Sell One Level Up to Scale Faster | Ep 942

Welcome to The Game w/Alex Hormozi, hosted by entrepreneur, founder, investor, author, public speaker, and content creator Alex Hormozi. On this podcast, you’ll hear how to get more customers, make more profit per customer, how to keep them longer, and the many failures and lessons Alex has learned and will learn on his path from $100M to $1B in net worth. Wanna scale your business? ⁠⁠Click here.⁠⁠ Follow Alex Hormozi’s Socials: ⁠⁠LinkedIn ⁠⁠ | ⁠⁠Instagram⁠⁠ | ⁠⁠Facebook⁠⁠ | ⁠⁠YouTube ⁠⁠ | ⁠⁠Twitter⁠⁠ | ⁠⁠Acquisition ⁠

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:01Alex Hormozi?

  I can't really test a campaign unless I'm willing to spend 2X my target CAC as just a test of whether this works or not. So it's like if my target CAC is 2K, it's like if I don't spend at least 4K, it's like you can't know anything because the cadence of feedback is so slow on 2000. It's like every two months, you'd be able to get like a sale inefficiently. I have to be willing to spend more than my target CAC so that I can then get it efficient, right?

• 0:28Speaker 01

  Alright, my name is Mike Crowson. I sell go high level to online fitness coaches. I would do 2 million in revenue and would love to be at a million a month.

• 0:36Alex Hormozi?

  Okay.

• 0:37Speaker 01

  This is what is stopping me.

• 0:39Alex Hormozi?

  So what is stopping you right now? Why can't you do more what you're currently doing?

• 0:42Speaker 01

  Yeah, we basically developed and built up a better product because we had terrible retention.

• 0:46Alex Hormozi?

  You had terrible retention?

• 0:47Speaker 01

  Terrible retention.

• 0:48Alex Hormozi?

  And now you have good retention?

• 0:49Speaker 01

  Yes.

• 0:49Alex Hormozi?

  What's churn now?

• 0:50Speaker 01

  Uh, 7%.

• 0:52Alex Hormozi?

  Monthly?

• 0:52Speaker 01

  Monthly.

• 0:53Alex Hormozi?

  Okay.

• 0:54Speaker 01

  I have a 9,000 LTV.

• 0:56Alex Hormozi?

  Okay, what's CAC?

• 0:57Speaker 01

  Uh, I think it's a 5 or 4.6 to 1.

• 1:01Alex Hormozi?

  Okay, so it's like 1,500 bucks?

• 1:02Speaker 01

  Yeah.

• 1:03Alex Hormozi?

  Okay, cool, got it. Um, so how do you get customers right now?

• 1:07Speaker 01

  Uh, we have 40% come through strategic partnerships of other mentors, business sending their clients to build out the funnels.

• 1:13Alex Hormozi?

  Okay.

• 1:13Speaker 01

  Um, and then organic, and I would say the last piece is actually the meta ads or Instagram ads.

• 1:19Alex Hormozi?

  Are those working and profitable?

• 1:21Speaker 01

  Yes.

• 1:22Alex Hormozi?

  Okay, so two of those are reliable. Word of mouth, we'll just put a pin in for now. So fundamentally, why can't we either do more meta slash Facebook ads? Or more strategic partnerships in terms of the outreach required to get more of those people on board?

• 1:37Speaker 01

  Yeah, we totally think that meta is where to go. We used to do it, we turned it off.

• 1:41Alex Hormozi?

  Cool, okay.

• 1:41Speaker 01

  My real question, I think, on that is how do I make the CRM sexy on the front end to get somebody to actually inquire?

• 1:50Alex Hormozi?

  Are the ads working right now?

• 1:51Speaker 01

  I wouldn't say we're spending enough to say yes.

• 1:53Alex Hormozi?

  What are you spending?

• 1:54Speaker 01

  Two thousand a month.

• 1:55Alex Hormozi?

  Okay, so yeah, that's.

• 1:57Speaker 01

  We just have them on.

• 1:58Alex Hormozi?

  Rule of thumb for everybody, just side note, um, I can't really test a campaign unless I'm willing to spend 2X my target CAC as just a test of whether this works or not. So it's like, if my target CAC is 2K, it's like, if I don't spend at least 4K, it's like, you can't know anything because the cadence of feedback is so slow on 2000. It's like every two months, you'd be able to get like a sale inefficiently. And so you would, because I'm, I have to be willing to spend more than my target CAC so that I can then get it efficient, right? Assuming that I'm going to literally knock it out the gate on the first shot is unlikely. Okay, so from an offer perspective, uh, what problem does go high level stuff solve for the online fitness coaches?

• 2:41Speaker 01

  We really break it down into four different funnels. We have basic mini chat killer. We have a LinkedIn bio, which is your lead magnet. We have,

• 2:49Alex Hormozi?

  So there's a pain there, right? Which is like, you have followers, like want to turn your followers into customers without DMing anyone? Like, it's gonna be the automate, it's gonna be the pain of being in the DMs all day, I would imagine. They're all online fitness coaches? Yeah, and I'm guessing most of them are on Meta or IG or whatever is their primary way of getting customers.

• 3:10Speaker 01

  Instagram primarily.

• 3:10Alex Hormozi?

  Yeah, and then maybe some like 20% on LinkedIn doing, you know, busy executives, whatever.

• 3:16Speaker 01

  Yeah, I would say none of them actually are on LinkedIn.

• 3:17Alex Hormozi?

  Okay, so it's just IG?

• 3:18Speaker 01

  Yeah.

• 3:19Alex Hormozi?

  Yeah, so I mean, at least you have a very targeted avatar. So it's like, hey, you having trouble turning your Instagram followers into customers? All of this can be automated. We'll show you in seven minutes how to do it. And that's the, that's the lead magnet. And then it, or it's a case study of somebody who had ideally 7,000 followers and then was able to get to this many sales per month. That's what I would, that's what I would lead with. Would be like, here's five different coaches who all had less than 5,000 followers, who are all able to get five clients a week. Right? That sounds sexy, right? Just using our automation. That would be my angle, but fundamentally it would just be like boom, five case studies. Let me break down each of these and each of the five would represent different psychographs or avatars.

• 4:00Alex Hormozi?

  So it'd be like, you know, uh, jacked, uh, white bodybuilding dude. And then it'd be like skinny vegan dude who's, uh, older and black. And then there's Asian girl vegan powerlifter. And then, you know, mom's over 50 lady, like all of them have their own niches and are just show that it, because everyone's concerned after you say, hey, I'm in online, you know, CRM is, will this work for me? And so you just have to be like, yes, it will work for you. And so that would be basically the representative that I would use there. That's what I would do as my first shot. But then yeah, VSL, sales call, close. Trying to accelerate as much of that cash upfront as you can.

• 4:37Alex Hormozi?

  This is, this is like a bingo, bango, money, mango type, type play.

• 4:40Speaker 01

  No, for sure. Yeah.

• 4:42Alex Hormozi?

  What parts, what part worries you?

• 4:44Speaker 01

  Um, I don't think any part worries me as much as just we're not a mentorship group.

• 4:49Alex Hormozi?

  Yeah.

• 4:49Speaker 01

  And so trying to sell the CRM or the, the automation process more so than like another guru, if you would.

• 4:56Alex Hormozi?

  Hmm.

• 4:57Speaker 01

  Um, but just trying to find the right messaging. We know that this is where we're supposed to go.

• 5:01Alex Hormozi?

  Yeah.

• 5:01Speaker 01

  The idea was like, before I just tried and figured it out, like.

• 5:04Alex Hormozi?

  Yeah. Well, I'll tell you what I did when I had an identical business, um, with Alan. It wasn't just online, but it was, it was brick and mortar primarily, but same, same idea. Me, marketing directly to SMBs sucked. Um, and so I just marketed to agencies. And so to your point, like you're not a guru, you don't want to get into the guru business. I didn't want to be in the SMB guru business. I just found the people who had agencies that were Cairo agency, but you know, whatever agency. And I said, hey, use my platform. I'll do this shit that you don't want to do. And then they constantly would have clients coming in and out, but the people, but they stuck with me for less.

• 5:41Speaker 01

  So you're saying we should run a, from an ad strategy campaign to like if you're a business mentor.

• 5:47Alex Hormozi?

  Yeah. If you're a fitness business coach, hit me up. We'd love to do this stuff all for you and we have stickier revenue than you do. And so like the pains for those people are, aren't you tired of giving people the keys to the kingdom? And the having them leave three months later?

• 6:02Alex Hormozi?

  Right? Wouldn't it be nice to have some recurring revenue that would actually stick year over year over year? Imagine if you could have customers from three years ago, or every customer you've ever sold in your whole life still paying you? How different would your business look? Probably materially, each of those are probably hooks that I would test. Right? And I don't know which one would work, but one of them would. And then that, as soon as I know, then crank. But I would probably go there, especially if you're like, because what will happen is if you actually go straight to the quote fitness coaches, they'll be like, great, I have this thing. How do I get leads? And then you're like, fuck.

• 6:33Speaker 01

  Yeah, it's a whole nother process.

• 6:34Alex Hormozi?

  Right. Right. So you'll end up having to get into that when in reality, the people, you have to, you have to meet customers who have the problem to solve. You don't want to generate demand, you want to channel it.

• 6:46Speaker 01

  Yeah, as the coaches that normally are already doing 10K are like our ideal clients.

• 6:50Alex Hormozi?

  Great. I don't know what the LTV to CAC difference between the two would be. I, I can tell you that I know like on our side with Alan, it was absurd when we went one level up. Yeah. So just going, because in agency, it's like, I could acquire an agency for like $5,000. And then the agencies would pay to onboard with us and they'd pay 25,000, number one. And then number two, then each one that would onboard, let's say they had 50 customers, they pay a thousand per customer. So we had another 50 grand. And then we had the recurring, which on the backend was like 30% of top line. So it was a super profitable model for us, but it worked for them because they didn't have to do any of this backend shit, which we did. So if I had, if I had to, like, how do you get there faster? Would probably be just go up one level of, um, but when you do that though, realize you will now serve two customers.

• 7:36Alex Hormozi?

  You'll basically have to have like a customer success manager for the gurus. And then you'll also have to have, you know, success on this side to make sure the customers are happy. So it'd be two sided.

• 7:46Speaker 01

  Okay, thank you.

• 7:47Alex Hormozi?

  Yeah.

• 7:47Speaker 02

  My name is Katie. Um, I sell new construction homes to first time home buyers.

• 7:53Alex Hormozi?

  Awesome.

• 7:53Speaker 02

  We do 200 million in revenue.

• 7:56Speaker 01

  Amazing.

• 7:56Speaker 02

  We would like to be at 300 and land acquisition, the constraint of our industry is what's stopping us.

• 8:05Alex Hormozi?

  So you getting land has been the issue?

• 8:07Speaker 02

  Yes.

• 8:08Alex Hormozi?

  Okay, so where do you currently, where do you source land deals now? It's like the permitor or just like, okay, so it's mostly just getting farmers to give up their land?

• 8:17Speaker 02

  Yeah, well, anyone who owns land.

• 8:20Alex Hormozi?

  Sure, but they just have a lot of it.

• 8:21Speaker 02

  Yeah.

• 8:22Alex Hormozi?

  Word. So what's the current strategy that you use to get farmers to give up their land?

• 8:28Speaker 02

  Find out who they are.

• 8:29Alex Hormozi?

  Okay.

• 8:29Speaker 02

  You know, do a lot of digging to find out, you know, who has land available and calling them.

• 8:35Alex Hormozi?

  Rebuying lists?

• 8:37Speaker 02

  No, there's not. I mean, it's readily available in the MLS, like we have access to the information.

• 8:43Alex Hormozi?

  Okay.

• 8:43Speaker 02

  Yeah.

• 8:44Alex Hormozi?

  The issue is there's just no more names to call?

• 8:47Speaker 02

  It's not about the lead of land, it's getting it from the point of acquiring it, ready to build on. So.

• 8:54Alex Hormozi?

  Is the permitting?

• 8:55Speaker 02

  It's the development of the raw land to finished lot, could be anywhere from two to 10 years, depending on the project.

• 9:04Alex Hormozi?

  Super.

• 9:04Speaker 02

  And we don't want to put our cash just rotting out in the, you know, 10 year timeline, no return. So we like to purchase it from the, a developer that does it for us. So we can find the leads and find the land, but we don't have the people to develop it, to get it to us.

• 9:22Alex Hormozi?

  Well, at your size, have you considered either one, pillaging the best developers talent? Bucket A, bucket B, just, I mean, your size, you can just do the acquisition.

• 9:37Speaker 02

  Become the developer yourself, you mean?

• 9:40Alex Hormozi?

  Like, yeah, we'll just buy one. Yeah, buy one so you can just basically vertically integrate what you're trying to build.

• 9:46Speaker 02

  Yeah, we should probably do that.

• 9:49Alex Hormozi?

  Well, you have the capital to do it, and I'm sure you have really good lending relationships anyways. And those businesses, I don't know what kind of margins those run, but like.

• 9:56Alex Hormozi?

  I'm sure like I would look at who are like my first steps would be like if I was like transplanted in, I'd be like, okay, who did we buy land that was developed from over the last 10 years? And I would get all of those names. And then I would be smiling, dying slash trying to fly out or fly them out to say like, some of those guys are gonna be older. Some of those guys aren't gonna give a shit anymore. And they have got a good team or whatever. And I'd be like, great, like, how can we make something work here? And I'd be looking at doing a deal that way because it depends, obviously, I mean, at your size, it's buy or build, right? And so it really depends on how entrenched the inroads are and how from like the zoning and all that bullshit, how relationship dependent it is at the levels that you're looking at. I'll give you a completely different example.

• 10:41Alex Hormozi?

  But if you think about like OpenAI and some of the new AI stuff that's going on there. One of the strategies that's becoming more prevalent is rather than try and buy these AI companies that let's say they've got 30 geniuses that work there and trying to buy that company for a billion dollars, they just look at the top 20 of the 30 people who don't have who have maybe they got diluted because of the way the VCs ran the deal or whatever. And then they just say, hey, I'll give you and you've seen these like $100 million signing bonuses, probably like flying around on Instagram. It's and it sounds absurd, but it actually is more efficient to give one person or the four key people in the business $100 million than buy the business for $4 billion. So it's just a pure allocation of capital play. And so from a buy versus build, if you

• 11:25Alex Hormozi?

  can strip the talent out and they can keep the relationships and then you can rebuild it, that'll be the most efficient way to do it. But the and that again, the test is is that that would be my hypothesis is like, how ingrained are those inroads? If they're super entrenched and very difficult to like, transport those relationships, then I would be looking at like, I'll just buy the whole, the whole co. Older guys oftentimes will actually take super long earn out periods because it just becomes an annuity for them. So sometimes they're willing to take like 15 year seller financing just to know that they're going to get paid and you collateralize it against the business and you already have assets and so do they. And so that can actually be a really, it's kind of a win win structure for many of them.

• 12:03Speaker 02

  Yeah.

• 12:03Alex Hormozi?

  Just as a consideration, but like, that's probably like, I would like, you're at the size now, rather than you say like, here's how I build a land development business. That's probably how I'd think about it.

• 12:11Speaker 02

  I think we have just been avoiding it because it's a distraction from home building. You know, it's like a completely different business.

• 12:19Alex Hormozi?

  I think that every business at a large enough scale becomes a business of businesses.

• 12:22Speaker 02

  Okay.

• 12:23Alex Hormozi?

  So like, Amazon is not just like a business. It's like, there's AWS and there's the white label business. And then there's the logistics and distribution. Like, there's so many elements. There's the video and the media side. There's so many different elements of Amazon, right? That you might be at the stage where it might make sense. So it does come back to the goals. Like, if you know that you're... Do you feel confident that you'll just stay at 200 million or are you gonna grow at 20% if nothing happens? Or like, what's the current growth rate? Are you stuck there?

• 12:47Speaker 02

  We've been stuck.

• 12:48Alex Hormozi?

  Okay.

• 12:49Speaker 02

  Yeah.

• 12:49Alex Hormozi?

  Well, then you probably do need to, like, if that is the constraint of the business is like, we build on every piece of land that we can get. Well, it's like, well, that's the constraint.

• 12:57Speaker 02

  Alright.

• 12:58Alex Hormozi?

  So then that, so then I think about, so the quantified version of what a constraint is, it's the highest return. It is the, it is the allocation of resources that yields you the highest return. And so if you focus on, like, so fundamentally, so why would we not want to do that? It's like, well, this is the place where we get the highest return in the business. And the nice thing with that is that constraints oftentimes are not like 10, 20, 30% improvements. They can be like order of magnitude improvements. All of a sudden, you can go to a billion because you opened up five times the land.

• 13:29Speaker 02

  Nailed it. Thank you.

• 13:30Alex Hormozi?

  Yeah.

• 13:32Speaker 03

  Alright, cool. Thank you, Alex. My name's Eric Stoffers and I'm not a paid spokesperson, but I'm gonna speak for all the entrepreneurs. You put together an amazing group here, not just of entrepreneurs that you curated, but the acquisition team. We've learned so much, so thank you for that.

• 13:44Alex Hormozi?

  Thank you.

• 13:48Speaker 03

  So, my company is Bioaccelerator. We're one of the top stem cell companies in the world. Right now, that's what we're known for. We're actually a biotech platform, so we have a lot more behind the scenes. So what we do right now, what we sell for revenue is our services, our healthcare services in stem cell and exosome. We're 24 million. We wanna be at 250.

• 14:09Alex Hormozi?

  Okay.

• 14:10Speaker 03

  Actually, 500, but I was sandbagging for this.

• 14:14Speaker 03

  But there's a lot of things stopping us. One of them, I'm afraid, that has been uncovered is our level of expertise, possibly including me. I think we're doing better than anybody in the world. I'm biased, obviously, but we're kind of pioneering in industry. So there's no real great blueprint. That's my excuse. But I've raised capital, both for this business and my previous real estate career, but it's been in small chunks of like five million, 10 million, 15 million.

• 14:42Alex Hormozi?

  Like formal rounds or like friends and family?

• 14:45Speaker 03

  Both. Like, so for this, this company, I seeded it, Angel Seed, and then Series A, we're on a Series B right now. That's about my level of expertise. But when we really need to get out to scale, we're gonna have to get a lot more money. And I'm noticing and starting developing these relationships that it's a much different conversation when you start asking for 100 million versus five or 10.

• 15:07Speaker 03

  So I guess my question gets down to, what would be a good suggestion, knowing that I don't want to leave the company and get kicked out yet?

• 15:16Alex Hormozi?

  Well, how much equity do you have left? Or like, do you have?

• 15:18Speaker 03

  65%.

• 15:19Alex Hormozi?

  Okay, so you still have a good chunk. Okay. And then 35% is all investors or are there team? Okay.

• 15:25Speaker 03

  I have some, yeah, team members also.

• 15:27Alex Hormozi?

  Okay.

• 15:27Speaker 03

  Key players, yeah. Chief medical officer, stuff like that.

• 15:30Alex Hormozi?

  So is the issue that you've had the conversations and people are saying no to the higher valuation in order for you to get the capital you need?

• 15:37Speaker 03

  Yeah, a little bit of that because really, we have a lot of technology that hasn't, it's been proven in our clinic and it's ready to, you know, basically scale if I could get the money for the manufacturing to build the extra laboratories and, and so I don't want the valuation to be squeezed so much that it squeezes me right out of a power position. So yeah, that's, that's kind of the issue.

• 16:00Alex Hormozi?

  Do you, do the existing investors who have come in so far, do they have, because like, you can absolutely maintain control and still be a minority shareholder. Like Zuck has 100 to 1 voting rights. And so if there's a business that requires more capital, that they still trust you, but understand that it requires more capital to get to where you want to go, then you could still maintain the control you want, as long as they buy you.

• 16:25Speaker 03

  Yeah, the people we have right now are like that. You know, we have some professional athletes and celebrities, a lot of people that were like really good patients of ours.

• 16:32Alex Hormozi?

  And then they wrote you checks.

• 16:34Speaker 03

  Yeah, and then they wrote us checks, but they're not really big funding partners.

• 16:37Alex Hormozi?

  Yeah. So fun, I mean, this is just a sale.

• 16:41Alex Hormozi?

  That's all it is. And so I would, I would encourage you to probably think less about, is this not really, less about the facts and more about the story. Now, facts do make great for great stories. But the question that we have to answer is like, what would you need to see in order to believe? And so if I'm talking to like, so when we're thinking, like if we're about to, let's say we want to raise a round in 2026, right? I'm having those conversations now with 10 times the amount of potential kind of like investment partners to understand what they're, what each of them needs to believe or needs to see in order to feel confident to make the bet. And once I have that kind of big list, then I can narrow that down to like, okay, this guy's unrealistic, this guy's unrealistic.

• 17:26Alex Hormozi?

  This we can do and it's going to cost us this much. And so sometimes it's a tiny race to just get this one need to believe to be believed. And then you can ladder into this other thing. And so I, I think about it as like, I want to go find my customers, find out what they want and then build the thing they want. Now, to be clear, that's not like trying to derail the vision, like you don't want to build another person's company. But it's typically, they're all going to just try to pay down risk. That's all they're paying down, right? Or want you to pay down for them.

• 17:56Alex Hormozi?

  So from a control perspective, that's super manageable. If you did it today, it's like, maybe you lose half the equity that you have, but now you have a company that you raise, how much cash do you need?

• 18:06Speaker 03

  To finish this round, five million, but we want to go out and raise a hundred in 26, 27.

• 18:11Alex Hormozi?

  And you want to raise that at what? A billion at?

• 18:13Speaker 03

  No, half a, half a bill.

• 18:14Alex Hormozi?

  Okay, 500 million is what you want to raise it at. So you want to sell 20% and get 100 million in cash?

• 18:19Speaker 03

  Yeah.

• 18:19Alex Hormozi?

  Okay.

• 18:22Alex Hormozi?

  They have to see basically what risk are the people who bought in at 20? Or what's your current valuation, the last round?

• 18:29Speaker 03

  50 million.

• 18:30Alex Hormozi?

  Okay, so that's a 10x difference, right, in valuation? What risk did the $50 million round take on that they are now rewarded for with the $500 million round?

• 18:43Alex Hormozi?

  That's a question. I don't know.

• 18:44Speaker 03

  I mean, in my mind, we've de-risked this more than any other platform on the planet, but there's still a lot of regulatory risk.

• 18:50Alex Hormozi?

  Okay.

• 18:51Speaker 03

  So there's a lot of unknowns that the 50 million round didn't know, like in the sense that now Florida and Utah and some other states are starting to change their thought process on stem cell. So it's starting to look more de-risked in that, from that point of view, I guess.

• 19:04Alex Hormozi?

  So directionally, the only, has there been any technological change or sales velocity change or avatar change? Like, has there been any new finding that fundamentally changes the game? Because again, I'm trying to help build the story here. Because that's all we're selling here, is that we raised at 50, now we're raising at 500, and the reason is?

• 19:25Speaker 03

  Oh, yeah, we'll have a lot of reasons. Yeah, because with that, yeah, sorry. I guess I wasn't understanding. Yeah, we're going to build a laboratory that we've already proven our technology that we've been delivering for years, and we're just going to be able to scale it. So I think-

• 19:36Alex Hormozi?

  And that wasn't there at 50?

• 19:37Speaker 03

  Yeah.

• 19:38Alex Hormozi?

  And that was not there at 50?

• 19:39Speaker 03

  That was not there in 50.

• 19:40Alex Hormozi?

  Okay, great. And so to me, it's like, these are the, this is what has changed, and now fundamentally changes the nature of the business. That is, that is it. So it's like, this is a $10 billion business. There are three more assumptions that have to be proven true. We proved this one right, which is why we are now, because it's, they're all discounts on a $20 billion business of the likelihood that you actually achieve that. Like, at least that's, that's the thinking process most VCs, or at least good VCs come in with, is like, they're only making money on, you know, multi, multi-billion dollar companies. And so it's, how many assumptions do I have to believe will be true? And the fewer assumptions that need to be true, the higher the valuation, because the higher the likelihood. And so if we're like, this was actually the riskiest of the, the four

• 20:23Alex Hormozi?

  that have to happen, and that's why we have the biggest step up in our valuation. Because now, it's just a capital constraint, not a assumption constraint. Like, we've already, we've already de-constrained this. And from the regulatory risk perspective, all the directions are pointing green, not red. That's how I'd position it.

• 20:39Speaker 03

  Okay.

• 20:39Alex Hormozi?

  It is for sure a pitch, though.

• 20:40Speaker 03

  Yeah, I get kind of in the weeds of the nuts and bolts, and people just, their eyes glaze over-

• 20:45Alex Hormozi?

  They don't know the science.

• 20:45Speaker 03

  Yeah.

• 20:46Alex Hormozi?

  They just want to know that they're going to make a lot of money. And so, it's going to be a sale on you, and a sale on the story.

• 20:54Speaker 03

  Okay, yeah, thank you.

• 20:55Alex Hormozi?

  I just like, do not be a scientist for the pitch.

• 20:58Speaker 03

  Yeah, yeah, no, I, I'm not, so.

• 21:00Alex Hormozi?

  Yeah, I was like, we can help you with that if you need it. Yeah.