Fact Check: Charlie Morgan's 'Apocalyptic Imperial Scale' Claims on Scaling to $1M/Month

Hey, Charlie Morgan here. I'm going to keep this really quick because, as you can see, this video is already nearly

three and a half hours long. I've scaled to a million dollars a month with my marketing agency, coaching, and

consulting businesses. And in this video, I'm going to walk you through the four things that you need to know to

scale all the way to eight figures or seven or multi-se figures. I'm going to walk you through the four steps to

scale, the KPIs you need to do so, how to build systems to make it happen, and how you can actually work on your

business, not in it, to allow for exponential growth. Now, I know that the last thing that you think you need right

now is more training videos, right? Or more courses content. That's not the purpose of this video. This is a

realworld practical application of everything I've learned over the last 10 years of going from zero to 10k a month

to 50k a month to 100k a month to 250k a month to 500k a month all the way to a million dollar a month in cash. Okay?

So, this is some of my best work. I made it for you so you can understand that I actually know what I'm talking about

before your advisory call. So, strap in, check it out, and I'm looking forward to um helping you scale.

[music] Hey everyone, it's Charlie Morgan here and welcome to Apocalyptic Imperial

Scale. So, in this video, I'm going to explain how to actually scale. Because I've gone from zero to 10K a month, from

10K a month to 100K a month, and from 100K a month to a million dollars a month. I figured out how to

consistently, repeatedly, predictably, maintainably, sustainably scale my business. And I've got no doubt that in

the future I'll do a hund00 million a year and then a billion dollars a year and so on so forth. And so, how do we

actually scale? How do we actually grow something and increase the size of the thing that we have right now? Well, in

this video, I'm going to completely blow your mind. I'm going to walk you through the abstractions, mental models, and

philosophy that billionaires and deca millionaires and center millionaires use to consistently 10x their income and

achieve feats of scale that nobody no one ever thought possible before. It's not that difficult once you understand

it. And so, in this video, I'm going to help you understand it. And this can get a little complicated.

It can get a little abstract. So, I need you to pay close attention. Get rid of any distractions you might have. Phone

off the desk. Close your tabs. Close your email. And just give me your full undivided attention for the next few

hours. And I'm going to blow your mind. So, here's what we're going to cover. First of all, we're going to define what

scale is. Then, we're going to talk about the conditions of scale. Strain, global, loco, local, micro, macro,

fractal. Bit of a tongue twister there. Four steps to scale. Four disciplines. Focus, energy and time. What is focus?

Macro versus micro focus. Polaris star asymmetries. 100 units of time throughput barrel foret pipeline and

bank bottlenecks bottleneck identification fixing bottlenecks systems and diagnosis and then

economics. So you might see that if you're watching this in acquisition genesis that there's some familiarities.

you might see some similarities um in terms of stuff that we might have already discussed and you know that's

okay. You might notice a minor overlap in this video between stuff that we've already discussed uh and some of the

stuff we discuss here and that's because what I'm going to be doing in this video is doing a deeper dive on certain

topics. So, you know, we we've discussed systems and, you know, we've talked about throughput and we've talked about

metrics and we've talked about bottlenecks and I've defined them for you and you you're aware of them, but

you don't you don't really understand them on a deep enough level to use that knowledge yet. And so, this video is

designed to solidify your understanding of certain abstractions that if if you apply this knowledge and you really

listen and you really learn, like you will completely destroy and steamroll every single person in your wake. you

will monopolize your market and no one will even be able to come close to you. No one will be able to touch you in

terms of how profitable you are and all of your competitors will literally wither away in your presence. And if

you're if you're ask if you're wondering like how do I know that's true? Well, that's quite literally what we're doing

right now. Like when I started Imperium, we had maybe like 20 competitors. Now there's like one or two left. And it's

because no one can beat us. No one can compete with us because of the way we think. So I'm going to show you how.

Let's get into it. So I want to give you a quick disclaimer around Consulting Nana here. So I've introduced Consulting

Nana to you into the introduction at the start of Acquisition Genesis, but this video was originally made to be put out

at the phase 4 of Consulting Nana. So this video is an advanced late game video. Okay, this was originally made

with the intent of teaching established seven figure business owners how to get to eight figures because you know it's

about scale. So what is scale? Well, it's increasing the size of something and that assumes you already have

something. So if you don't have a successful business yet, if you're not doing 100 grand a month, you haven't

really got anything to scale. You've just got like there's there's not much there if that makes sense. So before you

think, well, hang on a minute, that means this video is not relevant to me. I realized that after making this video

that whilst this knowledge is advanced and it is more applicable to someone who's already doing 100 grand a month

and wants to get to a million a month or whatever or someone who's already doing like 400 grand a month and wants to get

to like a million a month or whatever. Um it's imperative you understand this because I I got this down you know not

not really until the last few years in my entrepreneurial career and once I understood this it just I just blew

everything up like I just managed to scale real fast. So because of this, there is going to be a small part of

this video that you won't get, and that will be the part where we dive into the KPIs or metrics required to scale an

info business to eight figures. So what I'm going to be doing in this video is we've got a lot of abstractions and

important theory to cover that will massively help you, but I am at certain points going to be discussing certain

metrics and certain key performance indicators that info business owners need to have in place to get to eight

figures. So bear in mind that this video was initially intended for info business owners who are already successful.

They're already at seven or multi7 figures and they want to get to eight figures. That's who this video is made

for. However, just because that's the case doesn't mean that you won't be able to derive value from it. And to be

honest, like you know, if you can consume this knowledge and understand it, you'll just eviscerate everyone. So

there are going to be like when we're going through the metrics and key performance indicators, it won't that

bit won't apply to you, but everything else does. Okay, so in case you're wondering what Consulting Nana is or you

need a recap, Consulting Nana is a course inside of EasyGrow and it's kind of our late game content. So, you know,

in a video game how you have early game and late game content where, you know, if you take like an MMO, RPG, um, like

you could take like a video game like Runescape for example, they've got lots and lots of early game content, but

they're now at the point with the video game where if once you've been around for a few years as a game and you've got

thousands and thousands of players or millions of players in certain games cases, what starts to happen is you get

lots of late game players and those late game players still need to be entertained and they still need to

receive value from the thing that they're playing. And so I treat my product like a game in the sense that

I've got hundreds if not thousands of people at this point to their goals and to the point where they want to go. And

so they need to have more late game content. So Consultant Nana is is kind of like a late game program. And what

this does is consultant Nana shows you how to get between 100 grand a month and a million dollars a month with the high

ticket info course model. And now this is where you should be headed. Every single client in the program should have

the intention of reaching consulting nana. So you might be wondering once again who is consultant Navana for? Well

just to recap this is for four different types of people who want to achieve seven multi7 or eight figures in yearly

income. So the first kind of person it helps is a coach or consultant um who's stuck and unable to scale because

they're doing one-on-one or personalized coaching. So we help them transition to the info model right where they've

already successfully coached more than 15 people and they've got 15 people results but they want to scale. The

second person it helps is coaches and consultants who already have a high ticket info product achieve scale and

growth by making their product and business better. So, you know, you might be watching this as someone who's

already got an info course, but you want to make it better and scale. And then number three is experts who have they

don't really necessarily like they haven't had an agency or they haven't got a coaching business, but they want

to turn their expertise into a successful business by starting a high ticket info product thereby making money

by selling their expertise. And the fourth person is an established agency owner or a done for you service provider

who's signed more than 15 clients and got more than 15 people results on a done for you basis. And that person is

stuck and unable to scale due to the operational complexity of working for clients scale simply by teaching their

clients how to do it instead. So these are the four types of avatars that can use consulting nana. If these apply to

you, if any of these apply to you, right? Then you know if if you're one, two, three or four, then after

acquisition genesis and consulting nana um sorry after acquisition genesis and selftrcendence, you should go to cons

consulting nana. You should head straight over there because that's where you belong. Okay? So if you're one of

these people then once you've been through acquisition genesis and selftrcendence get yourself over to

consultant nana because that's where you're going to find a huge amount of leverage. Now, I know that you probably

bought this program for appointment booking systems, but the model that you use holds so much more leverage than an

email system in the long term. Trust me, the model, there's way more leverage in the business model than there is in the

acquisition system. And so, that's where you'll find more success in the long term. You still want to use the other

systems, of course, but you can do that first. Now, if you're running an agency or a coaching or consulting business and

you're doing one-on-one or group personalized coaching in that business or you're doing done for you work, then

your only priority should be to get good enough at your thing, which means that you've signed more than 15 happy clients

since starting so that you can teach it. That should be your goal to establish proof of concept around your thing so

you can build a high ticket info offer around Consultant Nana. So, I'm I'm hoping I'm making sense here. The point

I'm making is that this video was designed as late game content for established info business owners who are

doing seven figures or more. And it's designed to help them get to eight figures. So, there are going to be parts

of this video that are relevant to that group of people that won't make sense to you. And when we get to those points, I

will explain them to you and I will tell you, don't worry too much about this because you're not going to understand

it. But 95% of this video is extremely relevant to your scenario and situation regardless of where you are and will

completely blow your mind. So without further ado, with all that in mind, I hope you're ready to have your head

completely blown off your body. So here we have apocalyptic imperial scale. So welcome to apocalyptic imperial

scale. Here we're going to be exploring the primary mental models and abstractions required for you to

properly understand scale and how to achieve it. So this is all about scaling a business. It's about taking something

that already works and you might not have something that works yet, but it doesn't hurt to understand this, right?

It's about taking something that already works and increasing the size of it. So let's actually start with some first

principles here and let's define what we're working with. So what is scale? Well, scale at first principle in a

business context is an increase in size. That's all we're trying to achieve here. People massively over complicate scaling

and they think it's this weird thing, but really all we're looking to do is just increase the size of the business.

And what we can do is we can break our online info businesses or online businesses. But obviously, I'm going to

be using the word info here because as I said, this video was intended for people in the info space. but it still applies

to you. We can break these businesses into buckets that need to increase in size if we were to scale. So this will

apply to you regardless of what you do. So the first bucket or the first real system in a business is the acquisition

or conversion system. And scaling this system means getting more clients, increasing market share, more

appointments, more leads, more sales, more units, more cash, more money. And this is what everyone wants to scale.

This is what everyone wants more of. But there's two more things that people seem to forget that have to exist in order

for scale to happen. So the second system that you have to scale in your business in order to achieve scale on a

broad scale is value delivery. And this means more results for your clients, better results for your clients, more

support, more questions, more testimonials, better product, etc. And the third thing that you need to scale

if you want to scale is infrastructure. And this is more systems, bigger team, more operations, more standard operating

procedures, more communication, more operational tools, more softwares, etc. So the playbook for scale is extremely

simple. One, we find a value delivery system that works really well on a micro level. This is your first priority if

you want to grow a business. So, if you have ambitions to scale, and you know, when I when I use the word scale here,

I'm talking about really getting to eight figures because I don't really think getting to like 100 grand a month

or 500 grand a month, that's not really scale. Like, yeah, you're you're sizable, but in this online space, like

I'm talking about scale in terms of the the height of achievement. You know, level 126 on Runescape or I don't know

if you've ever played Runescape before, but that denotes the highest level you can achieve on that game. Um, and so,

you know, we're talking here about the highest level that is achievable is going to be eight or multi-ight figures.

So, when we talk about scale, there's not much point in talking about seven figures because, well, there's a level

above that and that's eight or multiate figures. So, if you want to, you know, scale and maybe you just want to get 100

grand a month, that's fine, but this this is still going to be helpful. So yeah, this is your first priority is you

need to find a value system um value delivery system that works incredibly well on a micro level. So this means

that you know over 30 clients, you've actually helped them all. You actually solve the problem. You actually do what

you say you can do. The foundation you have for explosive apocalyptic scale on an imperial level is how well you can

deliver value to people. It's the most important thing. You cannot scale without it. Now, in the short term, you

can make a lot of money without a good value delivery system where you can make a big promise and run ads and do sales

calls and build a crappy product and make some money, but you're not going to last more than 6 to 12 months before

people start to realize you're a scam and you're forced to go and get a job as some marketing manager for someone else

because you couldn't hack building a good product. And I've seen that happen to a lot of people before. So really

there's no way around it. If you want long-term success, which is what you should want as a part of this program,

this is the first thing. Now, the second thing in the playbook for scale after finding a value delivery system that

works is finding an acquisition or conversion system that works on a micro level as well. So this means that you're

able to actually acquire the clients. So really, you could argue that this is the first thing you have to find, but I

don't want you to be under the illusion that acquisition is more important than value delivery. because you can acquire

and convert as many people as you want. But if you don't deliver value, they're just going to ask for refunds and you're

not really going to make any money at all. But you're not going to be certain that your thing works until you acquire

clients to test it. So these two things kind of go hand in hand. Now the third thing in the playbook for scale is to

drastically increase the volume of inputs into the acquisition or conversion system.

So really this is what scale is. At first principle, we know that scale is just an increase in size. Now at this

point in the training you know what a system is and you know how systems work and so we can look at our business as a

system and we can visualize it as an input a process an output with feedback in an environment and so really what

we're doing is to increase in size all we have to do is increase the volume of inputs. Now if we already have a proven

acquisition or conversion system that works on a micro level and we already have a proven value delivery system that

works on a micro level then this means that on the macro level these two systems should hold in place and all we

have to do is increase the volume of inputs. It's a very simple thing to think and if we increase the volume of

inputs through working systems we should scale into the macro. And the fourth step in the playbook for

scale is to accommodate increasing clients with infrastructure. So we need to clean up the mess we

create basically. And we need to learn to bring order to the chaos that comes as a result of increasing the volume and

increasing the outputs and such. And this is where it comes in handy starting to hire people and building systems and

you know learning how to operate a company. And we will be talking about that uh as we go through um consulting

nana. So, you know, we're not going to be talking about operations and stuff. If you're watching this in acquisition

genesis and you you're still struggling to acquire clients, well, you don't really need to worry too much about

infrastructure because you only need to build infrastructure when you create chaos and mess and clients create chaos

and mess. And so, if you don't have many of them yet, you don't need to worry about this. But if you're watching this

as a consultant member, um, then we're going to be continuing on through phase four here to explain how to build this

infrastructure. So really scale in a sentence is attempting to find a proof of concept on a micro level and then

increasing the volume through it. So your first priority before you can scale a business, you need to have a business.

And a business is a collection of three systems as we've explored or collection of different components that need to be

working and in tow before you can grow them. So scale is conditional and there are conditions of scale. So, if you want

to achieve scale and you want to get to eight figures, and you know, I'm I'm telling you this is someone who's

actually done it. By the way, this isn't some theory crafted like I think this might be true. Like, as we go through

this video and I walk you through the numbers and the methods, like I actually did this. I've actually got to a million

dollars a month with a 50% profit margin and I'm making like 500 grand a month profit. Like, this is actually what I've

done. So, I know this works and I'm sure this will get me to 2 mill a month and beyond. And so, scale is conditional.

What this means is that we need certain business conditions to achieve it. So, scale is isn't just unconditional. You

can't just scale any business. The only businesses that you can scale are businesses with conditions that give a

sense to scale. Now, what does this mean? Well, when you start a business, your entire job should be trying to find

favorable initial conditions as below. So what we're looking for in a business that that is a low level and I consider

a low level to be anything you know below 100 grand a month is first of all results. So the first condition of scale

is having a product that actually gets clients results as fast as possible. The second condition for scale is an offer,

which is an offer that positions your product in a way that resonates with the psychology of the market and attracts

attention. The third condition for scale is appointments. It's having a system or a

method that deploys your offer into the market to book appointments. The fourth condition of scale is show. This is

having a process that encourages your appointments to actually show up. The fifth condition for scale is sales,

which is having a script that converts appointments into closed deals. And the sixth condition for scale is profit,

which is basically doing all of these five things here while still having a healthy, sustainable, and worthwhile

profit margin. So, if you want to scale, you must have all six of these conditions in place. Now, once again,

this is info only. This is specifically for info businesses. However, this will apply to one-on-one coaching or agency

models. However, you cannot scale one-on-one coaching and you cannot scale agency models. And I know this to be

true because I've tried it and I've seen hundreds if not thousands of people try it and it does not work. The most

scalable, profitable, and sizable in terms of how big you can grow the

thing business model is the info business model, which is why I'm encouraging you to enter it. It will

make you the most money and get you the best results in the long term. But however, you might not be able to get

there yet. Now, if you're watching this from consultant nana, obviously you are here. So

basically this is giving you the knowledge you need to have down the line. Now we can measure each of these

conditions. Remember these are conditions of scale. We can measure these conditions with metrics. And scale

is really all about understanding the key performance indicators associated with each condition and simply just

achieving them. So for all of these metrics here, for all of these conditions rather, there are key

performance indicators. And if you are able to line your business up and achieve those key performance indicators

for these six different conditions, then you will scale or at least you'll be in a position where you can increase the

volume of your inputs through your business to scale. If you try to scale and if you try to increase the volume of

inputs and grow the size of the business without having these six things within KPI, then you're scaling a problem and

your thing's going to blow up in your face and you're not going to be very successful. So before we try to increase

the volume and before we try to get bigger, we have to get these six things in tow. And how do we know they're in

tow? Well, we'll ring key performance indicator for them. And in case you're wondering, yes, I'm going to give you

the key performance indicators in a second. So what are the key KPIs? Well, here's a rule for scale. Over the last

30 to 100 plus clients, in the last 3 to six months, the following must be true. So, do you remember at the beginning of

this video when I told you that there might be something that doesn't make much sense? Well, it's going to be this

part here because we're talking about metrics here that are relevant to info businesses. So, I still want you to

watch this because I would quite like you to know this because in the future, um, if you want to, of course, you

should go into the info model. It's what I'm encouraging you to do. So you still need to know this information and it

doesn't hurt if you didn't know it. So just sit tight whilst I'll explain. So this is for people who are watching from

consultant nana. So the first thing that you need to have the first condition is obviously client

results. Now if you are doing a high ticket info product and you want to scale a high

ticket info product and a high ticket info business then the first metric you need to have as a KPI is a refund rate

of less than 5 to 10%. Now really it should be 5% or less. So how do we track whether or not you are in the condition

for scale for results? Well the first and most obvious one is how many people ask for a refund. Because if your

product sucks, people are going to ask for a refund. And if people aren't getting results, they're going to ask

for a refund. So the the healthiest and most straightforward metric you can use to measure your results is your refund

rate. And so if you have a higher refund rate really than 5%, you shouldn't try to scale. The second thing that allows

us to track whether or not our results are in in KPI is that 90% of our clients are nightmare free. And I can I'm

considering a nightmare client as someone that complains, moans, or drags their feet. So, you know those clients

you have that make you want to basically just like go and hide in a hole somewhere because they're so annoying.

Well, if more than 10% of your clients are doing this, then you don't really qualify to scale because either your

program is just confusing, you know, you're just not getting people results and they're just being a

nightmare. Your dispute rate must be less than 2.5%.

This is a big deal because if your dispute rate is higher than this, then Stripe will basically just shut your

account down. You might get away with doing this at a lower volume, but as soon as you start processing more

payments and you get to a certain threshold, if your dispute rate is more than that, like Stripe's going to just

tear you apart. Really, it should be less than this. Like our dispute rate is like way less than 1%. And I still think

2% 2.5% might be too high as well, but I have seen some people process through Strike with a higher dispute rate, but I

don't know how they do it. But this is a big deal. Your dispute rate should be super low.

Now, your average collection on at least 50% of the receivable cash on payment plan should be 50%. So, if

you have a $10,000 product and you do a payment plan, let's say over a fourmonth period of four payments of $2,500,

then on average in the last 3 to 6 months, over the last 30 to 100 clients, then you should have collected on at

least 50% of that money. You must have an average collection rate of 50% on receivable cash on payment plans.

Anything less and you're just not going to scale properly. And your average order value, which represents your day

one cash collected, should be at minimum 25 to 50% of the total price of your program. So once again, if I'm charging

$10,000 for a program, then my average order value, which means that the average amount of cash that I collect on

day one of my relationship of closing my client should be at least $2,500 or $5,000

because to scale really, we're going to be using ads. That's the main way we're going to

scale. That's the main lever and control that, you know, we can pull to drastically increase the volume of our

inputs at the click of a button. And if you if you have less than 25% AOV, then you're not going to liquidate your ad

spend and it's going to end up costing you too much to get a client and you're going to lose money and be unprofitable

for too long and you're going to fail. So those are the conditions, those are the key performance indicators that

validate your results. So if you have these and these are true over the last 30 to 100 clients in the last couple of

months then you can tick this box off and you have found the condition of results. If these aren't true then you

need to go and seriously work on your product and that's really the main point here. The like metrics show weakness and

weakness simply will not do. And if you're weak anywhere and you try to scale then all you're going to be doing

is scaling that weakness. You know that quote about how a chain is only as strong as its weakest link? Well, a

business is only as strong as its weakest condition. And if you try to grow the business and increase the size,

you're not going to increase the size of of anything except from really the main problem that you're facing right now.

And so only really problemless businesses can scale. And we measure problems based on these conditions and

KPIs. So the next thing we need to validate as a condition is the offer. So, we know our offer is good and within

KPI if we've booked more than 120 appointments with it. So, really that's all there is to it. Like you can say

that your offer works if you've booked more than 120 calls and that's really that. So, that's a pretty easy one to

takeick off. Now, the third one is appointments. So, how do we validate the condition for

appointments? Well, if you're running a cold system, then your appointment booking rate is at

least 2.5%. Now, you can scale more than this. You can scale like a 1% ABR or a 2% ABR, but

really 2.5% is pretty favorable. Now, if you're running an ad system, then the main metric here to measure is the cost

per strategy session. And this is basically like how much it costs you to book an appointment through an ad

system. And if this is anything more than 200 bucks, well, you're kind of in trouble. Now, if you're charging a

really high price for your program, like, you know, 20 grand, 30 grand, then you can afford to pay way more than

this. So, this metric here is relevant to, you know, your average order value, your cash collection, etc. But, you

know, for the average high ticket info business that's charging maybe $5 to $10,000, if you try and do this with

anything more than $200, it's not going to work. Trust me, I've tried. I know these metrics to be true because these

are the metrics I have and tow and the KPIs that I have literally used myself for my business to get to a million

dollars a month. This is once again not some theory crafted numbers that I pulled out of thin air. These are actual

numbers that I have used and KPIs that I have put myself into that have allowed me to get to a million dollar a month

with a 50% profit margin. So if you want to make 500 grand a month profit before tax, then this is what you have to do.

So the other thing as well for ads if you're running ads is you have a 1.5x rorowass on day one cash collected and

at least a 3x rowass on lifetime collection. So that's how we validate the ads with

these three metrics here. This is how we validate the outbound systems. Now if you're using an inbound system we we

can't really measure inbound system because a it requires time and content is is very intangible to measure. So

there's no real point in doing this. And I can tell you right now that like if your entire strategy for scaling your

business is inbound, then you're in you're in for some real trouble. You need ads or you need cold because

inbound is fantastic, but ultimately you're at the mercy of an algorithm. And like you kind of are at the mercy of an

algorithm as well with like cold like its deliverability and with like with like traffic on ads, it's like there's

still stuff to like algorithmically worry about. But inbound like you you can't really press a button and linearly

increase your inputs. Yeah, you can make more content but you know what if you make a YouTube video it doesn't do very

well and then suddenly for the next week you have no appointments. Like it's not very reliable. It's amazing and it can

make you a ton of money. It's made me millions probably tens of millions of dollars at this point but you you can't

rely on it to scale. So the next thing we need, the next condition is the show. And this is

basically building a system inside of the business that gets appointments to show up. Because what you're probably

noticing here is we're working through this in a linear fashion. If you have you can have like a great offer and you

can have like fantastic cost per strategy session, but if you don't have results, like it doesn't matter. And

it's the same thing with the show here, okay? There's no point in getting these appointment things in place and being

like, "Okay, I've finally got my cost per call down to $160. It's time to increase the ad spend." Well, if you

haven't validated a show system, then you're just going to be scaling the problem of these appointments not

showing up. So, we have to have it. So, 60% of your appointments show up. And you'll know that this is valid or not

once you've booked 120 appointments. So, you know, if you've booked 120 appointments,

um, then we can validate the show rate being at 60%. So, on 120, you know, that's it's pretty simple. That's how it

works. It's like 72 appointments have showed up of those 120. That's 60% I believe. Don't quote me on that. So, the

fifth thing is sales. So, you need to validate a sales process and you also need to validate your your own sales

skills as well. So, if you're taking sales calls, then you must have a conversion rate of at least 25%.

And if a rep is taking the sales calls, then they must convert at 15%. Because you know, if if you're not if like I can

tell you right now that if you're doing sales calls right now, any rep that you on board will probably do maybe half as

bad as you on the on the phone. They might do maybe 60 to 70% of what you're what you're capable of. And that's

really all they'll ever do. If you can't sell, then you don't know how to manage someone who can sell. And you know, you

need to know how to do it yourself. So, you need to be converting at 25% in order to really scale this business

because if you can convert at 25%, then typically you can manage and teach people to close at 15%. And 15% is a

scalable number because I've scaled it. So, you can do that. And then the the the final thing, the sixth condition

that you need to have in place in order to scale is a profit margin of 50 to 60%.

Anything less than this is just not worth it. Like, you know, you could say 30% is great or whatever, but like this

is obviously for the info business model. If you're running an info business and your margins less than 50%

or anything less than 50%, there's something wrong with your brain. Like, you're doing something seriously wrong.

You're spending money in places where you absolutely do not need to spend them. And that's true. And I know this

because my profit margin since I got to, you know, from anywhere between 100 grand a month to a million dollars a

month has been between 50 to 60%. So once again, I know it because I've done it. So these are the conditions you have

for scale. If you don't have these numbers in your info business, now obviously if you're running an agency or

you're doing one-on-one coaching, these numbers are going to be like, whoa, what the hell is like CPSS and I'm not

running ads and I I haven't booked 120 appointments. Like you don't have to worry too much about these metrics. If

you're not a high ticket info product entrepreneur yet and you haven't been through Consultant Nana, then like I

said, these metrics don't apply. However, if you're watching this from Consultant Navana and these do apply,

then what you need to do is you need to learn that in order for you to grow your business and scale it, you must sort

these things out first. This is your list of priorities. If you don't have these in place, you can't scale. Once

you have these in place, you can scale. These are conditions. So, above are the requirements for

scale. And I'm telling you right now that if you have them, you can literally 2x to 20x your business in the next 6 to

12 months. And this is obviously provided the total available market is big enough, you know, but really like

you could go if you had those conditions and you nailed that, if you had an info product and you have like a scalable

infrastructure, like you could go from 40 grand a month to 800 grand a month in like a year. And I'm not even joking if

you had those conditions. It's literally just about increasing the inputs. So if you don't have these like why do

they matter? Because I'm telling you here that if you don't have these conditions and you don't have these KPIs

then you won't be able to scale and all your focus should be on getting them. Like this is now your to-do list if you

don't have them. If you're an info entrepreneur if you're not an info entrepreneur and you're running an

agency or a coaching business oneonone or whatever your main to-do list right now is finishing the program and going

through. But if you're in consultant Navana like I said then you have to do this. So

why like why are these things why are these conditions so important and why do you have to have them? Well, it's

because of something called strain. So if you don't have these conditions in KPI, you can't scale. Well, why is that?

Well, if you're out of KPI in any of the above, in any of these things here, then basically you're just going to be

scaling problems. And this is because scale applies something called stress or strain to

your business and the components of it. Now when you try to scale any issue that is existing in the business will be

amplified not only by the exponent of scale but probably also multiplied by two and weaknesses essentially create

exposure. Now what this means is if you have a problem right now and you try to

increase the size of the business like I said before the main thing you're increasing the size of is the problem.

So, for example, if at 30 successful clients with your info business, you have a problem with client support and

you scale the business by 5x, then you're probably going to increase the size of that problem by 100x or 10x,

right? So, you know, if if if you run an info business and it's 30 clients, like let's say all of the support goes

through you, like you you are centralized to the support, which means that everyone's asking you questions and

like clients cannot get help or understand your program without having to message you. Well, that's fine in the

small scale, but you know, if you go from having 30 clients to 300 clients, your business is going to break because

you can't not only can you not support that many people, but if you are supporting that many people, you can't

do anything else and then you're literally just a support person and you you can't run ads, you can't make

YouTube videos, you can't run a sales team, then you're just going to your business is going to die. So what is

happening like what whatever problems you have right now that might not seem like that big of a deal. Trust me when

you increase the size of the business and you increase the volume of the inputs and you put more strain on your

systems that problem will be huge. And scale is simply increasing the volume of the input through the

business. When you increase the volume you put more strain on the systems in the business. And this strain acts as

pressure. And if your systems are weak, the pressure will break them and the business will fall apart. Now here's how

to visualize this. So, say you have a submarine with a tiny tiny crack in its hull at a surface level or just below

the water. This isn't really a problem. So, what we can see here, I'm just going to make sure I'm zoomed in properly.

This is fine. So, what we can see here with this submarine, let's just come back in.

Do that. Okay. So, what we can see here is with this submarine is this represents your business. And we can see

just above the water is like not very big scale. So maybe this is like 10, 20, 30k a month. You know, it's like, you

know, you're above the water. You're just under the water slightly. You haven't gone very deep into the market.

There's not much pressure on the submarine. It's just like you're just running this lifestyle business

basically. But as the submarine dives, and this represents scale, so we're going deeper into the market here,

getting more and more clients. As the submarine dives, the pressure gets greater. So, you know, when you go down

in water and the deeper you go, like your ears start to pop and the pre the water pressure increases. Well, this is

kind of how scaling a business works. The deeper you go into the market and the more clients you sign, the more

pressure that is exerted onto your business and the problems within it. And so, what might be a tiny little problem

at the beginning that doesn't really hurt you at all because there is no pressure to expose the problem or the

weakness, well, this thing's going to get bigger and bigger. So, we start off as a tiny little crack here. And I'll

zoom in here just so you can see. So you can visualize this. We have a tiny crack at the beginning, no scale. And as we

increase the pressure and the scale, the crack gets bigger and bigger and it's going to get so big that eventually it's

going to split the thing apart and destroy your entire business. And the crack is basically having any of these

metrics out of KPI. So if you don't have these conditions in key performance indicator as I've

explained to you and you try to increase the pressure in the business by scaling you can do it for a short while but

you're not going to get very far without breaking what was a teeny crack becomes a bigger and more problem with enough

pressure what was a teeny crack can destroy the entire submarine. The same is true for the systems in your

business. You have to think of it like this. Your business has to be completely watertight. It doesn't matter how much

pressure is applied to the hull of that damn thing. nothing's going to break because metrics reveal weakness and

weakness reveals incompetence and incompetence reveals you. So you'll learn this when you go through the

mindset module or maybe you already have been and you've already learned this if you're in Kasan Nana but if you don't

have one of these things in KPI and you're trying to scale is because it's your fault. Like if you don't know how

to conduct sales calls it's your fault. If you don't know how to book appointments with an offer it's your

fault. If your dispute rate is too high it's your fault. And all of these things reveal your incompetences. And this is

why scaling a business is really about scaling yourself. It's about building your skills and

building your knowledge and your your arsenal of understanding of of your market and your business and everything

so that you are competent enough to build these systems and fix these problems so that you can scale. So

really, if you're asking yourself like how do you scale a business? Well, you start by scaling your skill sets, your

knowledge, and your understanding. And then you apply that skill set, understanding and knowledge and you

leverage it in your business to solve problems, find key performance indicators and build systems that allow

you to sustain those key performance indicators and then you can increase this the thing. So a business is like a

really great self-improvement machine because it forces you to learn these skills and these things and with time

you'll become more skilled. Now, you know, I'm obviously in this program taking responsibility for all of these

things for you because I can tell you right now with our offer system, you're going to do this. Our ABR system is

going to do this. Our ad systems, like you just need to copy the program and you'll have all these things in tow. But

the program is giving you the knowledge and the skills and the understanding. So, you're taking responsibility for

these things by going through the program. So, good job on good job on that. Good stuff.

So, global, local, micro, macro, fractal It's a bit of a tongue twister, I know. I managed to get it right the first

time. So really, businesses behave on a global and local scale and a micro macro scale. And what this means is that as

something is in the small, so it will be in the big. So typically if you can sign 30 clients on a micro level or a local

level which means it's like a small scale and if you can if you can sign those 30

clients with the scaling condition KPIs that I've gone through then typically you can sign 3,000 clients on a macro or

global level whilst maintaining the same KPIs. So imagine for a second let's take the co virus. Okay COVID 19 is a virus.

If you want to understand the difference between global and local or the difference between micro and macro,

think of it like this. How COVID behaves with say a thousand people in a room and and how it

interacts and like the symptoms and the causes and how it transmits itself and everything and like how many people get

infected and how many people die from it etc etc. how it behaves on that small level with a thousand people represents

an identical fractal because how it affects a thousand people is how it's going to

affect a billion people. We'll have the same transmission rates, the same symptoms, the same death tolls, the same

mutation rates, etc., etc. And so what we can learn to do with systems and things in the world is realize that you

can project what's happening in the micro onto the macro. And you can look at what's happening in the small and

understand that if you increase the size of that thing, then the pattern of what's happening in the small will then

continue to happen in the big. Now why am I explaining this? Well, business systems produce results on a

micro/lo level and a macro/global level as well. Typically, not always, however, because it's not always linear, but

typically the results you see in the micro level will be the results you see in the macro level with increased size.

This is why I'm stressing to you to get these things in check. Because if you can get these things in check for the

next 100 clients, then they will and they should stay in check for the next 10,000.

You only have to really figure these things out once. You have to sustain them and maintain them and continuously

test and iterate to combat the entropy that will come for you when you build these things. However, once you've

nailed these, it's really easy to scale. Scaling isn't hard. Finding favorable conditions for business growth is hard.

Once you found the favorable conditions, all you have to do is press a few buttons like increase your ad spend by

like 4x. And I did this recently. Like I I found all these KPIs and I was spending like maybe 60 grand a month on

ads and I was like, "Okay, I want to double my business. How do I double my business? I'm just going to double how

much I spend on ads because I know that, you know, if I've signed 300 clients, if I sign another 3,000, like the refund

rate is not going to go up because it's the same market going through the same product. The nightmare rate isn't going

to increase because it's the same clients going through the same product. The dispute rate is going to stay the

same because it's the same clients going through the same product. It's the same people with the same problem going

through the same solution. I know it works in a small scale. I know I'm going to collect this on average. I know I'm

going to collect this on average. I know my offer works because I've already booked a,000 appointments. So, I can

definitely book 10,000 appointments with it. I know that my cost per strategy session will stay the same for as long

as the market is big enough to support the increase in ad spend. I know the rorowass will hold strong. Like, you

will find a point of diminishing return with the increase of volume and the increase of input. Like for example, I

probably wouldn't be able to spend a million dollars a month on ads and keep these things the same because I don't

think the market would support that amount of impressions because there's just not there's not that many people.

Like my cost per strategy session would just spike way up because the frequency would go up. But I know that if I've

booked 120 appointments and on those 120 appointments I have a 60% show rate, then it's extremely likely that if I

booked 12,000 appointments, I'm still going to have a 60% show rate because I'm using the same system. The variables

are all the same. The only difference is the increase of volume. Volume doesn't necessarily change or alter the

structure of a system. It doesn't. All it does is just get more through the system. So if if I have a if I have any

system for any of these things like a show system and I just put way more pe I book way more appointments, it doesn't

matter that I'm booking more appointments because the system shouldn't break. And this is why we want

to get those conditions. Well, how do we know that what works on a small scale will work on a bigger

scale? Well, we can understand something called fractals. Fractalss are basically patterns that emerge

and they they sort of continue and repeat no regardless of size. So if you go and look at like, you know, a

snowflake for example, you can see like the pattern of the snowflake, you know, if it's like, let's just say it's like a

couple of inches long and you can see it and you can like hold it in a glove before it melts. But if you put that

snowflake under a microscope, you'd see that under a microscope on certain levels of scale as we as we zoom in that

the same pattern will recur no matter how much you zoom in. And I've got this GIF diagram here on the right hand side

to show the example. So you can see here like this is fractal. It's the same pattern. It's the same shape emerging

regardless of how much we zoom in on the thing. And this applies in nature. This happens everywhere. This happens with

plants and trees. This happens with landscapes. This happens with um sol this happens with like solar systems and

uh the universe and space and everything like it's kind of a law of nature. And we can apply this law of nature to

online businesses because what works on a small level will work on a large level. And this happens because everyone

in your market has affinity to each other. They share the similar and same psychological and behavioral conditions.

So in the same way that I can predict how a virus affects a thousand people will probably be how it affects 1

million people. Well, I can also predict that how 30 coaches and consultants behave is how 30,000 coaches and

consultants will behave because you'll find fractal patterns. Like if I know like on average if I if I just round up

30 coaches or let's let's just say I round up a hundred coaches, you know, there's probably like there's millions

of people in the world that do coaching consulting, right, on the online space. So, if I round up a hundred of them and

I find out the average amount of money that they all have in their bank and if I find out what sort of offer will

resonate with them, who mentored them, what channels they watch, what keeps them up at night, what they worry about,

what their dreams are, if I know what will get them to schedule an appointment, what sort of problems

they're facing, what sort of information need to solve the problems, and if I know why they're working in the first

place, like if I can figure this out about 100 coaching consultants, then I can extrapolate that understanding and

project it onto the entire market because people have affinity. Now, if I took one coach and tried to

extrapolate my understanding of one coach onto 100,000 coaches, it's probably not going to work because

you're going to find anomalies and you're going to find weird things. But if you have enough data and enough

people, then you can start to observe the patterns that recur consistently over that group of people and you can

truly can just extrapolate that onto the entire market. And this is why like this is why going

from zero to 100 grand a month is almost harder or really going from like 0 to 10k a month is almost harder than going

from 10k to 100k a month because you don't zero dollars when you're starting you don't have any understanding of your

market. But once you serve like maybe 10, 20, 30, 40, 50, 100 clients, you start to observe the patterns and you

start to understand the entire machine and the entire economy of the market and the entire psychology and situational

lac and conditions of your niche based on that information. And simply put, if you deeply understand 30 people in your

niche, I'm going to put here 30 to 100 people, you can extrapolate that and project it with relative accuracy onto

the entire niche. And this is why scale is possible because like once again if I figure out how to get you know 50 people

to show up then I can using the same system I can probably figure out how to get 5,000 people to show up. It's

because the like I'm just I know I'm repeating myself but the volume does not impact the process.

Repeat after me. The volume does not impact the process. If you have a pipe, a big pipe, a big water pipe, and you

let maybe let's say you have one big long pipe, and let's say that you pour like one liter of water into that pipe,

and the water flows through the pipe, but let's say the pipe is capable of holding 10 L of water. Well, if you pour

10 L of water into the pipe, then 10 L of water will flow through the pipe. The pipe isn't going to change because it's

the same pipe. And this is the point I'm trying to make about your business and the way it runs is its throughput. And

we're going to talk about this in just a second here. We're going to get into this and I'm going to completely blow

your brain off of its head, but you know, off of its body, but you get the point, right? It's not about the

process, it's about the volume. So once you have a pipe that works, there will be a capacity for how much that pipe can

take, right? for example, like I can't get more appointments to show up than I have availability for, but you can find

the point of optimal efficiency and push as much through as possible. So, let's recap. Four steps to scale.

So, the hard part of scaling well first of all, we'll say this scale is extremely simple to gauge. It's really

not difficult to understand. Like a lot of people when you say, okay, well, how do you scale a business? What is scale?

Etc., etc., they get all confused and they get all like up in up in arms and like I don't know it's like growing a

business I suppose or I don't know bro just go and read Russell Brunson's latest book or it's about building

funnels it's not it's literally just the following step one finding favorable business conditions

and this is basically just finding KPIs and the good news for you my friend is that since you purchased this program

you're going to find these KPIs real damn easy because I'm going to give you the offers and you know, you've already

built an offer for this, but I'm going to give you the information on how to build the product and do the service

delivery if you're doing whatever. Um, well, this is consultant Navana, right? If you're if you're ready to do the info

thing, that's consult. So, I'm going to show you how to get a refund rate of less than 5 to 10%. I'm going to show

you how to to do this and reduce this and collect this. I'm also going to show you how to get this and this and this.

And I've already got a system for this I'm going to give you. Same for this and same for this. So, good news, fantastic

news. you've you've kind of already found these favorable conditions. You might

not have them right now, but they're in the program and we've proven them to work for like 2,000 people at this

point. So, you're in a pretty good spot, but it's going to take you, you know, a few months probably to like introduce

them properly. So, it's not just going to be like instant like you watch the video and the problem is solved. Like,

you're going to have to apply some information and think for yourself a little bit. So, you know, they're there,

but it's going to take some time. But once you've completed step one, step two is really easy. is just increasing the

volume of the input through the system. So, you know, if if by this we're building a pipe that can handle 10 L of

water to flow through it, then all we're doing here, you know, is we're just we're just getting more water and we're

just pushing more water through the pipe. Now, step three is building operational infrastructure to manage

chaos. And this will come later on in Kazato Nana. And step four is optimization and oversight of the

machine. And this will once again come later in Kazato Nana. So really all we're focused on right now is step one.

Step two doesn't require a video for me to explain how to do it because this is literally just taking the the the

systems you already have and just increasing the volume of them. So like you know, for example, if you're making

if you're running cold emails and you have a system that works to acquire clients and keep them and you're sending

a 100 cold emails a day, well just send a thousand. If you want to 10x the business, just send a,000 cold emails a

day. If you want to 5x the business, you send 500 COD models per day. Now, scale won't always happen linearly, but

typically, you know, you you'll have you'll have a certain amount of clients or uh what would you call it? Mess or

chaos that you can handle and you can just increase the size of the business to that level just by increasing the

volume of the inputs. Sometimes it won't be linear. Like for example, if I just double my ad spend, I might not double

the amount of clients I get, but it depends on the engineering of the systems that the value flows through.

And that's it. It's so simple. So step one is basically engineering working systems that create favorable conditions

for different components of the business that won't break under the strain or stress of a significant volume increase.

Because you know if we have a pipe visualized here that can handle 10 lers of water, but halfway through that pipe

there's a big leak that's going to lose like 80% of the water or halfway through the pipe there's a bottleneck where it

goes really narrow, then well, we can't really put 10 L of water through the pipe. it's just going to backlog and

just overflow and we're going to lose a lot of value. So step two is the actual act of scaling. This is basically just

understanding the below diagram and then pulling levers to increase how much input flows through the business to

produce the output. Then you take the output and you feed it back into the input and create a feedback loop. That's

how you scale. It's not difficult. Step two is the easy part. So you know we've we've recaped. You should understand

what a system is at this point, but it's pretty simple. What is the true first principal input of a business is the

niche is attention is attention. Attention is the first it is the it is the genesis of any relationship because

what you're doing with a business is you're creating a relationship with another human. You're adding value to

their life by solving a problem for them by alleviate by basically alleviating pain by solving a problem. So value is

created when pain is alleviated and pain is alleviated when problems are solved. So you're you're getting their

attention. You're creating a relationship by adding value. And then by adding that value, which is basically

just solving the problem and removing their pain, people pay you. And then what you're going to do is you're going

to take that money they've paid you, which is profit, after the expenses of adding the value. And then we're going

to reinvest that profit to get more attention and to build more relationships. And so it goes attention,

conditions, profit. And you take that money and you put it back in. And this is literally an infinite money glitch.

Like discovering this thing is like being 13 again and playing a video game with all your friends, but you know how

to find the infinite money glitch. Like you know, you're going through the video game and you've you've accidentally

pressed like a couple of, you know, you you've pressed a weird combination on your controller and then you've just had

like, you know, $10,000 put into your inventory and then you press it again and then you get another $10,000 and

again and you're just pressing this thing over and over again. It's literally the infinite money glitch.

Attention, conditions, profit, reinvest, more attention, same conditions, more profit, reinvest, reinvest, and it just

goes and goes and goes. The thing that people up here is they don't reinvest. People are shortsighted and

quite frankly stupid. A lot of people in this space that I know, they know how to get the attention. They have favorable

conditions and they make profit. But what they do is they take this profit and they go and put it into like yachts

and yacht parties and private jet travel and like Rolls-Royces and Lamborghinis and like really expensive watches. Like

there's nothing wrong with taking some profit and going having a nice time. Like I live in a nice house and I have a

nice car. But I know people that spend like 90% of the money they make on just looking rich. And like that's really

dumb because why would you do that when you could just take that money that you've made and just make more of it and

just it's in literally is the infinite money glitch. Like it doesn't get any clearer than this. So step three is

relatively straightforward as well because you know step one is favorable conditions, step two is increasing

volume and step three is the infrastructure. So this is basically building internal infrastructure to

handle the mess and chaos that comes with a drastic increase in volume of output. So, you know, we're scaling this

thing. We're reinvesting, scaling, scaling. And this is this is called a flywheel, basically where you the output

creates more of the input and the input creates more of the output. And just like if you're wondering why exponential

graphs happen like this, where it just goes like this, it's because of feedback. And feedback occurs as a

positive feedback loop in this case where the input creates more of the output and the output creates more of

the input and the input therefore creates more of the output which therefore creates more of the input and

just boom boom boom boom and then once you apply time to that you start to hockey stick like this. Right?

So once you've done this step three is obviously straightforward. So here you need to build cash flow management

systems systems to track internal metrics and then obviously like a ton of operational procedures as well and we'll

cover the operation stuff in a later video in consultana. Right now I'm focused on just helping you understand

scale not the consequences of it. Now it's very unlikely that you've nailed step one because the truth is is that if

you had nailed step one and you had all these things in KPI then you wouldn't have bought this program because you'd

already be at a million a month. So if you have nailed step one, then you just need to increase the volume of your

inputs. So I want you just to take a second here to really just think about this.

Once you have something that works, all you need to do to get more of what you want is do it more often. I was on a

coaching call the other day with someone who was spending $200 a day on Instagram ads. And that person was putting $1 in

to get $8 out. Okay, hear me there. He spent $200 and I think um he quite literally made like $3,200

on like his his cost per acquisition was like, you know, $200. He was making $200 per client and each client was giving

him like three to three grandish. So like a seven to eight 8x return on ad spend. And he was like, I don't know

what to do, man. Like I I feel like I should build some more systems. I was like, dude, what on earth what in the

living hell are you doing, man? like quite literally, where's your brain? Like, why are you not taking all of that

money and putting it back into ads? I was like, what's your goal? He was like, I don't know. I'm I'm kind of

making like, you know, 60 grand a month right now, 70 grand a month. I want to get to like 500 grand a month. Like, I

want to kind of like you get 600 grand a month, like 10x. And I was like, okay, well then just spend 10 times more money

on Instagram ads. You've got a system that produces an 8x rorowass, which is insane.

So why are you not just spending more money on the thing that works? And then he was like, "Oh yeah." And then he just

went and spent more money on the thing that works. And now he's making more money. So this is an important lesson in

business. Like just like building your company from zero to from scratch to like multi6 figures is hard and it's

it's confusing and it's complicated and it sucks. But do not for a second make the mistake of thinking that going

anywhere beyond that is any more difficult than what you experienced at the beginning. I can tell you, dude,

getting to a mill a month is tricky. You got to learn how to build a sales team. You got to learn how to manage ads. You

got to learn how to build an audience sometimes. You got to learn how to destroy everyone in terms of product.

Like it's not easy, but it's not it's it's a different kind of difficulty. It's not any going from for me

personally, I can tell you this. Going from zero to 100k a month is was not any more or less difficult from going than

going from 100k a month to a million dollars a month. It they're really the same level of difficulty. They just

require a slightly different method of thinking. So, it's just increasing inputs. So, you know what? How do we do

this? How do we increase the inputs? Well, if we're running ads, we just spend more on ads. If we're doing

outbound, we just send more emails. We do more outreach or hire more setters. And if we're doing inbound, we just make

better or more content. Like, it's not hard. You just find what works and you just repeat it and you go

and go again until you go to the point of diminishing returns. And you create this feedback loop where it goes, you

know, I want you to draw this. By the way, like, you know, even just the feedback loop of going from attention to

profit, back to attention, back to profit is just boom, boom, boom, boom. Okay,

so step four is optimization and management. We'll do that in later videos. But as you realize now, scaling

is easy. All it is is pressing a few buttons and increasing volume through an already working system. But the hard

part is finding conditions for a working system. And you've obviously bought the program to do that. So how do you find

these favorable conditions and establish these KPIs? Like okay, okay, at this point you're

like, great, Charlie, you've given me like this understanding. I know what I need to do. Like if I'm not a consultant

Nana yet, I need to focus on getting there. And when I get there, I need to focus on getting these. And that's

really all there is to it to get to a million dollars a month, right? It's just then you've done that. Then you

increase the volume. But like, how do you find them? Well, obviously the program is going to give you a lot of

what you need. It's going to give you the funnels and the the scripts and the, you know, processes to to do this and

that's great. But in this video, as I'm sure you're aware in consultant nana and you know certain parts of consultant

nana and also in access and genesis as you're watching through access and genesis I'm I'm sure you're aware that

like we don't like to just give you the stuff we like to teach you to think. So I'm going to teach you how to think and

I'm going to teach you how to understand the world and the things that you need to understand to find the KPIs yourself.

Not only am I going to give them to you, but I'm going to reveal the wiring and show you how I came to those conclusions

myself. And this is devastating. If you can learn to do this, and if you pay attention to however long, you know, the

rest of this video is whilst I explain the four disciplines that allow you to do this, mate, you are going to like

you'll just you'll just ruin everyone. You'll monopolize your market and you will destroy. And I know that because

that's literally what I've done. like it's it's night and day. So if you want to understand how to find

these favorable conditions and establish these KPIs and therefore scale make more money than you quite possibly quite

frankly ever know what to do with. It's about understanding applying and leveraging four key abstractions.

Like surprise surprise, it's about how you think. It's about your paradigm. It's about the way you see the world and

the way that you orient your decisions and actions in it against these four things.

So, let's go into these disciplines. I'm going to explain them. And you know, some of them might seem boring or not

interesting, but trust me, these could make you 5 million a year in profit as they have done for me. So, in order to

find the conditions required for scale, you need to understand four key disciplines.

Focus. concentrating your energy and time into one thing and asymmetries. Focus is leverage. Asymmetries is a

leverage. When we combine focus and asymmetries, we stack so much leverage that we just destroy everyone.

Throughput. Understanding how value flows through a business and how to fix bottlenecks. Systems. Systemizing parts

of your company for repeat, sustain, maintain, and predictability. Economics. getting numbers right and

finding leverage using controls to get it. So, it's focus, throughput, systems, and

economics. These four words might not seem like much. You might be like, "Yeah, I know what focus is. I've I've

watched, you know, I've watched a self-improvement video." You might not know what throughput is. You might

think, "I know what a system is." I've explained what a system is to you. But I'm going to I'm going to show you like

some deep deep deep dark secrets around systemization that very very few entrepreneurs understand. And all of

these things interlace and are interlin. You have to understand focus to understand throughput. You have to

understand throughput to understand systems. And you have to understand systems to understand economics. And

when you interlace all these things together like oh my god. Right? In case you can't tell, I get quite excited

about it. So let's get into it. So if you nail and properly gauge all four of these abstractions and all their

intricacies, you'll be able to find exactly what you need to scale. Remember, and I know I'm repeating

myself here, all you need to do is find these things. And how are we going to find them? We're going to use these four

abstractions. These abstractions are problem solving tools. So let's get into them. So the first abstraction that

we're going to use to generate apocalyptic imperial scale is focus. So let's start with the first principle of

the entire human condition. All you have in this life is energy and time. Now you might say, "But I have a

name and I have a house and I have a family." Well, not really. Like, yeah, sure you do. But if you boil everything

down to first principle, and we we know it's first principle by applying this to every single human being on the planet,

like what are the universal things that every single human has? Because not every human has a like a house and a

family. Sure, everyone might have a name and an identity, but really let's be serious here. What are the core things?

Well, all we have is energy, which is essentially calorific potential that you know comes a result of as as a result of

digesting the food we eat and time. These are the only two things that really at first principle we all have.

Now, we're all the same in that regard because we all have the same amount of time. Everyone's given 24 hours a day.

We all have, you know, the same amount. Like, sure, someone might die at 90, someone might die at 70. So, the person

who's 90 has had 20 more years than the person who's 70. So, yeah, sometimes people get more time than others. But

generally speaking, we all have the same 24 hours in a day. And also, we all have a similar amount of energy or calorific

potential each day. So, some people might have less energy than others. Like, you know, someone might be eating

foods that is rubbish for them and makes them tired and sluggish and someone might be like just eating real clean and

so they have more energy and someone might drink like no water or get no sleep so that they haven't got much

energy. But generally speaking, like we all have a relatively similar amount of energy. Like you're not going to destroy

someone in business just by eating a little bit of a cleaner diet or sleeping one extra night than them. like you know

like if if I if like it's funny like if I um if I'm trying to compete with someone like yeah I can get like an

extra hour of sleep a night than them but that doesn't mean I'm going to beat them. Like I can't get more time than

them because everyone has the same amount of time. You can get a little bit more energy but there's not a huge

amount of leverage to get there. Doesn't mean you shouldn't try. Like I'm not I'm not advocating for like less sleep and

you know all that but typically it's the same. But as I'm sure you've noticed, people will we get very different

results. Why? Like if we all have the same amount of energy and time roughly, then like why are our results anything

but roughly the same? Like why is it that some person you know can be a billionaire by 35 and another person by

35 can be still living with their parents in debt and miserable. Well, what on earth is going on there?

Like if they've got the same stuff to work with, then why do they get different results? It's not only

different results, but results that are so different that it's incomprehendable. Well, it's because of focus, which is a

force multiplier on the effects of spending time and energy. So, I want you to imagine here that when you're born,

you have a bank. And I'm going to explain this. So, as humans, we have a finite amount of time and energy in our

lifetime. So imagine that when you're born, you have a bank that is filled up with two currencies. And those

currencies are E and T. So you have a bank that's filled up with energy and time. You have two checking accounts.

You know, one one you have two savings accounts. In one account, you have energy, you know, amount like, you know,

you have like a thousand units of energy or whatever. And you have like x amount of time. So you know if you think about

it like let's say the average life expectancy is 85. Well then in your bank of time you have like 85 years and you

know you can then say that's like you know whatever like nine I don't know I don't know how many months that is like

900 months or something. I'm not sure but you get the point right and then it's the same thing with

energy. You have a finite amount of energy banked away when you're born. You can't generate or make any more. You can

get a little bit more energy by sleeping more or eating better, but generally speaking, you can't really make much

more. Now, every day, whether you like it or not, you spend a very small percentage of these finite currencies.

And you spend a little every day until you die. And when you've got no energy and time left to spend, you perish.

Whether you succeed or fail in life is simply down to how well you spend your energy and time. And you want to imagine

that focus is a bargaining power or a coupon that you can use to get way more for your spend. So, for example, I'm

waking up today and I know for a fact that I'm going to spend 24 hours out of my time account and I don't know 3,000

calories out of my energy account. I know that I'm going to spend those things regard just by living. Even if I

just lay around like sure like if I just lay around maybe I'll spend half the energy and you can conserve energy and

spend more in other days and stuff like that but just by laying around it doesn't matter what I'm doing today it

doesn't matter if I'm working it doesn't matter if I'm paying the cysteine chapel or you know watching peaky blinders all

day I'm going to spend this energy and time no matter what and so focus is essentially like it's a bargaining power

focus is you get way more for your spend by using focus. Okay? It's like a coupon that makes your energy and time go

further. So, for example, today I finished off like all I've done today is finish off this document and now I'm

recording this document. And so, that's where my energy and time has gone today. And my energy and time has gone into

something that gives me leverage that I can use to create more value for people, which means I can solve more problems,

alleviate more pain, and make more money. So that's how you have to look at focus

is it's it's it's a bargaining power. It's a coupon. You know, if you spend your energy and time on the same thing

every day, then you're going to start to get good at that thing. And then maybe if you get good at that thing, you can

start to sell that thing or you can start to use that thing to make money. But if you spend your energy and time on

useless stuff every day and you're just doing lots of different things that don't really matter, then you're not

really going to do anything at all. So life is really just energy plus time multiplied by focus.

And successful people, all they do is they know how to concentrate their energy and time. And when they

concentrate it into one thing for a long time, they win. It's very simple. So all I've been doing with my energy and time

bank accounts is investing them into high ticket client acquisition knowledge. for the last like five years,

or really to use a broader term, I've been taking these bank accounts and I've been investing all the money I have

every day from these two accounts into my business and that's all I've really put them into. Sure, every now and then

I put them into like a relationship or a friendship or like a dinner or like a holiday or like I'm reading something or

like whatever. Like it's not always there, but pretty much that's all I've done. And so when you do that, it

doesn't have to take long. Like 5 years in the scheme of this things is not a long time, but you start to really

destroy everyone when you learn to think like that. Think about it like this. So there's

three people, person A, B, C. They're all given a book to read and they're all given one hour in which to do it. So in

this one hour they're all given a book and the book has the same font, the same size font. It's the same language. It's

the same everything. Person A reads 40 pages. Person B reads 10 pages and person C reads 80 pages.

Well, hang on a minute. They all have the same amount of time. So why do their results differ so much? Like they all

had the same time and energy. Let's say they all ate the same things. They all slept the same. So they all have

identical time and energy. So what the hell's going on? Well, what we can see is that it's not just about time or

energy, it's about focus. Because what we've measured here is a unit of focus. So we can get this from how often

someone gets distracted. So if person A spends an hour on the book, but has a focus unit of four, then they can read

40 pages. But if person B has an hour on the book, and they can only they have a they have a unit of one, which means

they're just getting distracted all the time, then they can only read 10 pages. So they have to like, you know, they're

reading and then a thought crops into their brain and they have to go back to the earlier line and they just can't

like they're just sort of like I can't get through it and then they're reading again and then like they start thinking

about something else or they start singing a song or they just check their phone quickly, you know, and then before

you know they spend like 10 minutes of their time like watching a YouTube video, then they come back because they

had to have a break cuz they're so stupid, right? And then person C might spend an hour with a unit focus of eight

and read 80 pages. So focus is the force multiplier. This is my point here. It's it's a it's a bargaining power. It

concentrates it compounds the things in these bank accounts. You know, if you're given one hour, you know, in in one

hour, for example, if you took me for example, I know that in one hour I could probably do eight times the work of a

normal human being. Probably even more than that, dude. Like if you sat me down, if if you said to me, Charlie,

right, I'm going to give you an hour to create a PDF on, you know, like client acquisition, and then you sat someone

else down and you said, "Okay, I'm going to give you an hour, like just an average normal person with a normal

brain doing normal things, like just an average, you know, Tik Tok brainer, whatever." And you sat that person down.

and you said, "Okay, I'm going to give you an hour to create a PDF about something that you like or something,

you know, you know, let's say that it's just like some random 20-year-old dude that likes to play League of Legends,

right? And so his he's going to make a PDF about League of Legends." Well, you know, and we were both allowed to like,

you know, we just we work as we normally would. Like, I would absolutely eviscerate him if he was just a normal

person. I would get like 10 times the amount of I could make like so much more. And I'm not saying that because

like, oh, look at me. I can I can I can more focus more than the average person. But the point is I've trained myself to

get more done in less time. And it's no surprise that I'm more successful than the average person and significantly so

because in I can literally do eight times the work of a normal person in one hour. So of like you know and and if you

compound that over time and you keep doing that every single day for like 30 years then it's no surprise that you can

have a net worth of one billion while someone else is worth a dollar because it just compounds.

So person A here is four times more successful than person B and person C is eight times more successful than person

B. It's because of focus. It's also true in business. So, you know, let's say person A, B, and C are each given a year

in business, and person A is macro focus unit one, which means that they're like trying to start lots of different

businesses, and they haven't picked it. They It takes them like three months to pick a niche, and then they're like

spending all their time like watching podcasts and crap, and they don't really do anything. Well, they might make 1k a

month after a year. And let's say person B, they're a little better, but they're still neurotic and weird, and they don't

really make any decisions or do anything. So they might have a 2.5 focus and that takes them to 2.5K a month. But

then you might find person C is in business for a year and all they do all day every day is just make like 500 cold

calls. They pick their niche within like 3 days. They get their offer defined like immediately like they understand a

genesis. Like they they blast through the program in like you know a month or two and then they just execute on what

they remembered from the program non-stop for like 12 months. Well, they're going to get to like 10k a month

and and dude, this is just this is a try example. I've seen people go from with the program with easy grow like if we if

we look at this here um and I come to Imperium and we look at our results page like I've seen people go from like zero

to like 100 grand a month real fast. A lot of people here, you can see on the results pages, like these are people

that either sometimes have existing businesses or or start from like brand new. Like Luca here went from 0 to 40k a

month in five months. The dude knew how to focus, right? You know, same with Eric Cavalars. Went from 0 to 30k a

month in 6 months. The dude just knew how to focus. He just did like the thing that mattered. And all of these people

here, you can see these time frames are pretty pretty insane. Like it's typically sub 12 months adding anywhere

between like 10 to 80 grand a month in new income. Like I mean it's kind of insane how well

this thing works if you know how to focus. Okay. And like I know that we've got even better results than this. Like

we've got a client called Cindy who started at 2 2K a month and now like 2 and a half years later she's doing 250

grand a month and it's just focus. So it's pretty insane. And it doesn't even matter if person A and B had triple the

time that person C had. Because if person A and B spent three years in business with these units of focus, this

is what they'd make. But if person C spent only one year in business, so like a third of the time, but nine times the

focus, well, they're going to make like 9K a month. Like focus is the the most important thing. It's the because you

can't compete on this. You can't get more time than someone and you can you can just about get a little bit more

energy than someone. It's not. Those aren't the points of leverage. The point of leverage is how well you can focus.

How well can you just do one thing and concentrate these resources time and time again, over and over again,

relentlessly, tirelessly until you have destroyed everyone. Like, you know, you wonder like I get

this a lot with the program. People say to me, Charlie, how the hell do you make such good videos? Like, why is your

program so much better than everybody else's? is because all I've done for the last 18 months is work on it every day.

Thinking about it, building it, making the PDFs, brainstorming ideas, creating videos that sometimes I don't even post.

Like, you know, troubleshooting, like it's just focus. Like, our product is probably 10 times better than the next

one. And it's because I put 10 times more focus into it than anybody else. If someone came along, you know, if if you

want to know how to beat me, this is how you do it. And by all means, you can try because I like competition and I want

you to hold me accountable to this. If you want to make if you want to beat me, you just have to make a better product

than me. And the way you're going to do that is by spending more time on it than me and focusing on it more than me.

And I mean, you can try and do that if you want to. Like, by all means, like, you're going to have a pretty tough time

to do it because like I've nearly hospitalized myself with this damn program, but you get the point.

So, what is focus? Well, it's really the act of isolating the thing that matters and then concentrating all your time and

energy into that thing. If you put your time and energy into lots of different things, lots of different businesses,

hobbies, sports, niches, products, etc., then you'll make small amounts of progress in lots of different

directions, and you'll be average everywhere. But if you put your energy and time into one thing, into one

business, one hobby, one niche, one product, etc., well, then you'll make huge amounts of progress in one

direction and be great somewhere. Example, I make a million dollars a month with one product. I know other

people that make a million dollars a month, but they have like four or five products. I know who I'd rather be. I'd