About · one person, two partnerships
So we don't start with advice. We start with your call recordings, your numbers and your list — because the thing capping the business is almost never the thing the owner is working on.
01 — What I've actually done
Two businesses, built to where they are now, with the numbers attached — and the last line is what I got wrong, because a record made only of wins isn't a record.
$30k → $170k
A coaching business, and the entire sales organisation that did it — setters, closers, and two managers promoted off the floor rather than hired in. The closers ended up converting better than the founder.
$5–10k → $64k
263,000 followers and $5,000 to $10,000 a month at most, never steady. New niche, new offer, new marketing, and the sales side built from nothing. Sixteen months, because there was no proven offer to scale.
$60k
My own coaching business, per month, plus around fifteen others run to six figures a year. I closed mine — it taught beginners the fundamentals, which is why beginners are a stated no here.
Moved two founders' entire client loads off them and onto coaching teams without the results dropping. It is the transition most coaching businesses stall on permanently, and it is what actually gives an owner their week back.
Both businesses are still running, and the same managers work across both — so something learned in one shows up in the other inside a week. Both are named on the record.
I priced the first partnership around my own bank balance: $2,000 up front and 30% of new revenue, then 20%, then 25% of one product line. Every version was wrong. It is why the terms are published now rather than negotiated in a room.
I'd rather tell you on the first call that this isn't a fit than find out together in month four.
02 — How I work
I'm not trying to be the person who does the work forever. The job is to build the thing that does the work, put the right people in it, and then keep operating it with you — which is a different arrangement from an agency and a different one from a hire.
What that means in practice: I'd rather write the standard once than answer the same question forty times, and I'd rather tell you on the first call that this isn't a fit than find out together in month four.
Tell me where the business is and who sent you. If it looks like a fit, I'll send a time to talk. If it doesn't, you'll get a plain no and the reason — within two working days either way.