When your revenues break the normal and natural pace of growth and instead jump into “scale” territory, you go from being in the flow of traffic to breaking out of the flow of traffic. As speed increases, so can the danger.

I like seeing at least a million dollars per year (of revenue, not profit) per demonstration asset.

You can take a smart person who believes they are worthless, and they’ll lose to a dumb person who believes they deserve to succeed. This is one of the more confounding mysteries in success literature: what you believe is more powerful than what you do.

product must have two delineating factors to be considered a product: Automated delivery No customization When someone purchases a book, a course, or a “product” from you, they must receive it automatically. You aren’t going to be manually sending this out to people who pay for it. Then, every customer who buys a product receives the same experienc

Services break from “education” or training and enter the realm of labor. You’re not showing them how to do something or fix an issue; you’re fixing it for them.

If you can build a robust bottom of the funnel (a suite of products that people buy, keep buying, and stick around for), then you can spend almost any amount of money to fill up the top of the funnel because you know at some point it’s going to convert into profit for you.

If you want better clients, be a better client. If you want to get paid on time, you pay on time. If you want people to respect you, start by respecting yourself. The mirror runs our perception of the world, and that perception of the world is predictive. We are the cause, not the effect.

The name of the long game is “retention,” not “acquisition.”

duplicate not what you do but what you know.