How One Book Generated $7 Million for This Business | Entrepreneurship | How We Profit | E5

Why? Last call for a steuer. Oh no, I don't know where I was supposed to go. Why do you mean steuer? That's how steuer is supposed to be.

Is that easy? Of course, it's all automatic. Steuer is the longest? No, just a few times. No, then?

Hold it, now it's time for a steuer. What do you mean steuer? Is the 31st Newly upgeben? The book is not going to make you rich, but publishing a book will. And so you use the book to grow your business.

This book is brought in roughly 7 million.

10 million dollars in revenue over the last 12 months for the business. Is how do we use the book to get more leads, more sales, more referrals, and create a revenue engine in the business? Today's guest turned his book into what he calls a 7 million dollar business card. Chandler Bolt is the founder and CEO of self-publishing.com.

His company helps aspiring authors write published launch and market their books. I was snowboarding in Austria on a study abroad that was like my last hurrah published the book. Realizing that the day I snowboarded, I made 400 bucks from the book. Nice.

That showed me that there's something to this whole book thing. Tell us how big self-publishing.com is. We're doing about 10 million a year. We've done roughly 80 million of the last decade, 100% bootstrapped, I own the whole company. What do you typically charge a client?

The drawer values 10 grand, they could pay anywhere from six on the lowest end to 100k on the highest end. So what's the difference in terms of the services? Yeah, so the lowest end is... You said you had employees in the Philippines and then you ended up doing you as employees

why did you make that change? Gosh.

“What's your advice to listeners tuning in who have their own businesses?”

They haven't had like an organizational AI revolution within their company. Where should they start? I think if your team is not adopting AI, it's your fault. You've got to hire someone to start building this, you're leaving so much money on the table.

You've got to start by it. Channel are welcome to Young Improveding podcast. Glad to be here. I am pumped for this interview because I feel like so many people want to understand how to make money from books and how self-publishing works and this is a new series called

How We Profit where we basically unpack business models.

So first I want to unpack the business model of your company, self-publishing.com and then I want to understand the business model behind authors and how you make money with books. So let's start with self-publishing.com. What is your company? Who do you serve and explain it to me like I'm a 12-year-old?

So yeah, so we're an online education and service company. We help people write and publish books that grow their impact in their business. And so our bread and butter is helping people write books that grow their business. We coached them to the process, there's a bunch of services involved. So we're as a traditional publisher, it takes all the rights and royalties in the super

slow and anacquated and boring. We're kind of the best of both worlds for authors. And who is your target customer? What is your ideal perfect customer? It's funny.

“I think when you get into business, you imagine that all the customers are going to be just”

like you. Yeah. And so I thought, oh, it's just going to be younger guys trying to grow their online business. And now they're certainly a pocket of that. So there's one bucket we would call Jeff, that's people who want to grow their business

using a book. Then they're Suzy. This was the most surprising pocket of the business. This is older women, often empty nesters that want to write a book about their life experience. And then we have fiction authors who want to write fiction books.

We have children's book authors, but really the bread and butter is business books and older women. The oldest thing, the older women, women thing is like really interested. They're just like bored and they want to write a book. What kind of life experiences are they writing about?

It's all kinds of stuff. A lot of trauma, a lot of what's the narcissistic exes, but I mean a lot of it is at the same time that their husband is kind of wanting to wind down his career. She feels like, hey, my kids are out of the house. My turn.

It's my turn. I want to second act. And so these kids just got out. And so I've got this. I've got value to share.

And I want to help people. So it's very service-minded. And so they kind of choose the medium of a book. Really cool. Well, from me just learning more about you as I was studying for this interview, I know that

you're a huge proponent of books having ROI, right? Yeah. Why is trying to get rich off a book, not the right way to go?

“Well, if you want to get rich off of rollties, unless your James Clear or how I'll”

probably not going to happen. But so the book is not going to make you rich, but publishing a book will. And so use the book to grow your business. And so that's what we're all about is how do we use the book to get more leads, more sales, more referrals, and create a revenue engine in the business.

So this book has brought in roughly $7 million in revenue over the last 12 months for

the business. Wow. But that's because we strategically use it inside the business.

publish it and then forget about it, but then also don't just publish it and think that you're going to get rich off the rollties, use it to fuel the business. Yeah, we'll get more into that and how authors make money.

But first, tell us how big self publishing.com is.

Like how many employees you have, what is your annual revenue? So we've got 53 employees currently. We're doing about 10 million a year. We've done roughly 80 million of the last decade. Trying to have as few as the amount of employees is possible.

Yeah, I mean, especially in the age of AI, right? I mean, that's the funny thing is when you start growing your business, you think that employees are a proxy or how well you're doing because you show up to the entrepreneur made-ups and they say, oh, how many employees you got? What they really want to ask is, how much are you profiting, but they want to ask that.

So then you think employees are a sign of success. When really, it's just a sign of you having a lot of expenses. So 53 employees roughly 10 million a year. We've been at eight figures the last few years in a row and trying to scale the 20. Food strapped, right? 100% food strapped, I own the whole company, you know, bought out

my business partner early on, never, never raised money except for like SBA loans early

on. I couldn't pay back and all that stuff, but yeah, so tell us about the origin story because you dropped out of college sophomore year. Yeah. And you went to study entrepreneurship, but you decided that you'd do better off just

being an entrepreneur. So talk to about the origin story and you've been basically doing this since then, right? Yeah, it's funny studying entrepreneurship is an oxymoron. I didn't know it at the time, but I went to school to learn business and then two things happen.

First, they shove you in all of the prerequisites, which are totally worthless. But then they also have never been businesses and so that was kind of the final straw for me where none of my professors had ran businesses. I had ran businesses in high school in college and when I was a freshman in college, I ran the number one painting business in the company for the company that I was working for.

So that gave me the confidence to drop out and then as I was dropping out, I wrote a couple books about kind of my early entrepreneurial experience, those books started popping off.

“And so I'll never forget I was snowboarding in Austria on a study abroad that was like”

my last hurrah. I said, I'm on a study abroad, no, I dropped out of school and while I was studying abroad, I published the book and I remember snowboarding and realizing that the day I snowboarded, I made 400 bucks from the book and that you know, not probably it seems to be an amount of money to most people, but at the time I was who's life changing and so that showed

me that this is actually there's something to this whole book thing, then people started to ask in how to do it and that's when I started teaching it. And you actually started like a little pilot program, right, before you actually launched your company, talk to us about that, talk to us about how you started to really form the

idea of having a publishing company and how you tested it at first.

If you're thinking about starting a business, don't create a logo, don't create a NLC, don't you don't even have to have a website, get customers. If you don't have customers, you have a business idea, not a business. And so for us, we said, well, what's the fastest way that we can do this and validate the idea is to enroll a group of people and teach them as 44 people over the course of six

months that we taught, did a bunch of things, first, it validated the idea, because I chased a lot of ideas that made no money and I didn't want to do that again. But then it also showed proof of concept and created testimonials. And so we had that group of 44 people over 60% of them published a book in the first six months.

“That's what I would recommend to people watching or listening is sell then build.”

Validate, preferably in a group setting, not just selling one on one, your time, but in then if you can do that, well, then you can productize that offering or that service or whatever to help a lot more people. Yeah, that actually reminds me about how I made my first big sale with my social media and podcast agency.

So, at the time, I had one client that I was basically doing her stuff for free, Heather Monahan. You might have her first. Yeah. So my client, and I was basically doing her stuff for free, learning how to like productize

everything that I was already doing for myself. And I remember I had a billionaire who had me on his podcast. And at the end of the show, he's like, "Do you do podcast and social services?" And I was like, "Yeah, I actually do. I had no logo.

I had no website. I had no company name. I put together a power point and pitched him services in one of $30,000 per month deal as my first deal. Without even having a website or like real clients, you know, I have like one test client,

right? So it just goes to show, like people just spend so much time on the wrong things. When really they just need to figure out their offer and try to get customers, like you said.

“And the best way to figure out your offer is to ask someone if they're willing to pay.”

Yes. So I just want to love about that story. When someone asks you, "Do you do the thing?"

And figure it out. Figure it out. Come back with a price. If they instantly say yes, you probably price it too low. Like, I mean, that's a great price and a great recurring retainer.

I mean, that's a beautiful, beautiful first cost. Yeah. I mean, instead of everything, I had a lot of social briefties, and that's the other lesson. I actually had a very big personal brand already and a big podcast and a very big

LinkedIn following. So I had built up myself and had that social proof so I could price higher if you don't have that. You obviously can't. Price says, "Hi.

I'm speaking of personal brand. I don't have you built the brand of your business because you're not like, it seems like the business itself has a big name, but you don't necessarily have a big personal brand yet." Yeah.

Exactly. It's so funny because early on in business, you follow all the advice, which is, "Hey, build something that you can sell. Yeah. You manage.

You manage." So early on, it was the Chandler Bolt show. And so pretty quick.

I said, "Oh, man, I can't do this because I'll never be able to get out of this business."

So I kind of push the business brand to the front and push my personal brand to the back.

“Which I think is really smart if you want to sell a business, really dumb if you want to”

build a long-term brand with equity personally. And so then as of, so then we got to eight figures without a personal brand. We did that multiple years in a row. And then now I just started kind of last year building out the personal brand. So I'm kind of late to this whole personal brand party.

I think most people, it's easier to build the personal brand first. Like, you talked about. And then partly that into a business, then it is to go the other way around. But now we're building out Bolt Media in kind of a seven-figure startup inside of an eight-figure company is how I'm looking at it.

And then that'll service both the company brand and the personal brand on a lot more social. But the company's had a big brand and SEO and content for a long time. But that's not really why as much of a brand as it is, I guess just a big customer acquisition channel. I mean, the name of your company, self-publishing.

That's the first thing that came to my mind is like, damn, he's got the best SEO. The title of your company is so important and people don't realize it, even with podcasts names, right? The title of your podcast is so important.

If you don't have a keyword, you're just always like trying so hard to get people to listen

“and you have to like, tell them about it or advertise to them where people are probably”

just searching up. How do I self-publish? And then pop that, touch us about that. So I mean, early on, it was self-publishing school and then we realized our best customers don't want to be students and go to school.

And so we hit, I'd kind of negotiated the acquisition of the domain self-publishing.com. And that was rapidly growing and that was probably 50 to 150 grand a month and revenue for self-publishing school just as an SEO and content play. So that kept growing, people kept saying, yo, I don't want to be a student. And so then eventually we said, hey, we can need to rebrand because self-publishing school

is just not a premier brand in the space. And if we want to own the space of self-publishing, well, self-publishing.com, I mean, we literally on the domain. So that's when we did a big rebrand. And I learned a lot of lessons.

Like I was saying, in some ways, we still haven't done a good job of the rebrand. People still call us self-publishing school. A lot of people call us self-publishing self-dash. But I mean, it's like, I did learn that, you know, the longer you have a brand, the harder it is to get people to call you something else.

Well, I mean, at least you had self-publishing in the original title. Right? So at least you got that, right? You got a great rebrand, but I mean, I'd like, you talk about just braining something

“and owning a concept, young and profiting, and yeah, I think it's just, it's a really beautiful”

example of that. Yes, I know, actually. So young and profiting is, I love, yeah, and yeah, media, I think is perfect. But nobody's searching young and profiting. So I'm going to a lot of listeners that are like, I'm too old to listen to your show.

And I'm like, no, no, no, no, you know, you don't have to be young, or people will want to be guests. And I'm really like, I'm too old. And I'm like, everybody, I interview, like most people are like 50 plus. Like, has nothing.

Yeah, so titles are super important for me, I've always like contemplated, like, should

I change the name. I haven't. Everything worked out, but I think you would have been a lot quicker. I know a lot of friends who have podcasts like self-motivation daily, or motivation daily, and they get so many downloads, have no online presence.

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Again, that's Shopify.com/profeting. Go to Shopify.com/profeting and start building your dream business today. Okay, let's talk about how you actually make money with your business. So what do you typically charge a client? Average order values, 10 grand, they could pay anywhere from six on the lowest end or 100k

on the highest end.

“Okay, so what's the difference in terms of the services?”

Yeah, so the lowest end is coaching and content only with no services.

The highest--is basically from done with you or actually the lowest wrong is we just

show you how to do it, teach how to do it all the way to done for you ghost writing, and we will write the book. We will do all the marketing stuff around it, and obviously they get--as an author, you get a market book. I mean, that's a big lesson.

Whether you go traditionally published or self-published, but that's our highest end, ghost writing. What is the most costly piece of fulfilling for your clients? By far, the services. I mean, it's--we live in such an interesting time with these online serve services, businesses,

coaches, business, coaching businesses, whatever else. As I think the early days of the gold rush, it was just a course. Just have a course. Yeah. It was a whole rush.

“Okay, so let's have coaching, and I think we were the--one of the first people to really”

do coaching at scale. I mean, we have a team of seven to ten coaches that have all written and published books that do it at a really, really high level. But then you get to a point, and I think that's where people see the landscape being so much more competitive these days is done for your services, which everybody else just

called services, by the way. I don't know why in our world, we're all--we're all people called done for your services. But then you start adding that, that is really, really expensive. And so in the beginning, we built out a lot of that, and the Philippines had some mixed

But it still is, as by far, the most expensive delivery piece.

So when you look at our cogs or more like 25 to 30 percent, whereas a bunch of our competitors

or people in the online coaching world would say, "Oh, my cogs are like 10 percent." So that makes it a little tricky, because we can't spend as much to acquire a customer. And so there's just kind of more hard costs with the business.

“Yeah, so it's mostly because you have to hire talent.”

Exactly. And retain that talent and train that talent. And so what happened when you--you said you had employees in the Philippines, and then you ended up doing U.S. employees, why did you make that change? Yeah, we still have employees in the Philippines, but I think anything customer facing--I mean,

like it or not, people in the U.S. just don't want to talk to people in the Philippines. Yeah, I'm facing the same thing. We've got a lot of back-end folks that do copywriting and video editing internationally, but anybody client-facing has to be U.S. Yeah, which is, I mean, you can call it whatever you want, but your customers make the rules.

So I mean, I'm not saying I agree with it, but my customers are making the rules.

So then we realize, oh, well, if they're talking to customers, they can't be in the Philippines. So then you build this complex network of training back-end staff to then pass it off to the person who's talking to them, but then now you have double the labor. And now, especially in an H.A.I, it's like, well, if you can train someone relatively quickly in the Philippines to do it, you could probably just build an AI agent to do it.

And so why would you do that? And so that's where we still have people there, but we've all ensured a lot of it.

“Yeah, I think people are really worried about job loss with AI, but for me, I'm hiring”

way more in the U.S. than I used to because I'm doing the same thing, instead of thinking about hiring more international people, I'm like, well, one U.S. employee who could create like four agents, maybe the same as one U.S. employee and hiring for international supports for them, right? Yeah.

So that's how I think about it, too. It is interesting how the jobs that are getting eliminated with AI are the offshore jobs in the lowest paid jobs typically that are outside of the U.S. and to your point, I can now hire assistance that I used to hire in the Philippines or in Latin America or whatever else.

And I have four assistance for my key people on my team, but it's just all built with AI. So, I agree. I think most people that, sure, it's coming for a lot of white collar work. Yeah, it is. It's eventually.

But right now, this is for agencies, I feel like this is what's happening. I'm starting to feel like, well, it's hard to manage a lot of people. It's like the head of the manager and people and training people. And it's like, well, I'd rather just have somebody who's like in Austin, for example, and using AI.

Yeah, it's so funny because we've built AI managers and we're in the process. I mean, we're probably about halfway done of replacing all of our managers with AI. Wow. And it's crazy because if you think about it, management is sameness and it's repeating yourself.

And so I'm kind of like you, I'm so tired of repeating myself for the hundreds of time, I've got the same exact thing to an imperfect human that then does it wrong again. And so I would rather just train the AI manager to do it. And then I have really good and skilled leaders. But then now the sudden there's way less ping-ponging coordinating in the organization.

And maybe in the business like yours, it's like, okay, that account manager doesn't have to manage five people. So, instead of having five clients per account manager, we have eight, or whatever. Because maybe it's 10 now, so their twice as productive, and I pay them 30% more or 50% more.

So when for the employee, it's the wind for the business, it's the wind for the client. I love that. Well, since we're on the topic, talk just about how you've implemented AI. I know that you've done a lot with it. Oh, my gosh.

Everywhere. Everywhere, which is really controversial in my, in my line of work with books and stuff.

“But I think, so we're building AI managers.”

We've built this massive, we call it the hub, where everything for employees is inside of this AI hub. Every call that we have in the business is recorded, reviewed, and scored automatic note taking. We have hundreds of one-on-one coaching calls a week.

So now all of those are recorded, documented, the recordings are sent to our customers. The action items are pulled out for them. So it makes our coaching more effective for our customers. It saves our coaches' time. We're building out the AI managers.

We're, I mean, it's just all kind of iteratively getting better. And then we build out kind of one off, like I have my own setup and obsidian and clawed and it's like no taker and it's kind of disseminating information and helping me make better strategic decisions. My assistant's building stuff alongside me to then pull notes or action items from

meetings.

It runs the game from my personal productivity to ultimately trying to make every single person

in the business more effective. Yeah, talk to me about how you actually rolled it out because I think you hired somebody on your team who leads AI, right? Yeah. So kind of, you know, there's all the headlines about block, gray and off, 4,000 people

the work chart where there's only three roles that exist.

There's individual contributors, there's player coaches and there's directly responsible individuals. So think someone who owns an initiative for a limited period of time. But exactly what you said is the individual contributor. We've now broken that in half and said there's doers and there's builders.

And so we have one or two builders in the company. Their job is to build AI tools that make everyone else and everything else in the company more effective. And so those people already worked for me so I didn't have to, I guess I'm fortunate in that way I didn't have to go out and hire like an AI printer or something, but we just

claimed back their time and then got them building things one at a time to where now all the sudden they built something that saves them five hours a week. So then they got five more hours to build and then they use that to build something for somebody else to save them five hours a week and so it kind of just iteratively starts

speeding up into the point where we are now, which is just, it's basically their full-time

job. That sounds incredible. I feel like there's a lot to learn from you on that front.

“So what's your advice to listeners tuning in who have their own businesses?”

They're using AI personally and people on their team are using AI. They haven't had like an organizational AI revolution within their company, where should they start, which should they do first? You got to start by identifying a builder in your company or hiring them externally. And so I was talking to a buddy about this the other day, I'm like, dude, you've got to hire

someone to start building this, you're leaving so much money on the table. And I think if your team is not adopting AI, it's your fault. And I would not expect them to build the thing that they're going to use. I think it's my responsibility as the CEO of the company to structurally build stuff that our frontline people can use to make them more effective.

And so that's, in the early days, you see all this stuff, I'm like, everybody needs to be AI native. Yeah, yeah, that's true, but are they really going to be building innovative solutions? Probably not. They're going to, on the margins, implement some things that slowly make their role better.

That's great. I love that. I love the role team using it and encourage people to use it. But then where things really change, it's where we started implementing the builders. And I started pointing them at problems and started having them come alongside people, starting

with revenue first. Because obviously, if you got more revenue within, you can kind of pay for everything else. But then, so it's like, what are our highest revenue things doing that for people? What are our lowest margin, biggest time-waysers? Okay, let's build all that stuff.

So we automate and kind of, you know, save employee time, save back-end stuff, we're able to trim our staff and be a little bit more leaner and stuff like that. And then it just starts kind of compounding. Young and profitors, I love scrappy founders, but one thing I don't love is sloppy business setup.

When I first started the app, I cared about all the fun stuff, content, clients, growth, building

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amazing. Get more with Northwest Registered Agent at Northwest Registered Agent.com/yapfree. Okay, let's go back to your business, how you make money. So what would you say your highest margin services are like, what do you love to sell? Yeah, I would say, I love this Keith Cunninghamism that's every number in your business.

“You should look at in three formats, which is dollar amount, a percentage in a per unit.”

So even when you think about profitable services, the ghost writing would be our highest dollar amount, but not our highest percentage, right? And you know, on a per unit, maybe it's about the same, but we try to break down the per unit profitability. I would say our 25K offer is probably our most profitable as a percentage at least.

but I'd say that's probably.

“Yeah, I was going to say it's probably really expensive to find a good ghost write.”

Like writing in general, I find, is very hard to hire for. There's not that many good writers, so I imagine that that could be a very expensive part of your business is actually the writing. But that's a very expensive part of the business. Now we're finding ways to implement AI tastefully and with a process, because we think

we haven't fully figured it out yet, but we believe that once we figure a lot of that stuff out, we'll actually write better books for our clients because it'll be the hardest part of ghost writing a book for someone else is disseminating all of the information from them. So how's you used to do it? Well, you would just interview them incessantly and look them up and research and

so you end up with 20 to 50 hours of research time to try and distill their voice and all that's, AI is really good at that. Yeah. So we're figuring out ways to do that, but yeah, that's our biggest cost center.

And then in a weird way, probably actually our highest margin is our $6,000 product because

there's no services. So it's, I mean, as a percentage, but it's not like we're going to get rich or that's certainly not going to get to eight figures just sling in that price point. Is there a service that you decided to turn off at some point where you're like, this is just not worth it, tell us about that?

Course only. I think courses are dead too. Which is said to that RIP courses, and I mean, as someone who is a course creator and built a business off of that, but even before AI, we decided to shut down our course only offerings because people just weren't implementing it.

And so, sure, can we make money off of it, yeah, but it's just not a good sustainable business. Like, I think if you were in business where your customers aren't successful at best, they're not successful. And at worst, they're pissed off and think you're just skimming them.

That's not a sustainable business. So we cut that off a long time ago and we said, we're not going to sell anything above a threshold. Like if it's 100 bucks or below, okay, cool, but that's not really a major revenue driver for us.

And above $1,000 threshold, we're not selling it without having some sort of coaching component. Yeah, I think that makes a lot of sense.

“I think there's one exception, I think AI courses are the only thing right now that can”

make money. Yeah. Okay, let's talk about how you get your customers. You're marketing channels. What is the typical way that you're acquiring a customer?

How much are you willing to spend on acquiring a customer? It's funny because most people in our space only get customers through ads. And we get to eight figures without really doing much ads at all. And without having a personal brand, which I mean, those are the people who are running a coaching business.

We'll either have a massive personal brand and or you get really good at spending money on ads.

But for us, this partnerships, that is the, you know, that'll be probably six to eight million

this year. And so we go speak at events. We've got a speaking team of seven people or so that go out and speak on the companies on behalf of us, I'll speak at the big ones, but anything else, there's the teams going to speak.

We'll do webinars, all kinds of stuff. So there's the partnership bucket. Then now we're starting to get good at ads. So we just last week passed a million for the year, which is not crazy, but we're starting to pick up some momentum there.

And then last is content. And wow, if you're ranking by revenue, it would say secondly is content. But that's SEO, that's our blog, and then now obviously building out the media team. That's in the media company, that's YouTube, social, Instagram, DM, funnels, all that stuff.

“And then how much we're willing to pay to get a customer?”

I'd say is roughly two grand. Okay. We'll go hired, depending on the terms, and depending on if it's on the back end or the front end. Let's talk about the speaking engagements.

I think that's like a marketing channel that I haven't heard of. Yeah. Really unpacked that, talk to us about how you find these speakers, are they your coaches, how you get them opportunities, are they getting the opportunities or you, how are you paying them, how are they soliciting the offer, how are you closing the clients afterwards,

like walk us through the whole thing? Yeah. I think a lot of people are sleeping on live events. And it's crazy. I mean, what's old is do again, right?

Like I think pretty soon TV ads are actually going to be very profitable because everybody's went digital. Yeah. So with events, what we do is we've got a whole playbook. So we do, I just think of it as a B2B sales team, which obviously you get a lot of experience

in and you're really good at. And I almost think like some of your podcast booking engine is kind of like a B2B sales team. But so it's B2B sales, except we're selling events on having us come speak. And so they do that outreach.

We'll either do a sponsorship or a back-end deal where we'll give them a cut. And then our speakers, we, they're all internal staff. So we take our best sales people, we take our best coaches, predominantly best sales people because if you can sell one to one, you can speak one to many.

We have a whole, we have really intensive training that we send people through where they

get a bunch of small at bats and kind of work their way up depending on how well they do. Then we use that plus the book itself to then go speak. We've got a booth. We give away a ton of books, which means we capture the leads of almost a whole room. Every book, a ton of appointments, we'll do anywhere from $50 to $100K per event, typically

on the spot. And then obviously some overflow revenue on the back end. And we'll do $50 to $70 events this year. So that's kind of the core of that side. We did a video on my personal YouTube channel kind of breaking down that whole blueprint.

But that's good. Yeah, I feel like that must be giving you guys some ideas for your own business. I feel like that's just like a really unique model going in conferences, sponsoring them, getting on stage using your own employees who are like your rocks or employees to be the speakers and having a funnel that way.

And live events can work so well because there's just something about being in the room with somebody who's really smart, who has a solution that you want. It builds the trust really fast. Webinars are also awesome too. What are you guys doing with Webinars?

Are you using your ads to funnel to the webinar? Yeah, well, we do a webinar every week at least one. And that's sometimes me, sometimes people on the team, similarly, that's kind of like a speaking development funnel. But we don't often run ads to webinars just because it's a little logistic, sort of

a little tricky where if you're running an ad to a live webinar, well, then you're constantly refreshing your ads, the times, the creatives, then you got to deal with show rate. If we're spending money on Saturday for a webinar next Tuesday, like, or those people these are just like, got really complicated, so we kind of just said, screw that, we'll just run ads to a VSL instead, and then we'll do a lot of our webinars internally.

But I want an VSL is a video sales letter, but I know you guys.

Yeah, so basically five minute video, five to ten minute video, selling one to many, what

you do. As funny you mentioned, live events being one of the best sales mechanisms for people.

“I think if somebody's trying to get your first customer for your business, it's very simple.”

Find a local event that is specific to what you do or a tangential to what you do, convince them to let you speak at that event, and then plug what you do subtly or maybe not so subtly if they let you in that talk. And so this was actually one of the first, I was doing webinars, and this is one of the first ways, first event that I spoke at, I went locally, spoke to 27 worth of Donis, which you

think, "How do you publish books, like why would you speak to worth of Donis?" But about creating a book that helps them grow their practice, and an hour later, I walked out with 18 grand in sales. And that was when the light bulb turned on for me, where I said, "Oh, hold up. There's something to this one to many sales," and so whether it's a webinar, whether it's

an in-person event, but especially an in-person event, as you mentioned, as the best in the fastest way to build trust and sell at scale, even without being salesy. How do you go about finding these conferences and live events like what's your process for that?

“I think the question that we like to ask is, "Who is already talking to our ideal customers?"”

'Cause somebody is, and either before or after they do business with us, or just topicly, these are people who would want to write books. So I think a lot of people would think, "Oh, I got to go to the industry events," like they would think, "Oh, you probably go to a bunch of publishing and writing conferences. We go to none of those."

- Oh my God. - Those suck. Because it's a red ocean. I don't want to show up and be one in a line of 15 people that help people publish books, so we actually take the total opposite approach, and we say, "Who has the problem that we help solve?" And then let's go speak at those events. So we love real estate investing events, those crush for us. We love mom events, mom blogger events, mompreneur events, those are

awesome faith-based events where there's an angle towards faith-based business or faith-based leadership. Those are really good. Any entrepreneur or self-help event. I mean, it's that type of event, and especially if the person running the event has done the thing that you help with. So obviously, while I'll just use my business as an example, like, if the person running the event has published a book, and it was really helpful for them, those are

the best, because everyone in the audience is there because they at least respect the person running the event, they want to be like them, and so if we were able to just say, "Oh, hey,

“they published a book, you should too, we help, you know, kind of drop the mic."”

Such a, like, that's an amazing idea for folks. For so many different types of businesses,

you just think about the conferences where your target audience is, and not necessarily your industry conference, right? So so smart. I love that we went over that. So let's talk about your customer. Let's talk about writing a book and why people write books. We already talked about how if you're looking to make money off royalties, that's a really hard

starting to write my book. I just hired an agent and a writer and working on it. And I hope I make

money off royalties. But you got me thinking about something else that I have to make sure in this proposal process that my book actually aligns to my main focus of my business, which is my podcast network. So I grow and monetize like 45 other podcasts. And I'm an expert in monetizing influencers across all their channels, right? And so I need to make sure my book aligns to that. And originally, that was the plan. But my agents were trying to make it more broad. And when I was

like just studying for this interview, I was like, "Damn it, I was right. I should be a creator for North GIF." And I should use it because, even if the book, I think the book will be successful, but even if it's mildly successful, having it be about creator entrepreneurship, would ensure that

I would get more leads. How does understand why it's not even worse releasing a book if you have

“the wrong idea? So I think the first question you got to answer is, "Do you want to sell books?”

Do you want to make money?" And let's use you as an example, right? I see two very distinctly different books, which is I'm assuming is kind of how your agents think about this. There is the I help you make more money as a creator book, which is going to print revenue for your business. And then there's the young and profiting broad, you know, profit young, how to start a business and side hustle and whatever, which is great because you can sell some books to your audience and

all that, but I mean, doesn't align with the core business. So I think you've got a kind of a fork in the road choice, which is probably similar to some people watching or listening this,

which is which one do I want to do first? And I would argue, I mean, I'm not that I'm biased or

anything, but I would argue to do the creator, make money as a creator book first, even maybe even

“they in the lead-up, because if you traditionally publish, cool, it's going to be two years from now.”

I mean, it's going to be two years from now. So dang long. And so in the middle of that, well, let's just do the book that's going to actually make us money, let's sell the rights to the other one. And then in the process of self-publishing a book directly related to the business, that is going to bring in a ton of customers. And the benefit is you're going to learn how to write and publish and launch and all that as well, so that when it gets to maybe what's the more big

league's book, you know how to do it. And so you can go crush that big brand book that's like, that's the excuse that you actually, I don't know, you could use the other one too, but I would say that the profit young concept is the excuse to get on all the podcast. Yeah, that's I think that's and I really think I could go about it both ways. But to your point, I could self-publish the creator entrepreneurship book and just use that as like a network ROI tool. And I wouldn't get,

I would say, and we should have you on our show. We should have you on the show and we'll do, we have this one one page launch plan and we'll just map it out and do a video on it. But I would say you start with the core premise, which this is, you're not going to like this, is I don't even need to sell 5,000 copies, but I want to get 50 customers. Whatever the number is,

“like that's what we were back into the math on. And we would just do that. And then you don't get”

lost in the sauce of like this book, Scott of Celebrity and Copies, and I got to dedicate two years of my life to this and stop everything else. Because I think that's where people get hung up, they think, oh, I'm going to do all this and that's going to be a massive distraction, make me no money. So yeah, I'm not doing that. But I think if we strategically did that, that book, which is the same thing I would say to anyone listening, especially if you're early on in your business,

don't write the broad book, write the specific book that's going to make you money. And then you can parlay the other stuff later. And a lot of people don't realize that their book is what allows them to go on a podcast and have, you know, original content and like you're writing makes you understand how you think a lot better, right? And really helps you distill your ideas so that when you are put on this spot or when you're standing on a stage, you know how to captivate an audience and know

what to say that's like actually meaningful and interesting. So for me, one of the reasons why I want to write a book is because now that I don't do courses, I feel like I need another way to like write my ideas down, gather my thoughts and really be able to distill them. Yeah, it's interesting, especially in a world of AI, you need hub IP. You use that hub IP to splinter everything else. So you splinter the podcast that you're on, you're talking about that topic and you're clipping

that up, right? You're in the social post and everything that you're doing is really just spinning off of that hub IP and then maybe you decide to do it again and again. But you've got

yeah. Where they're trying to kind of figure out what they're talking about. Like Keith Miele,

piece Miele every day, basically, instead of just working on the thing, and then you can really

delegate to your team. Here's the book, make me a webinar on chapter three, you know, or whatever it is. Long form video. I mean, if we literally do this at our company, it's that book is the instruction manual for new clients. That book is the onboarding manual for new employees. That book, where you splintering out and creating long form videos on it. We're creating short form on that and a lot of times, we try to reinvent the wheel. And I'm like, hey, just go back to the book.

It's literally in the book. Exactly how I want to say this is in the book. So then we, it just makes the content teams job easier. Everything gets easier. When you crystallize your core IP, your core methodology into the book. What are the best practices to actually get clients from a book?

“Like what are the key things that your clients need to do after they publish to get the clients?”

Well, I think the secret weapon is go speak at events and give away the book for free,

which people get super weird about. I don't know why, but they think, oh, I'm going to go speak at this event and bring $1,500 worth of books and to which I asked him, what is a customer worth to you? Thousand bucks, 10,000 bucks, 25,000 bucks, 100 grand. So if you just get one client, yeah, that's way worth it. And so I just look at a reframe giving away my book as what is my cost to acquire a customer. So books, that, that book will cost me maybe seven bucks a book. And so yeah, if I bring

100 copies, a 700 bucks. So if I go speak at event, few hundred people will then I'll bring a couple hundred copies that creates some urgency and some scarcity around it. And so people are bum rushing the booth and then book an appointment. So I mean, it's just may, we're signing a bunch of

books. And so that is the secret weapon. But if you're running more of an online business, let's say,

“we'll use the book to get leads sales and referrals. So integrated into every opt-in to use it as”

surprising to light, get people to shop to webinars by giving them the book if they show up and stay to the end, use it before or after sales calls and you'll convert more people into customers. So just integrate it into the existing sales funnel that you have and you'll see all of your numbers go up. What about somebody who's like, if I put all my secrets in this book, no one's going to buy from me, they're just going to do it on their own. I love this quote.

It's give way all of your best stuff for free and people will pay you to tell it to them again. I mean, people, and I've done this, you've probably done this. You read a book and you say, oh my gosh, this is really impressive. This is obviously the person that learned from on this. And I don't want to do it. Yeah. I want to just pay them to do it for me. And so then the I become a customer of that person because I just want to write the check or I sign up to have

that person mentor someone on my team because I'm trying to transmit that knowledge into my company is quickly and easily as possible. So give away your best stuff for free. People read, read it, sometimes they won't even read it and they'll just say, oh, well, I need to work with you on this. And so just by the pure act of them seeing the book or buying the book or whatever else. So give

“away your best stuff for free and it will be the best thing you do to grow your business.”

I totally agree. Do you ever get pushed back that you're making book writing like no longer an art if it's more of like a marketing channel? You know, I've been called a lot of bad things. That's probably one of them. You know, I think there's this weird these people that romanticize writing and those are the same people who they would say, oh, I have the best looking book cover and to which we would say,

but that's not the best selling book cover. So I don't care if it looks good. If it doesn't confer and same with, you know, Robert Giesaki would say it's not best written author is best selling author. So I think your ideas can be great. But if people don't buy them and read them, they're meaningless. And I think the people making that argument are totally missing the point and just yelling into the void that no one's listening. You mentioned a word that really got my ears

perking up, which was best selling. And we know that everybody who's an author, they want to be a New York Times best selling author, US today, USA today, USA today, best selling author. What are the hacks or secrets that you can tell us about becoming a best seller? So the little known hack about getting on the New York Times best seller list is that you can pay someone 250 grand and buy 10 to 12,000 copies of your book, and they will game the algorithm and you have a chance.

Now this is, I've, I've heard all about this kind of stuff. I mean, that is like the thing where people say, well, I got to hit the list. Well, you got to sell 10 to 12,000 copies. There needs to be some in local bookstores. There needs to be some in physical bookstores and Amazon and bulk purchases. This is this complicated algorithm. And yet, at the end of the day, it's so stupid. It's the New York

editorial. So I know plenty of people who have sold way more than enough copies. It's roughly

“10 to 12,000 in week one or in the lead up in week one. That's what you need to sell. But they didn't”

make the list because the editor said it. So it's like a person deciding. It's not like just like a formula. Yeah. And so that's where in my personal opinion, the other lists are a better aspirational goal. But I think the best seller list chasing that is a dumb goal if the end goal is to grow your business. And so I'd rather have a hundred customers than briefly hit number one on some list. I mean, because it just doesn't matter. Yeah, I totally agree. It's just an ego thing. I feel like.

So like I mentioned, I'm writing a book and I'm in the proposal process and I'm really trying to laser in on the idea. And I think you've got this great idea framework that you've talked about recently. Can you talk to us about how to like really think of the best book idea for our to drive our life or our business? Yeah. So we did this whole series on the YouTube channel about the million dollar

author. And then we did. So basically, there's four components. You got to come up with a million

“dollar idea. Then you got to write a book that turns readers into customers, which that there's”

a lot of specifics there. Then you have a six figure launch and then you turn it into a seven figure business card. And then we did kind of some case studies on eight figure books with Alexor Mozi and Cody Sanchez and a bunch of people like that. So if that's the aspirational and state, well, then how do we reverse engineer all of those things? Well, you need something that speaks specifically to your ideal customers. Right? And so the way I would think about it is the four

peas, which is person pain promise price. So let's say maybe this is the creator monetizes a creator book. Well, then the person is someone who maybe has a hundred thousand followers or more. I'm just making something. Yeah. The pain that they have is, you know, there may be their revenue super lumpy and inconsistent. They're tired of being hand-to-mouth on brand deals. And they want to find a more a better long-term strategy for revenue. And the promise that you can make is I can help

you convert the following that you already have into a better revenue stream and monetize your podcast or whatever else. Right? And then the price that you're pricing based on value. So then if I'm thinking about that book, well, then I would think I would write specifically to the person that and I would actually think of a real person like your best client. Okay. All right. Awesome. I'm just writing this book to Sarah. This is my best client. And then the pain that Sarah had when she started

to work with us is XYZ, the promise that I made to her that compelled her to work with us was this. And so now I'm just going to write the book specifically to that person. And then I'm going to use that

“book to find twenty more Sarah's, a hundred more Sarah's. And so that's how I would kind of think about”

doing that. Alex Ramozi had a really exceptional book launch that I think really made history. Every every entrepreneur I know was talking about it. And like I heard about that. I know I heard

about that so many times. Why do you think what he did was so incredible? Or do you think it was incredible?

I think I think his launch was incredible. I think it is not replicable for 99.99% of most authors. And so there's a lot that we can learn from that launch itself. But I mean, you put on a bumper sticker. The bumper sticker would say add value for five years. That's the strategy. And then sure he did some smart things around how he pitched it as like this non-profit thing like sponsor and ought to for newer by book by his. But really it was just a book book by pitch with a live event.

And so I'm a big fan of live events. And I think live events are virtual live events are the best way to generate a ton of revenue on the back of your book. But I think the way that Alex did it is totally wrong and not the way that most people should do it. And so I would reverse

engineer and we just created this video. It's like the million dollar event model,

which is the goal of the book launch is to get people to show up to the event. The goal of the event is to sell your high ticket offer. What Alex did totally different is he had a live book launch, which let's just be real for most people. He doesn't need the money. So he doesn't need the money. Yeah. But also for most people knowing cares. Yeah. And he has the audience and he doesn't need the money. Yeah. And he's done this a couple times before. And he shared so much

value in the past that they're like, I'm going to learn. I got to see it's a spectacle. So I'm going to show up to the thing, whereas most people show up to my live book launch parties, like who cares? Yeah. I don't know. It's just in that. But if you instead sold a book bundle upfront, included in that, is to take it to a virtual event, then at that virtual event, it's around the topic of the content of your book. You can still get a bunch of people to show up.

And that's where you make it rain on the back end. So interesting. Now, I have a lot of clients.

podcasts, run people, social channels, and I have the network. On the agency side, I get a lot of author clients where I'm running their LinkedIn, their Instagram, their podcast. And a lot of them

make money off speaking. And they always tell me, like, oh, I'm writing a book, so I can get

“more speaking engagements. Is that a main way that authors are making money right now?”

Yeah. I mean, it's a big way. And it's kind of what's beautiful about that is it's kind of a little bit circular, right? Where you write the book to increase your speaking fees. And then you go out and speak and you sell more books if you do it strategically. And so it becomes kind of this flywheel. But where I think a lot of people are leaving money on the table is they're just getting paid a speaking fee, which it's the dumbest way to make money as a speaker, because you end up

leaving probably millions of dollars on on the table. Because they're not selling a high ticket offer at the event. And anything on the back end, they're not bundling in books, which is just such an easy thing that most people don't think about, which is, oh, yeah, my speaking fees 25 grand, but I need you to buy books for everyone in the audience when I come. Oh, now I just added another 10 grand to that, especially if I self published that book. I just added more money and roll

keys on the back end. Or maybe I'm making some sort of offer on the back end. And so the first

year I ever spoke was 2018, and my goal was to do go zero to a million. And we did it on like the

“last day of the year, which was crazy. I don't, I think I got paid one speaking fee that whole year.”

It was all in the back end sales. And then when most people hear that, they think, oh, you're just going, you're speak to sell. Like I'm going to some event. And I'm yelling at people to run to the back of the room with their credit card desk, none of that. We don't ever speak to sell. It's very lowkey. It's offering value. We speak. The last couple of minutes is, hey, how many of you all want to write a book? Okay, awesome. How many of you? It's next year. Great. Here's a free copy of my book. I don't

have enough for everyone, but it's back at the booth. And so then everybody goes there. And then how many of you, this is a priority. Okay, skin this QR code book, I'll call with my team. We'll see if we can help you. That's it. And then on the back of that, though, that's 50 to 100 grand or more per speaking gig, which I think most speakers are going to leave it on the table. Are you trying to capture everyone's email at the event as well? I know something that I've done that's worked really well

is I'll do like a presentation. And then I'll be like, if you guys want the notes, smart. And I have like a lead capture to give them the notes of the presentation. Yeah, I like that. I think that's great. Now, I think when you publish your book, I would say get the book for free and the notes are included. So then or or you could go, vice versa. Hey, if you want my slides. And then when you opt in, you'll get a free copy of my book, just because those leads are worth so much. I mean,

if you think about this is just another way that is really funny to me when people get weird about giving away their book for free. I'm like, well, how much money you spend in on that? What's your cost per lead? 25 bucks and a lead 50 bucks lead? Oh, my gosh. Okay, well, what if you just gave them a book that cost you nothing digitally or a physical book that cost you seven bucks? And those are the best leads ever because then they hop on the plane, they're bringing my book with them and they're

reading it on the plane. And it's marketing. And it stays with them, you know? Yeah. They're throwing away all these business cards that people give them, but they're not throwing away that book. And then every time they see that book, they think of you and your business. Maybe you can walk us through a case study of like maybe your favorite case study of somebody who published a book with you and the results that they got from it. Yeah, one of my favorite case studies in the business space

is this guy named Bill Saroka. So hilarious. So he wrote a book on helping mobile notaries. Wait, helping what? Mobile notaries. Okay. Which I didn't know, this was a thing. I knew you know, I like an article. People who show, you know, you got like an important document to sign. Yeah. They show up and then notarize it at your home. I don't think you don't like go to the bank or

where I'm usually at. Exactly. Very niche. So we always say the riches and the niches

people get weird about that kind of in your instance, right? It's like you've got this the profit young book or maybe the get riches to create a book. And you might think, oh,

“creators with a hundred thousand people with book like, is that too niche? That's what Bill thought”

or that's what Bill was kind of thinking. And I said, you know, Bill, yeah, I actually might be too niche. But Bill went on to write that book anyway. I'm like, I don't even know these people existed. And he wrote the book. And now the book has, I think, 1500 reviews on Amazon. He created a six figure business off the back into that book. I mean, it just opened up all of these doors. And so I think the lesson out of that, and why it's one of my favorite stories is the riches are in the

niches right to a very specific audience connected to your business. And if you do it well, it'll be one of the best things you ever do. Would you consider your business to be a coaching business like at its core? Do you have a coaching business? It's complicated. I think honestly, if you boil it all down, yes, the coaching business. It's a coaching business on how to publish your book.

just coaching a scale. Yeah. It's documenting. Well, I guess you're doing it for them. So you're like a

coaching business with agency services. Yeah. Yeah. This is good way to look at it. And I would say that I would look at it as like a productized service. And the coaching is what gives us the margin better margin services if that makes sense. Like if we just went in and had a service based business, it would be a race to the bottom. It's a total commodity. But the content and the coaching is what

“actually makes us differentiated and gives us a lot more margin. And so I think maybe the lesson for”

people watching or listening is how can you create that component to your business? Because if it's just a commoditized service, you're probably not going to make much money. But if you can somehow repackage it in a way that where there's a higher level or higher margin component, then obviously the business will be way more profitable. Yeah. I mean, it's just such a great lesson. Like your story is such a great example of you learn to skill yourself publishing books. You sort of

yourself published your first book, correct? And then you got better and better at it. How was it getting the clients that made you better at it? Like how did you get really good and really knowledgeable about being the core expert on self publishing books to the point where you were able to build this whole business and help so many other people? Like how did you get your mastery in publishing books? A lot of reps, lot of reps. So I did it seven times. I personally helped

“dozens of people. But then I think one of the things you learned early on is, well, you got to”

know something well enough to do it. Then do you do it well enough to teach it and then do it well enough to replicate it through other people teaching it. And I think that's kind of almost

like the journeys of mastery. The problem is, most people skip the first step and they don't do it

themselves, which I just so stupid because how you can teach them you haven't done. I guess you could, you know, be a professor or teach at the local high school. Yeah. What's it that's who can't do? Teach, I guess. For me, I'm like, I can't teach something that I haven't done. So I got to go do it, do it well enough to teach it and then teach it well enough to replicate yourself. But I think most people get stuck in that final piece, which is you've got to product ties and create

process around what you do. And so that was early on the big leap for me because everybody's business caps out. If it's 100% reliant on you, the fulfillment person. And so that's where early on our list. Oh, shoot. If I'm coaching all these authors, I don't have time to grow this business. So I got to get out of that one-on-one fulfillment. And so that's when we started hiring coaches and now those coaches do it way better than I'd. And they, and that's where, you know,

a lot of times people are like, well, I don't want to work with you. I'm like, no, you don't because my coaches are better than me at this right now because they're in the trenches. They do it all day every day. I'll give an example with myself to kind of explain this. So I became an influencer on LinkedIn. And I knew the algorithm inside out. I still do. But there was a period of time where I was still focused on my business and I had a team running my LinkedIn that like there's

period of time where I was like, I don't know how the algorithm myself works. Like, I need to know, I need to get back in it and be hands-on so that I know how it works. How do you keep things fresh? Because you've been doing this for how many years now, 20 years, 10 years? Like that. Yeah, 12 years or more. It's interesting you mentioned that. Because I think there's two things that come out of that. One is I think there's a handful of levers in your business that you just

have to never get out of. And so it's funny you mentioned what you would you linked in or whatever

else. And I'm relarning this because we hit a plateau of growth. And it was super frustrating over the last couple of years. And I realized what had happened is I stopped doing the core things that made the business grow. And so I've had to re-ass myself the question of what are those two or three things that if I spend time on them every day, the business will grow way faster. And then I've had to audit my calendar and say, how do I cut everything else and spend as much time as possible

on those things? What are those things? It's creating content. It's one of many speaking. So, I mean, essentially when it comes down to it, it's rain-making, strategy, and talent,

“which I think are the job of any good CEO. You need to be able to do all three. The strategy is”

you know, if you've got 50-something people working on a dumb strategy, well, then you're just, you know, rowing a big boat in a sun. And so you got to have a better strategy. Then, you know, are you rain-making? So are you kind of bringing in deals and stuff like that? And that's not everyone's gifts, but I'm decently good at it. So I need to be rain-making and then the talent. Are you attracting, retaining, and developing the best talent possible? Because that is that you're

fuel for growth. And so I think that's what it comes down to. And I realize a lot of other things I'd let creep in and I'd to prune all that stuff out and get back to core principles. But then to you answer your question around getting stale in the business. I think you've got to go on

I mean, I think the two most dangerous phrases in entrepreneurship or West New and West Next, because you're getting up chasing all of these things, and you end up with split focus on your business as an grow. So the way I kind of gamify it is I find new and interesting problems in the business. And then I go solve those things. And so I mentioned we're building out the media company

and the media team right now. That's new. That's interesting. That is something that we've never

done before. And we sucked that and we're slowly getting better at it. That will make the core business grow though. Yeah. But anytime I've kind of gotten scroll syndrome and said, oh yeah, I need to come over here and start doing some investing because the business is spitting off all this cash. Well, then now I got two problems. I got really bad investments. And I got a business that they didn't grow. I just focus on your business. Yeah. I love that. This has been such a really like

such an interesting conversation. I feel like we really learned a lot about publishing from both angles. We learned a lot about your business. Last couple of questions here. I know you talked about

“a challenge of you recently feeling like you need to get back to the core essence of your business.”

What are their big challenges have you had in the last 12 years? Like what were some of the big things that you've navigated? So many entrepreneurship is an exercise in repeated failure. You most likely you're going to fail before it even gets off the ground. You're going to have big big failures all throughout the journey. Every growth. Next growth stage meets new failure.

You hit a million dollars. Now you got new problems. You hit a few million dollars a year. Now

you got new problems. You hit eight figures a year. You got new problems. And so we've got to monitor at our company. Fail, fast, fail, fail, fail often. I mean, I think failure is the fastest way to learn and grow. And so whether it's been early on, my business partner trying to kick me out of the business, going multiple six figures in debt, borne money out of my parents retirement, buying him out, or more recently, reinventing ourselves as a company, building an in-person office,

going from zero to 20 something employees in-person in Austin. That's been big challenges. We've had turnover. We've had a hard time finding people and it's just like had to reinvent so many things.

“But I think if you're not reinventing yourself in failing, somebody else is and they're going”

to push you out of business. And so I've had to reframe the way that I look at those failures. Is, oh no, this is just an opportunity to learn and grow. And if it's not happening, it's probably because I'm getting stale and I'm just going to be obsolete. So you were remote and you, you have an office now in Austin? Yeah. Is it going well? Yeah, it's going really well. Now, it wasn't for a long time.

Why? Gosh, we first off is funny because I think I had the Holy Grail of what people want

and then gave it up to for the next evolution, which is what I was remote. Our team was remote. We were killing it. We were growing. But I just realized we got to reinvent because we were running some headwinds. And I think where we want to go, nobody else is doing it remotely. Doesn't mean it can't be done. But I'd rather swim with the tide than against the tide. And so I think why it was difficult is because in classic entrepreneur fashion, I tried to rip

the bayonet off and do too much all that once. And then I just ripped out a bunch of my core infrastructure. And I didn't realize how important that core infrastructure was to my sanity, my time, the business is success. And so then it took me a while to rebuild that infrastructure. And I didn't realize that, you know, I think of the time we had 65 employees and we were all remote. And I've been working with a bunch of these people for years and years. And so you just have

everything's easier. But if you're trying to build something from scratch, now there's two ways to do it.

“You can just import your whole team or you can kind of build from scratch. And that's what I chose”

to do mostly just because I knew if I tried to force everyone to move, that would be just a bunch of turnover and stuff. So I think I did, I simultaneously try to do too much all at once and delayed some of the hard decisions that I need to make. So I just straddle the fence and that just really screwed us for a while. But we just kind of brick by brick started building it and bringing the team together. Do you like being the office? I'm actually considering I have a fully

remote team 60 people around the world. And this year I'm I'm like working on getting an office and like hiring more. I've got like all these JD's out for Austin for producers and creative directors and yeah I'm working on it. I love it. I think it's really really hard. It takes a specific type of person. So don't give me wrong. There's tons of trade-offs. I took an app every day. I used to take that app in my bed. And now I'm like putting my face down on my desk and that kind of

sucks. You know, I've got a commute. I didn't have a commute. I mean there's all of these trade-offs. Hiring talent is way harder. There's a bunch of stuff that matters that you didn't previously

didn't previously have and things that you've got to think about that take up brains based

“it's like, why are we talking about this? What's in the office? What's the, what's our policy on this?”

Yeah, but I think at the end of the day it's worth it because businesses move at the speed of trust and communication and the fastest way to improve both is to get in the same room as someone. Yep. And so yeah it's worth it, but it's really hard and we can talk, uh we can talk about

a lot of lessons I've learned, but I think it's a worthwhile pursuit. Amazing. Okay well I end my show

with two questions I ask all of my guests. The first one is what is one actionable thing? Are young and profitors can do today to become more profitable tomorrow? You've got to get in rooms with your ideal customers. And so sell one to many so that's the kind of we talked about earlier of the conferences. The conferences show up and speak at those conferences or maybe it's webinars or maybe it's writing a book and then putting that book in the hands of all of your ideal customers.

But find a way to sell and find a way to sell one to many and if you do that well your business

“is going to grow exponentially faster. Love that. And what is your secret to profiting in life?”

Secret of profiting in life I think is having a high no bar and not caring what other people think about that and being willing to be unreasonable and weird. It's like no I do not go to the grocery store. No I say no to all of these things so that you can prune out the stuff that doesn't belong and only have the stuff that truly moves the needle that either make sure ton of money or make you really happy or preferably both. And then yeah that's kind of how I think about it.

Amazing. And where can everybody learn about you and self-publishing.com?

Yeah so you can check out our social content on self-publishing.com Instagram or YouTube. We put up a ton of videos there and then channel our boat is all about scaling. The business you can go to selfpublishing.com/hala if you want to book a call with the team and chat

“about a book and how we can help and that's what I think. Cool. I'll put that link in the”

show notes. Thank you so much. Thank you. This is fun. And that yeah fam is how Chandler Bolt Profits. The big lesson is that a book does not have to be your product. You're not going to make a ton of money off your book unless you're super famous but for the right entrepreneur. A book can become your funnel, your credibility builder, your referral engine, your content engine and it can help you sell everything that you sell in your business. Today Chandler showed us how selfpublishing.com

actually makes money. What it costs to help authors publish where the margins and hitting costs live and why the right book idea matters so much. Because when a book is done right it's not just something that sits on a shelf. Your book can turn into leads, clients speaking engagements for furls and long-term authority. Thanks for listening to How We Profit Wednesdays, the Young and Profiting series where real entrepreneurs share real numbers, real margins,

and the real story of how their business is actually work. I'm Halita and I'll see you next time.