Charge More by Creating More Value

0:00 – Opening and Call Setup
Courtney opens the Advanced Strategy Mastermind and introduces Zoe as the lead for the session.

0:33 – Shannon’s High-Ticket Momentum
Courtney highlights Shannon’s recent momentum and jokes that she is closing clients in her sleep.

0:59 – Shannon’s Client Win
Shannon shares that she spoke with a potential client on Tuesday, had a follow-up on Wednesday, and woke up to a signed contract, paid client, and onboarding call booked.

1:39 – Handling “I Need to Sleep on It”
Shannon explains that she did not drag the prospect to the close. She gave him space, answered questions, and let him decide.

1:51 – Pricing and Guarantees
The prospect asked why she charged so much and what guarantees she offered. Shannon responded that she can lead the horse to water, but the client has to drink.

2:18 – Explaining the Value Behind the Fee
Shannon explained that her fee reflects her accounting background, 20 years of corporate experience, Focused.com certification, and the client’s own level of commitment.

2:44 – Higher Pricing Creates Commitment
Shannon explains that charging more helps ensure the client is committed to doing the work.

3:26 – Sending the Checkout and Onboarding Links
After answering the client’s questions, Shannon sent the checkout page and onboarding calendar without scheduling another follow-up call.

3:54 – Closed While Sleeping
The next morning, Shannon had a new private coaching client, a signed contract, and an onboarding call scheduled.

4:01 – What Worked in the Close
Zoe points out that Shannon tied the prospect’s future vision to the solution she could provide, creating a strong “take it or leave it” frame.

5:21 – Get to the Pain
Shannon explains that coaches need to uncover the client’s pain, current reality, and what they are missing because of where they are now.

5:53 – Qualification Matters
Zoe explains that Shannon did a strong job qualifying the client, making it clear that if he would not do the work, the engagement would not go well.

6:45 – Better Clients at Better Prices
The group discusses how underpriced clients can become overly demanding, while higher investment often creates better commitment and behavior.

7:32 – Rob’s Equity Deal Question
Rob asks about structuring an equity deal involving a startup, an NDA, and IP licensing.

8:16 – Startup Stage Questions
Zoe begins asking diagnostic questions: whether the company is pre-seed or Series A, how much revenue it has, whether it has a SAFE, how long it has existed, and whether the founder is CEO.

9:15 – Founder-Led Startup Risk
Rob explains the company is about a year old, founder-led, and he would come in as CTO and production head.

9:46 – Customer Concentration Risk
Zoe asks how many clients they have. Rob says three, and Zoe points out the risk if one client leaves.

10:15 – Licensing IP Into the Company
Rob explains that he would license his IP in revenue cycle management to the company and potentially keep licensing it elsewhere unless exclusivity is negotiated.

10:56 – Protect the IP
Zoe warns Rob to protect his IP carefully and make sure the deal language makes clear what happens if the company fails or ends the relationship.

11:29 – Three Clients Is Not Enough Proof
Zoe notes that three clients does not prove strong market demand and that Rob’s time and IP have real monetary value.

12:11 – Investor and Funding Questions
Zoe asks whether the company is raising money and what type of investment structure is involved.

13:10 – Explaining Pre-Seed and SAFE
Zoe explains how startup funding can work when a company is still in proof-of-concept mode and needs money for technology, infrastructure, sales, or team.

14:03 – Proof of Concept vs. Market Proof
Zoe explains that having only three clients usually does not prove the market wants the product.

15:00 – Raising Money Requires Infrastructure
Zoe explains that raising money requires financials, go-to-market strategy, investor return projections, operating model, cost structure, budget, and marketing plan.

16:01 – Equity May Not Produce Return
Zoe cautions that equity may never produce a return, so Rob should understand the risks before investing time, work, and IP.

17:21 – Current IP Is Already Working
Rob explains that his IP is already deployed across three medical verticals and could help the company move from prototype to functioning product.

17:43 – Terms Around Ownership and Failure
Zoe recommends clauses stating that if the company fails or terminates the relationship, the IP remains Rob’s and goes with him.

18:55 – Equity as a Coaching Option
Courtney explains that coaches may sometimes negotiate equity, revenue share, or other structures when a client cannot pay full coaching fees.

19:10 – Pre-Seed and SAFE Clarification
Courtney explains that pre-seed is the earliest funding stage and SAFE is the document that can give investors future equity, often at a discount.

20:54 – Revenue Share vs. Equity
Courtney explains that if a client cannot afford the full fee, a coach might explore revenue share first, then equity if appropriate.

22:53 – Fundraising Can Be Complicated
Zoe shares that she recently helped a client raise money, build go-to-market strategy, pitch, and work through data rooms, lawyers, accountants, and agreements.

23:35 – Due Diligence and Investor Protection
Zoe explains that future investors will also protect themselves and push for the strongest terms possible.

24:13 – Equity Dilution Risk
Zoe warns that giving away equity too easily can dilute founders, CTOs, and other shareholders.

25:01 – NDA and IP Ownership
Rob confirms that IP ownership is addressed in the first document and that he is securing it before deeper discussions.

26:21 – Scott’s Franchise Cybersecurity Opportunity
Scott shares that he spoke with a cybersecurity franchise owner who paid $125,000 to buy into a franchise, but none of the 14 U.S. franchisees are making money.

27:19 – Corporate Language, No Sales System
Scott identifies that the franchise owners speak in corporate language but lack basic sales, offers, follow-up, downsells, cross-sells, and business-building fundamentals.

28:35 – Group Coaching the Franchisees
Scott suggests bringing all 14 franchise owners together to learn the basics of building a business, potentially creating a $14,000 per month opportunity.

29:11 – What Did the Franchise Fee Include?
Zoe asks what the owner received for the $125,000 franchise fee, specifically whether there was training, guidance, or a sales system.

30:00 – Cybersecurity in a Box
The group describes the franchise as essentially buying cybersecurity technology in a box without the business development system needed to sell it.

30:38 – Franchise Branding and Control
Zoe asks whether the franchisee can change messaging and positioning or is restricted by franchise branding rules.

31:09 – Prime PAS Opportunity
Zoe identifies the opportunity as a strong PAS fit because the business lacks market positioning, SEO structure, calls to action, sales process, and conversion strategy.

31:57 – Website Has No Clear MDP
Zoe reviews the company site and points out issues with positioning, lack of Market Dominating Position, unclear copy, and no clear call to action.

32:47 – Use Deep Dive 40
Zoe recommends using the Deep Dive 40 because the opportunity includes positioning, offers, pricing, sales training, digital acceleration, and broader business strategy.

33:26 – MSP Partner Opportunity
Zoe notices the MSP partner angle and explains that managed service providers can be a strong market because many are technical but weak at sales.

34:39 – MSP Roll-Up Example
Zoe references a company in the MSP space and explains how MSP partnerships and acquisitions can become a larger growth strategy.

35:35 – Two-to-Three Hour Assessment
Zoe recommends a deeper two-to-three hour assessment rather than a quick one-hour review because the business needs a serious diagnostic.

36:09 – Group Coaching or Turnaround
Scott considers using the Jumpstart 12 with the group, while Zoe says she would personally go straight for the turnaround opportunity.

37:06 – Simple vs. Comprehensive
Courtney explains that some clients need simple solutions while others need comprehensive solutions, depending on what the assessment reveals.

38:11 – Coaching vs. Consulting
Courtney explains that coaching is giving the advice while the client’s team implements. Consulting is where the coach becomes more involved in execution.

38:25 – Jumpstart 12 First
Courtney reminds newer coaches that the first priority is to internalize Jumpstart 12 and the strategies inside the book.

38:58 – Jumpstart 40 Comes Later
After certification and a few clients, coaches can begin moving more deeply into Jumpstart 40.

39:47 – Assessment Before Solution
Courtney explains that sophisticated solutions do not matter if the coach misdiagnoses the organization.

40:14 – Diagnose the Real Problem
The right solution may be simple or complex, but the coach cannot know until the assessment reveals the real issue.

40:26 – Pricing Inspiration From the Team
Courtney uses Shannon and Scott as examples of how hearing what other coaches are charging can expand what others believe is possible.

41:04 – Seeing Possibility Changes Behavior
Courtney explains that once a coach knows something is possible, it becomes more likely for them to pursue it.

41:25 – $14,000 and $15,000 Monthly Clients
Courtney connects Scott’s potential $14,000 per month client to Shannon’s $15,000 per month client as proof that larger engagements are possible.

42:13 – Value Must Support the Fee
Courtney explains that clients will not pay $15,000 per month for $1,000 of perceived value, so the coach must deliver at that level.

42:43 – Background and Capacity Matter
Courtney warns newer coaches not to compare themselves too quickly to coaches with deep business backgrounds, major experience, and high-value delivery capacity.

43:11 – Build Strength Before Charging More
Courtney compares pricing capacity to bench pressing. Coaches need to build the skill and delivery strength required to command higher fees.

44:22 – JV Partners Help Expand Capacity
Courtney says coaches can use JV partners, collaborators, and specialists when they do not yet have expertise in every strategy.

44:50 – Build a Coaching Network
Courtney encourages coaches not to build only a solopreneur coaching hobby, but to develop a larger coaching enterprise and network.

45:31 – Financial Literacy as a Coaching Strength
Courtney highlights Shannon’s strength in financial literacy and explains how that affects many parts of a business, including cost cutting, R&D, and innovation.

46:02 – Network of Coaches Supporting Each Other
Courtney describes the bigger vision of coaches building a network that supports each other and strengthens client solutions around PAS.

46:58 – Rick’s JV Foundation
Courtney mentions Rick’s 14 JV partners and says one strong JV could become a major long-term opportunity.

47:32 – Bamboo Strategy
Courtney compares Rick’s approach to bamboo, which spends years building roots before growing rapidly.

48:39 – Zoe on Complexity and Broken Businesses
Zoe says she likes fixing broken businesses and often prefers Jumpstart 40 for more complex situations.

49:22 – Why Test Jumpstart 40
Zoe recommends that coaches run a test account through Jumpstart 40 so they understand the questions and what gets unpacked.

50:36 – Scott’s Next Step With the Cybersecurity Owner
Scott shares that he already showed the prospect the Deep Dive 40 and has a second call planned for Monday or Tuesday.

51:03 – Seven Emails Before the Call
Scott explains that he met the prospect in a networking meeting and sent around seven emails before the prospect booked a call.

51:42 – Multi-Touch Follow-Up Matters
Zoe notes that this is a good reminder that it often takes multiple touches before a prospect responds.

52:04 – Tracking Wins
Scott says he puts conversations like this in the win column because it shows momentum, even before the deal closes.

52:31 – Dashboard Diva and KPIs
Zoe jokes that she has been called the “dashboard diva” because of her focus on KPIs and tracking.

54:39 – Phil’s $25,000 Per Month Example
Phil explains that he mentioned a coach from another organization who reached $25,000 per month in less than 12 months, showing what can be possible.

55:35 – Do Not Compare, But Do Learn
Phil says coaches should not compare themselves to others, but they can use examples as evidence that similar or better outcomes may be possible.

56:26 – Podcast Invitation
Phil asks Zoe if she would be willing to appear on his Business Renovator podcast.

57:16 – Podcast Topic Caution
Zoe explains that she is cautious about fast-changing topics like AI and go-to-market because advice can become outdated quickly.

58:17 – Adam’s Presentation Progress
Adam shares that he has had strong appointments and is doing quality presentations while learning the material.

58:57 – Demonstration Over Presentation
Courtney reminds Adam that coaches need a better demonstration, not just a better presentation.

59:27 – Celebrate Every Win
Shannon closes by reminding the group to celebrate every win, every conversation, and every JV partner because momentum matters.

Five Key Takeaways

• Higher pricing works when the coach can clearly connect the fee to value, experience, commitment, and the client’s desired future.
• Equity and revenue-share deals can be useful, but they require serious due diligence, clear agreements, and strong IP protection.
• A company with technology but no sales system is often a strong PAS opportunity because the basics may be missing: MDP, offer, sales process, follow-up, pricing, and conversion.
• Jumpstart 12 is the foundation for newer coaches, while Jumpstart 40 and Deep Dive 40 become more useful for more complex or broken businesses.
• Coaches should build capacity before comparing themselves to higher-ticket coaches, using JV partners and collaborators to deliver stronger solutions where needed.

Notable Quotes

“I closed this client in my sleep.”

“If you’re dragging them to the closing table, they’re going to be the worst client ever.”

“The only guarantees in life are death and taxes.”

“I can lead the horse to water, but at the end of the day, I can’t make you drink.”

“If the pain isn’t deep enough, and the commitment isn’t strong enough, nobody can help him regardless of the price.”

“You want to protect yourself.”

“Three clients doesn’t make me feel warm and fuzzy.”

“Equity may never produce a return.”

“This is prime PAS.”

“The solution aspect of PAS is irrelevant unless and until you’ve done a proper assessment.”

“If you’ve misdiagnosed the organization, it doesn’t matter how sophisticated your solutions are.”

“Once you know something is possible, then it becomes far more likely.”

“You can’t comfortably ask for it unless you’re delivering at that level.”

“I’m a strong believer in JV.”

“What you need is a better demonstration, not a better presentation.”

Action Steps from the Call

1. When a prospect challenges your fee, explain the value, experience, commitment, and outcomes behind the price.
2. Avoid dragging a reluctant prospect to the close.
3. Qualify prospects based on commitment, not just ability to pay.
4. Get to the prospect’s pain before presenting the solution.
5. When considering equity, ask what funding stage the business is in.
6. Clarify whether investment is SAFE, pre-seed, seed, Series A, or another structure.
7. Ask how many clients the company has and whether market demand has truly been proven.
8. Protect your IP before sharing or integrating it.
9. Add language around what happens to your IP if the company fails, terminates the relationship, or changes direction.
10. Use lawyers and accountants when structuring equity, revenue-share, or IP-heavy deals.
11. Be cautious about giving exclusivity unless the compensation supports it.
12. Look for companies with strong technology but weak sales, offers, positioning, or follow-up.
13. Use PAS to diagnose before recommending solutions.
14. Consider Deep Dive 40 or Jumpstart 40 for more complex businesses.
15. Run a test account through Jumpstart 40 so you understand the questions and structure.
16. Build your confidence with Jumpstart 12 before moving into more complex assessments.
17. Use JV partners and specialists to increase delivery capacity.
18. Track every win, including conversations, JV opportunities, follow-ups, and scheduled calls.
19. Follow up multiple times before assuming a prospect is not interested.
20. Focus on demonstrating value, not just presenting information.

Resources & Tools Mentioned

• Advanced Strategy Mastermind
• PAS / Profit Acceleration Software
• Jumpstart 12
• Jumpstart 40
• Deep Dive 40
• Digital Acceleration
• Market Dominating Position / MDP
• Sales Process
• Sales Scripts
• Follow-Up
• Offers
• Downsells
• Cross-Sells
• Pricing Strategy
• SEO
• Calls to Action
• MSP / Managed Service Provider
• Franchise Model
• Cybersecurity Franchise
• SAFE Agreement
• Pre-Seed Funding
• Seed Round
• Series A
• Equity Deals
• Revenue Share
• IP Licensing
• NDA
• Data Room
• Go-To-Market Strategy
• Investor Pitching
• Financials
• Lawyers
• Accountants
• JV Partners
• Licensing Program
• KPI Tracking
• Business Renovator Podcast
• Networking Meetings
• FBS Drip Campaigns