provide for your loved ones and have the impact that you've always wanted. Now, a word of warning. What we're going to be talking about here is going to fundamentally change the way that you approach your business. We're going to be talking about stuff that you may not have heard before and you're going to have a choice to make by the end of this master class. You're either going to go back to the old ways of how you used to do things or really take on a new approach inside your business so that it can actually start breaking through that plateau and understanding how to scale the business. And why should you be listening to me? Well, hello. First of all, my name is Tam Shaheen and I've done this before. I've scaled businesses from 6 7 8 all the way up to 9 figures. But more importantly, I have failed catastrophically, more than any one person should. And I'll talk a little bit more about that in a minute. But those are what actually taught me even more lessons. I learned those lessons the hard way. And it cost me a lot of money. So hopefully you don't have to go through all of that. And when I learned those things, I was able to understand how I can scale businesses. And you'll be able to do the same without you being the bottleneck, without you having to work 60-hour weeks, lose control of your business, without you having to build a massive team if you don't want to, without needing to get external funding or wasting money on tactics that may never work. Now, I have seen businesses from different angles that very, very few people have seen, whether it's been investing in businesses, raising money, growing businesses, failing businesses, the whole kaboodleoodle. I did manage to run multiple businesses learning outside the education system how to grow these businesses and I grew businesses in services in products in in a whole slew of different industries but always I kept on hitting a ceiling even though I had grown a couple of businesses to seven figures it was very low seven figures and it just hit a ceiling and it wouldn't grow beyond a certain point then I got head-hunted to become the senior adviser to ministers and head up the day-to-day operations of a $2 billion national productivity fund. Now that is where we started benchmarking other countries. We started looking at all of the different organizations and companies that were successful and we were funding businesses in sectors and of all shapes and sizes and all industries. And I began to see what worked, what best practices, what successful businesses actually did to be able to succeed. What was stifling smaller businesses and what we did to help them actually break through that. We also realized that most businesses fail. Did you know that actually less than 3% of businesses get to seven figures? That's a shocking number. And when you ask the question, do you think that 97% of businesses, the other 97%, do you think that all of them are sitting there saying, I don't want to get to seven figures? I think the majority still want to get to seven figures. Which really means that 97% of business owners go about running their business the wrong way. And that means to build a seven-figure business, you have to run your business in a completely different way to how the other 97% go about it. I also discovered whilst I was working with all these other businesses was that what gets you here won't get you there and that you needed to really shift gears to be able to scale your business. What's important here is that you cannot keep doing what you're doing right now and growing your business. It will you will just hit a capacity limit. And that was what was happening with all of these other companies that were stalling. And that was what was happening with me. I realized that it's not easy. But when I started following these frameworks, my chances of success actually increased dramatically. And that's when I started going in and saying, "Okay, let me do this again. " And that's when I grew my business to $100 million. And I also started becoming having enough time to being a serial investor and all of that stuff. Now, that sounds amazing, doesn't it? It sounds like every other story that you're going to be listening to from some so-called guru. I'm not a guru, by the way. But this is where my life turned for the better. Even though at the time it didn't seem that way, because I failed

catastrophically, epically. Here is the life that most people will sit there and say, "Okay, I achieved this life. Mission done. Look at me. I had that life and I lost it all. That's my son, Adam. You'll probably see Alisa, my daughter, there in the pool at the other side. Um, I had everything. I had the financial freedom. I had the cars, I had the villas, I had all of that stuff. But within the space of 30 days, I lost absolutely everything, including my family. So, I'm going to save you the so story here. I'm not going to go through the full story. I do have another video on the channel that you are more than welcome to go and see. I'll link it in the description below if you're interested in that. It really covers a hugely dramatic story, if you will, from me getting to $100 million company in valuation to within 30 days losing absolutely everything. My house flooded, my car blew up, I had to bail my business partner out of prison, and I ended up being $2. 5 million personally in debt from a hund00 million company. If you're interested about that, I'll link it in the description below. But for now, let's move on, shall we? So, as you can see, I wasn't doing well. But all I knew in my head was, hey, start up another company. So, I started up another company. We got funded. I got an innovation award and I ended up rebuilding and I ended up settling all of my personal debts. Great. I started being, you know, published in Forbes. I gave a TEDex talk. Amazing. You've got an amazing life now, Tamara, haven't you? Well, not quite. I was absolutely miserable. And that's probably why you're sitting here saying, "Well, so why are you talking to me? " The reason I'm talking to you is that I got really frustrated. I was sitting with a friend of mine having an absolute rant and I was saying to him, "People make it sound so simple. There's a lot of misinformation out there. " I was trying to look for support and help and over the years I've invested in hundreds of thousands. I know I put you over hundred thousand but it's hundreds of thousands of dollars in coaching and courses and I was sitting there saying the education system is messed up. All of the most of the coaching industry has like people that are doing have never run a business except a coaching business in their lives. And there are millions and millions of small business owners out there with little to no solid advice on how to run a business from people that have actually been there and done that before. And my friend sent to me, "Hey, why don't you stop complaining and do something about it? " And that's why I'm here today. So, please forgive me for sharing with you a little bit of that story, but I think it's important for you to understand the background in terms of where I'm coming from and why I really want to be able to provide you with the advice that I couldn't find when I was trying and I was struggling and I was trying to sort of understand what it takes to be able to grow a business. And since then, we have had amazing feedback. And not only that, our members and our private clients are actually achieving amazing results. Like Matt where he was basically struggling to hit seven figures and within joining us for a period of I think of about 3 4 months he was able to actually hit seven figures and by the end of the year he was hitting 1. 4 million yet he still had more time on his shoulders. Please be warned results are not typical. Your results will vary and it will depend on whether or not you are open to making some serious changes. So, if you want to learn about how you can get these results like this in your business and you want to set yourself up for exponential growth, please go grab a notepad ready and I'll walk you through it in the next 30 minutes. Because the chances are if you're on this master class, you're probably overwhelmed. You're probably stressed. You'll probably hit a ceiling or you're probably even the growth that you're getting is not equivalent to the amount of effort and energy that you're putting in. And everyone seems to be giving you different advice. Do this. Run Facebook ads. Do that. Do this. Do this. and you don't know and you're trying to throw a whole bunch of things at the wall, seeing what sticks and all that you seem to be getting at the end of the day is just pure exhaustion and overwhelm and nothing else in return. And you started a business that you wanted to be able to get that financial freedom, yet you're stuck inside it, not being able to get yourself out of it except having a glorified job that you own and you have a boss that is crazy and that's you. And by the end of this, you will really understand why those things are not working for you and have the clarity to be able to understand what to do next so that you can break through that ceiling at last. This is going to work for you if you are a sixfigure plus business owner. If you've hit that six figure milestone, great. This is for you. We have worked with all types of businesses. Here's just a few examples. It's not a comprehensive list. Any and all businesses it will work with in any industry. This is not for you if you're looking for holy grails. get-rich quick schemes, if you're chasing overnight hacks, if you do not want to scale your business or get more free time, or if you're expecting that, you know, there's a one-sizefits-all kind of thing. You know, here is like a three-step trademark process. Follow this and this is these are frameworks. This is not a step-by-step process. This is a framework that you will be able to adapt and adopt for your business and it will be able to work for you. And if you're not open to change, this is also not going to be for you. So, with that said, let's dive in. So, the first thing that we're going to be covering today are the four common mistakes that business owners make when they're trying to scale, including the difference between

growing and scaling, which are different, and most business owners don't realize the difference, and that's what trips them up. We're also going to be looking at your role and transforming it from firefighter to cool as a cucumber CEO, or what the hell working on your business mumbo jumbo actually means. Cuz everyone talks to you about you need to work on your business. Nobody tells you what the hell that means. And we're going to be discussing that inside this master class. And last but not least, we're going to discover the real foundational elements for you to be able to scale. Ready? Okay, let's start with the four common mistakes that business owners make. Mistake number one is scaling the same way as growing. They're not the same thing. Remember, what got you here won't get you there. And that's something I think Marshall Goldsmith put as a quote, but it's very right. We spoke a little bit earlier about gear shifts. And think about this. When you have an old kind of stick shift car and if you have it on first gear and you keep on pressing the accelerator, at one point it's going to get to a point where the engine is just going to try and do so much more, but it's not going to go much faster. And then all of a sudden, if you keep pushing, it will blow the engine. And what you need to be able to do is shift to the next gear so that you can actually go faster. And that's kind of what you want to be able to do inside your business. Each stage of growth in your business needs a different approach. It needs a different infrastructure. And what people do is that they try and grow more. And growing more usually means that you're just trying to add and throw more resources at the thing that you're trying to do and it's being done in a proportional manner. So people will sometimes say, "Hey, just market more. " But think about this. Marketing can bring in more leads, but can your business actually handle them? And this is sometimes a case where you are trying to do more of the same. So, if you want to actually have twice as much revenue, I need to put twice as much effort. And remember, you're you've only got 24 hours in a day. And if you've been doing 8 hours a day, you need to now do 16 hours a day. And if you want to triple, you do 24. quadruple, you do 36. But and that's why you your engine blows pretty much. And that is the same throughout the entire company, throughout your entire business. It just will not scale. And the laws of sort of like the economies of scale don't work that way. And if you carry on trying to do that, what ends up happening is that profitability drops. Your team capacity and resources get stretched. Your systems become inefficient and they get really exposed and they will break because they are being stretched at every single possible limit. Your cash flow get starts getting strained and your quality and support starts to drop because the ball will start to drop and people are not doing and there's so much coming in and not enough resources to be able to deal with all of the stuff that's coming in. that then results in your brand reputation becoming at stake and unfortunately retention and sales ultimately drop. Remember you have a capacity that will break and if you keep carry on doing that that's when your plateau gets achieved or worse burnout and then you have a choice you either downsize or you just quit and just go and get a job and I believe that that's not what you want because that's definitely not what I wanted and I was there and it's not pretty. Now let's have a look at the difference between growing and scaling. Like I said, growing is growing things proportionally according to your resources that you have. You're just doubling and tripling and and all of that stuff. Scaling on the other hand is growing exponentially in a way that is not directly proportional to growing your resources. Scaling is about leverage. So what I put in I want to get 3x, 4x, 5x back, not you know 1x to 1x, 2x to 2x. Now as I said scaling is about leverage but it's a little bit more than that. Scaling is about leverage and control. Actually, one more. Scaling is about precision, leverage, and control. And I'm going to break them down as we go along inside this master class. Let's have a look at a client case study and an example. This client was running an IT consulting business for banks and his business was growing but very slowly because he was essentially inside the business. He was the senior architect. He was in a project and they would go and they would do the project, deliver the project and then move on to the next project. He didn't have any infrastructure surrounding the business. It was all around the project that they needed to do. And when he came to us, he was stuck working inside the project 24/7. He was tired. He was stressed. And he was heading towards burnout. He had a team of about 20 people allocated to the projects. And he believed that his clients wouldn't let him leave and step away from the project. And we begged to differ. We told him just try. He tried. They said okay. But also we helped him understand how to switch from growing to scaling. And when he made that switch and when he understood that I can now remove myself from being inside the business and be able to start leveraging strategy, leveraging systems, doing all of the stuff that we can get him to do as the CEO of the business, he was now able to work multiple projects because now he doesn't have to be inside that project per se. What ended up happening was now he's making eight figures. He grew very quickly and now has a team of over 230 people. It's been about what 18 months, 2 years now. Um and he grew very rapidly once he

understood the frameworks once he said okay this is what I need to do let me go and do this he's now actually got to a point where he started a new business cuz he's got enough time on his hands um in the space of sports cars which is a completely different industry and he now has a plan in place to completely remove himself from the business in the next 10 months or so. And this was because he let go of control to take control. And it's a it's a contradictory thing, but sometimes we need to do things that don't seemingly make perfect sense in the beginning, but actually when you step back and look at it from the outside, it's what made sense all along. And that is mistake number one. Scaling is not the same as growing. And a lot of people think it is. And what we want to be able to do is we want to get you to switch from growing to scaling your business. Mistake number two, scaling without the right systems. Now, 35,000, what is this number? Do you know what I'm talking about? You and I make 35,000 decisions every single day on average. Now, think about it. How many days and months and years have you been trying to grow this business? And how many thousands and millions of decisions have you been making along the way? Yet you think that you can bring someone in tomorrow and get them to make all of the decisions that you had to go through over the last few years overnight. It's impossible. And what you need to do is you need to have systems to be able to say, "These are the things that I want our system, our people, our team. This is how I want them to operate. These are all of the decisions that we've made in the past, good and bad, and we want them to be able to take that and run. " And bringing on a team without systems is inviting chaos. And chaos does not scale. Your business is a collection of systems within the right structure that you put in place. And then systems let you leverage and optimize your resources. And remember when we were talking about, hey, scaling is about leverage and control and precision. Systems gives you all of that. It gives you the leverage to optimize your resources, but it also gives you control and precision over quality, consistency, cutting down costs, automating, streamlining, making sure that things are done the same way that you want to be able to do them, and you're optimizing continuously to make things better. It actually reminds me when I worked with another client. He has a medical diagnostic company and they're in the business of diagnosing medical conditions such as different types of cancer. And when he came to us, he had already hit a ceiling and was burning out. He was very much the bottleneck in his business and he was struggling to delegate because he thought no matter who I hired and how amazing they are on paper, they don't seem to have a brain on themselves and I need to do everything and all of the approvals had to go through him because they just literally had no systems in place. And what we did was we helped him understand how to map out systems inside the business and that improved the quality of their of of everything. Not only did it improve their processes inside, their team effectiveness, but also the process for actually diagnosing the medical conditions, their diagnostic e efficacy improved four-fold. So, they were able to cut down the time of actually doing the tests by four. And that changed the game for them. He's now removed himself from the day-to-day and he's focusing on really the things that matter and leveraging scaling in the business. And as a result of that, they were able to double their revenue in under 12 months, even though they had come to us by hitting a ceiling. And they were able to break through that ceiling, double their revenue, and now they're approaching 8 figures. And more importantly, the urology patient weight list that the National Health Service had that they were dealing with one of the hospitals was cut down. their patient weight list was cut down from 16 weeks to 4 weeks because they were able to diagnose things faster and they were able to go through four times as much patients in the same amount of time. That is huge. That means that we're saving lives. We're trying to diagnose things much earlier. Not only is it increasing their revenue by four times in the same amount of time, but also we're trying to save these lives in a much quicker time frame. And that's why they won the prestigious medical HSJ gold award for the most effective contribution to improving cancer outcomes. And that was just after 12 months of working with us and really understanding that systems help you get the control you need in this in the business. Get you the precision, get you the leverage so that you can optimize not only just your internal business processes but other diagnostic processes as well. And that is mistake number two is really trying to scale without the right systems. Now, mistake number three is tactics before foundations. Now, here is something that a lot of people do and I would like to call the no strategy because a lot of people will sit there and say, "Hey, you need to be consistent on social media. everywhere write lots of blog posts and you need to be able to do SEO and run Facebook ads and create lead magnets and have an email list and do a weekly newsletter and hire a VA and do cold email and do LinkedIn and the list goes on and on. " and they will tell you that these are strategies that you need to implement in your business. These are not strategies. These are shiny tactics. This is where you will be starting to throw things at the wall and seeing what sticks and it will waste money, time

resources if you haven't put a proper strategy down in place because who knows if these are going to work or not. Who knows if they're having a conflict with each other? Who knows if they're working to support you? Who knows what the return on investment are? If they'll have a return on investment at all. they will only get you so far. So, please don't spray and pray because that is not the way to be able to start scaling your business. Precision will get you a high higher ROI because this is where you need to start focusing on what resources you utilize and how you utilize them to the maximum. Now, Esther came to us as well very much in that light where she had a company called a brave brand. She still does and she had solid marketing. well, actually a solid brand. Um, because she had amazing marketing, she had a large community, she had all of the tactics down, she had thousands of people in her free Facebook group, and she had more followers on Instagram, and she had a strong brand, and there people were excited. She had built a tribe. She had done everything that every single marketing guru had told her to do and then some. But she was still not making enough sales and she was telling us, "We need more sales, and I'm burning out, and I'm doing everything. I'm throwing everything. Everything is not working. And what we wanted to be able to do was take a step back and say, "Hey, let's look at this strategically. Why have you got a free Facebook group? " And the idea behind her business was women empowerment as business owners and self- loveve. And it was a movement that she was pushing. And we realized quickly that people that joined her free Facebook group felt that they were part of that movement. So then there was no need for them to buy. And we told her to shut down her Facebook group. And she literally first of all screamed at us and said, "What are you crazy? Everybody who's anybody who knows marketing will tell you this is the best way to market to people. " But what happened was quite amazing. She listened to us anyway. She shut it down and sales went through the roof because people felt that they were no longer part of the movement. And this is where strategy becomes important because I am not saying to you that having a free Facebook group is the wrong thing to do. In another business in a different context, having a free Facebook group might be the exactly the right thing to do. But we need to be able to think about your business. You think about where their business is heading strategically and put down a solid strategy that everybody you and your team align to. And then there is focus. Then there is precision. We also helped her build systems in her processes and sort of rebuild her team and restructure her team. And that allowed her to become the CEO of her business. And as you can see here, sales went through the roof and she had more time on her hands. And that's why I say tactics before foundations is a critical mistake that a lot of people do because they're sitting there trying everything and they're shooting in the dark and they're just hoping that something's going to stick. And that's not the way to be able to grow a business, especially when you want to start scaling and shifting from growing to scaling. That's mistake number three. Mistake number four is not having the right mindset for scaling. The number of times I've heard people say, you know, hey, this idea is not scalable. There's nothing wrong with my mindset. I just need to do X. I've been working on mindset for years. It's a waste of time. Only I can do what I do. Um, remember, even Superman needs Lois Lane. So when you start thinking about mindset being fluff, mindset is not fluff. Mindset is actually arguably the most important factor for success. Mindset is not just about how you perceive yourself. It's not about, hey, you know, breaking through limits and trying to do some stuff that, you know, I'm just kind of working on all of this like woohoo stuff. That's important, don't get me wrong, but I'm talking about that. But more importantly, I'm talking about how you approach your business and run it. Think about this. The most viable business ideas have billion-dollar businesses. And then you will also have failed businesses and struggling businesses in the same business idea that is probably going bankrupt and shutting down tomorrow. Yet there is another company doing exactly the same thing, having a billion dollar business. It's not about the business idea. How many times have you heard people sit there and say to you, "If I find the right business idea, I'm going to make it. " It's not about the business idea. It's about you. It's really about you and how you approach the business. Because the difference between the company that's doing a billion dollars and the company that's failing is the person who runs the business and the team and the systems and the strategy they build around it. Now there is a dilemma here and there is a balance to act because it is about you and how you change how you approach the business. But it's also the business is not about you. It's about the clients and the customers that you serve. And getting that balance right is critical. And not a lot of people understand that this is what needs to happen to shift away from it becoming your own baby to

it becoming something that I need to scale and take a step back. And that shift in gear mindset is critical and crucial. Think about this. some of the biggest sort of high-profile CEOs going in the same business will sometimes make it thrive and sometimes make it almost like dive and almost to go about out of business. I'm not going to go into details of any of these. You can Google them, but you'll get the idea that different people coming in and these are some of the most qualified CEOs on the planet. And the difference has been just the way that they manage and lead approach the business and not having the right mindset for scaling is one of the critical big mistakes that a lot of small business owners make. So those are the four common mistakes that we've gone through. scaling the same way as growing, scaling without the right systems, tactics before foundations or really underestimating strategy and not having the right mindset for scaling. So those were the four common mistakes. Now let's have a look at the next section which is how to transform your role from firefighter to cool as a cucumber CEO or what the hell working on your business mumbo jumbo actually means. You see, your role needs to shift. You need to learn how to become the CEO of your business. Again, I put CEO in air quotes because it's not about the title. It's about your role and how you are approaching your job description. This is probably where you're operating right now. As you're beginning to grow your business and not scale, this is what you should be doing. You should be planning, maybe guessing this is probably what you're doing and developing your products and services. Hopefully, you're promoting and selling hopefully and you're communicating and managing with clients and other, you know, outsource people and things like that. And that's kind of what you're doing. You're trying to manage cash flow and finance maybe and you're trying to grow maybe and you're looking at legal and compliance and making sure that you are abiding by the law and all of that hopefully. But when you transform into the CEO of your business and you shift gears and you say, "Hey, I now need to embody the role of the CEO because we're now scaling not growing. " Your management becomes leadership. You need to learn how to lead. And then you need to learn how to communicate. You're communicating not just to your clients now, but you are now communicating a vision. You're communicating a strategy. You're communicating the execution and motivating your team. and your clients and public at mass so that you can actually build a solid brand and communication becomes a big part of your job description. You want to be able to build as well and we're looking at building the company, building the team, building systems, building a whole bunch of things which we'll break down in a second. You need to be looking at finance and making sure that you've got enough cash in the bank and self-developing yourself to make sure that you are understanding your role as you're growing because we have not been taught how to do this in the education system. It has failed us and we need to be able to find out what others have done that have actually gone there and been there and done it and learned the hard way. When we're looking at building, we want you to start looking at building strategy, building systems, and once you've built those two as a foundational infrastructure for your business, then you can start looking at building teams and partnerships. Now, this is what happens with the majority of people. They are very much stuck in the tactics. They're looking at the tactics. And this is where I talked about early all of this shiny object stuff. Let me write some blog posts. Let me do a website. marketing campaign. Let me do this, and this, and this. and they don't realize there's a whole world above that and that world really is where you need to start elevating yourself and moving up to that position where you start embodying how do I become the CEO of the business and that's where the strategic planning framework comes in where you're looking at the strategy of your the business but also looking at your systems as well and how do I look at the different functions within the business and the tactics then come don't get me wrong the tactics will come later but don't underestimate the importance of strategy at an early stage even before building systems because your business is a collection of systems. I mean at the end of the day if you start looking at your business as a whole you've got the product or service I use them interchangeably that's your pillar your product or service pillar developing your product fulfilling your product you know producing your product all of that stuff then you've got the customer marketing sales and after sales then you've got the business side where you are doing the day-to-day operations of the business whether it's the admin whether it's the finance the HR all of that stuff these are all functions that happen in your business even if it's just you yourself you still need to do all of the functions for yourself and that is why a lot of People sit there trying to wear multiple hats because there are so many functions inside your business that you are trying to do. And what you need to be able to do is you need to start saying okay I need to elevate myself up into the CEO pillar which is its own pillar in its own right and its own function so that you can have a bird's eye view of what's going on inside your business and that's what I want you to start looking

at. I mean we had an example when Flur came to us and she had run a clothes factory and she wanted to build systems. She came to us and she was saying, "Hey, I've got a clothes factory that takes in orders from high street retail stores and it pushes it down, you know, and then we manufacture the clothes and we ship it back to them and I've got 100 people on the factory floor and two people in management and admin, including herself and she was burning them. " And she said to me, "Hey Tammer, we're at capacity. We need to double the size. So, I need to buy more machines. I need to d I need to expand the factory floor space and I need to hire 100 more factory workers. build systems and we need your help to help us build systems to optimize this new factory floor space and it's going to cost her about $500,000. And I said, wait a minute, let's do strategy first because we need to understand what business model will allow you to scale in the best way. And that's one of the things that you will look at inside looking at developing your strategy. One of the business models that Flur discovered was that she had already developed an app that took the orders from the high street retail stores and pushed it down to the factory floor space. And she realized it was just as easy instead of pushing it down to the factory floor space was to outsource it to other local and regional factories. And overnight her business capacity expanded fivefold without spending a penny or a cent. She didn't need to spend $500,000. All of the sudden her capacity limit increased by the number of factories that were around her and she started scaling after that. And that's what I mean by scaling and using leverage because now she didn't need to hire 100 more factory workers. She didn't need to um invest in more machines that were going to cost her 500,000 and she didn't need to, you know, optimize the systems. In fact, what she needed to do was she needed to hire more app developers to optimize the app that she was developing. She needed to look at the systems and processes of optimizing which factory to outsource to based on supply cost and demand. And this is why Flur used strategy which is precision to leverage her resources. And overnight she was able to scale and her business model was able to flourish and grow since then. And that's why I mean it's really important to look at strategy before systems because you might be building the wrong systems. you might be hiring the wrong people. And looking at strategy first is a foundational element of being able to scale your business before you start layering all that stuff on. And that's what working on your business means. This is this is the stuff that we say, hey, look at your business from the bird's eye view and be able to understand strategically where this business is going. How do I build the right team? systems around them? And how do I let them scale? And this does not need to be a big team. This could be a small core team, but it it's enough for you to be able to start leveraging your resources in an disproportionate manner. And that's what I want you to be able to sort of do. So that was how to transform your role from firefighter to cool as a cucumber CEO. Let's have a look at some of the real foundational elements that will enable you to scale. Remember when I said to you scaling is about precision, leverage, and control. Let's break that down in terms of what that really entails. Scaling is about strategy, systems, and developing the right CEO mindset and then building a team around all of that. And that's where your scale foundations come in. You need to understand your CEO role and your mindset and make sure that you've got the job description down. You need to be able to build a solid strategy for your business under the right business structure. And once you've got that, you start looking at systems and processes. Match that along with the CEO frameworks that you'll be employing. And this framework will allow you to scale to multiple seven figures. Now, imagine being able to take time off whilst your business continues to grow. Imagine you not having to babysit your business or your team. Imagine you not having to worry about cash flow and bills and making ends meet at the end of the month. Imagine no overwhelm and you being as cool as a cucumber. This is what needs to happen for your business to scale. The question is really, can you afford to keep doing what you're doing right now? It's going to end up costing you a lot of money, a lot of time, and a lot of energy. And unfortunately, I've seen it time and time again. You're going to end up burning out, giving up, settling for less, or worse, downsizing because what you're doing right now is probably simply not sustainable. And this is where you really have a choice to make right now. Which direction do you want to go in? back to the old ways of what you've been currently doing or adopting these new frameworks and trying to understand how you really can scale your business without sacrificing your sanity in the process. And this is why I'd like to present you with an opportunity at CEO entrepreneur and that is to really have a chat and book a call with one of our team members, one of our business strategists. And on that call, we'll get to know you. about your business, your unique situation, and we'll help you really uncover what's

holding you back and why, and we can help you clarify your goals and craft an action plan that will help you achieve them. And if it feels like it's a good fit at the end, we will have a conversation about what working with each other potentially looks like. Now, our members are already achieving these results. For example, Jod here, this always makes me smile because when she came to us at the beginning, she said, "I'm not going to consider this a real business until I get to $5 million a year in annual revenue. " I said, "Okay, Jod, I'm sure other people will be happy with less, but let's go with that. " And 12 months later, she sent me this message saying, "Finally, it's a real business with a smiley face. " And she'd actually hit 6 million, not just five. And that was after her hitting a ceiling and running the business for 17 years and not being able to know how to scale. But when she learned those frameworks, she was able to break through that ceiling and just scale way past her own initial targets as well. 24 months later, she was able to sell the business and hit her goal. And this is what I mean by being able to understand the frameworks that will enable your business to scale. Because once you understand them and once you apply them, then scaling becomes so much easier than actually hitting that ceiling and just trying to push into something that's just always going to hit you back with resistance. Um, but that's not the only example. We've, you know, we've got other people where Frank here was running, I think, his business for well over 20 years or so. And he was just at the 250K to 300K in annual revenue plateau. And he'd hit a ceiling for 20 years. And then when he came with us and understood how to run these frameworks and understood what it meant to become the CEO of your business, he was able to scale to seven figures within under a year. Uh, Leila here is another person. I don't know if you've seen her YouTube channel. She really wanted to understand how she had the systems and the processes down but she didn't have the strategy down and she wanted to understand how to become and embody the role of the CEO and she was able to do that and the list goes on and on like Fred Rico and other people but also we have gone through a lot of effort to make sure that this is real stuff based on the unique experiences that I've had of seeing businesses at all sorts of different angles whether it's investing in businesses raising money failing businesses growing them to nine figures and everything else in between. This is why we've been able to create these frameworks, connect the dots and say this is what works at this size business and this is the point where you shift gears and this is what you need to do to build that infrastructure. Now please understand this is not a sales call. It all starts with a chat and we just really want to be able to get to know you. We quite frankly also know whether work with you, whether we want to like working with you. But it works both ways as well cuz we want to understand your business. where the gaps are, whether or not we can help you. then you can go away, think about it, see if you're happy to work with us. If it makes sense for you, us, we can come back on a follow-up call and then see where that takes us. And quite frankly, if we feel like it's not the right fit, we will tell you straight away we don't think it's the right fit and point you in the right direction if we're able to do so. Now, I am about to drop the link below and you'll be able to see it. So, please make sure that you book a call because booking this call will probably be the most valuable and productive decision you make today. We only have a few spots over the next few days. So, make sure that you click on that link right now and fill out the form and book it so that the slots don't get filled up. So, please make sure that you do spend time to fill out the form. Give us as much information as possible so that we can hit the ground running when we get on that call. With that said, you really have two options. You can go back to the old way, continue alone, try and figure it all out by yourself, potentially waste a lot of time, money, effort, sweat, tears, blood, all of that stuff. Hopefully not blood, but I did all of that. I can't remember if I sweated blood, but probably at some point. Or you can try and find out more and learn more from us and see how we've been there and how we've gone through it and how we have learned from our mistakes the hard way and how we've put down the frameworks that will hopefully guide you to enable you to be able to scale your business so that you can get that financial freedom and time freedom and location freedom and all of the control that you wanted and why you got into business for in the first place. And yet we sit there years later not achieving anywhere near that. I don't want that for you and I want you to be able to learn more about how that could be possible for you. So, please go ahead and book a call right now. Fill out the short form. Let's chat and I look forward to seeing you on the other side.