So I'm curious from your perspective, What is it that you have seen specifically that separates those who enter into a space where they have an idea they want to share and it succeeds versus those who come in guns blazing and very quickly run out of ammunition? Sorry, I'm at the end of my metaphors here.

That's a great question.

So there are five things that must be true in order to run a wildly successful, sustainable, recurring revenue solo business of this type.

This is a knowledge-based business, but you can swap out the components for a product-based business as well.

You have to know who you are, your positioning.

What painful, pervasive, urgent, expensive problems are you, subject matter expert, uniquely equipped to solve based on your wisdom, experience, passion, and expertise? Your positioning, okay? Who has those painful, pervasive, urgent, expensive problems? Like what type of company and which individual champions and or buyer, if different in a B2B sales cycle, has those problems? And when are they having those problems? Who has those problems that you actually want to work with? And when are we arranging a meet cute, if you will, with your prospective customer in order to intercept them at exactly the right time where what you're selling is not a nice to have, but is a must have.

We are going to bleed out and die if we don't solve this problem.

How do you help someone shift their mindset from chasing reach to maximizing depth and impact? Yeah.

So talk about a product ladder.

Yeah, so a product ladder, also known as an offer stack, it's just a list of what you offer, the services that you offer, and a description of kind of how those are packaged up.

Again, we're taking your methodology and we are packaging it up into coaching, advisory, specific consulting engagement in a container, a fractional executive role.

And the point is to have... at least three to five offerings where you are hitting your prospective clients at different price points and in different ways.

Some are gonna go for more virtual stuff versus some require in-person, some need hybrid, some have very little budget depending on who's paying the bills or whose budget your fee is coming out of.

Some have massive budgets.

And so we wanna be able to accommodate whatever the narrow subset of our niche is as well as humanly possible.

Let's do it.

So talk about a product ladder.

Yeah, so a product ladder, also known as an offer stack, it's just a list of what you offer, the services that you offer, and a description of kind of how those are packaged up.

Again, we're taking your methodology and we are packaging it up into coaching, advisory, you know, specific consulting engagement in a container, a fractional executive role.

And the point is to have... at least three to five offerings where you are hitting your prospective clients at different price points and in different ways.

You know, some are going to go for more virtual stuff versus some require in-person, some need hybrid, some have very little budget depending on who's paying the bills or whose budget your fee is coming out of.

Some have massive budgets.

And so we want to be able to accommodate whatever the narrow subset of our niche is as well as humanly possible.

Let's do it.

I would get bored if I did the same type of project over and over.

You totally would.

What would you say? Yeah, that would not be fun.

So the way that we remain intellectually stimulated in our work in an environment where we are higher ticket, working with fewer clients, and importantly selling productized services, is that one, we are working with different people.

Two, we have a product ladder that is ripe for expansion.

It is a logical progression of offerings where you can maximize LTV, your customer lifetime value, how much each customer pays you on average, by offering a...

Okay, I'm going to come in and solve problem number one with this offer, and that's going to uncover problem number two.

consistent.