Build With JV Partners

Time-Stamped Key Points

0:00 – Opening the Mastermind
Courtney opens the Advanced Strategy Mastermind by explaining that the group comes together to address the issues people bring to the table.

0:35 – Priscilla’s Business Name
Priscilla shares the name Builders of Business Success, a play on Bob the Builder, focused on helping businesses build a path to success.

1:05 – Danny’s Certification Progress
Zoe shares that Danny is working through certification and is around milestone four.

1:40 – Priscilla Needs Advisor Support
Priscilla explains she has been inside the program for about a month but has mostly been working through things on her own.

2:13 – Where to Find Your Advisor
Courtney explains that coaches can find their advisor by logging into PAS, going to the dashboard, selecting Start Here, and clicking Book with Advisor.

2:30 – Why Advisors Matter
Courtney explains that advisors help coaches get set up, make progress, and implement the system more effectively.

3:11 – You Should Not Be Alone
Zoe and Courtney emphasize that Priscilla should not be navigating the software and setup by herself.

4:09 – Danny’s First Practice Client
Danny shares that he may start by running an assessment with a friend as a low-pressure way to practice.

5:29 – Trucking Company Scenario
Danny explains that the friend owns a trucking company with one truck, also does brokerage work, and is doing about $1.2M annually.

5:51 – Finger-in-the-Air Pricing
The group discusses that the trucking company’s pricing is informal and not standardized.

6:02 – Cost Savings and Pricing Opportunities
Danny sees opportunities around pricing, cost savings, standardization, and better attention to the numbers.

6:31 – JV and Upgrade Opportunities
Danny says there may also be joint venture opportunities and upgrade services, including warehouse services the business has done before.

6:57 – Trying to Do Everything
Danny identifies one major issue: the owner can do too many things and needs to refine the business and find a clearer niche.

7:17 – The Juggler Problem
Courtney describes the owner as a juggler who is trying to do everything and be everything to everyone.

8:25 – Robert’s Experience as the Juggler
Robert shares that he has personally been the juggler before as a contractor and that it does not work.

8:41 – Overwhelmed by Doing It All
Robert explains that trying to handle everything yourself eventually becomes overwhelming because nothing gets done well.

9:08 – Business Coach as Business Builder
Courtney connects Priscilla’s business name and Robert’s contractor background to explain that coaches are business builders.

9:40 – Two Types of Business Builders
Courtney contrasts the coach who tries to build every part of the house themselves with the coach who acts more like a general contractor.

10:22 – General Contractor Mindset
The better approach is to win the project, build the team, coordinate the work, and manage the outcome.

10:46 – Robert’s Business Owner Reality
Robert says he was handling sales, procurement, contracts, marketing, and job-site execution, and nothing got done unless he was there.

11:40 – Coaches Can Make the Same Mistake
Courtney explains that business coaches can fall into the same trap by trying to build websites, do lead gen, create drip campaigns, and write policies themselves.

11:58 – The 40-Strategy Reality
Courtney points out that Jumpstart 40 has 40 strategies, and mastering all of them personally would be unrealistic.

12:45 – Master the General Contractor Role
Instead of mastering every strategy, coaches should master the general contractor mindset and build an effective team of JV partners.

13:18 – Hiring Everyone Is Not Practical
Courtney explains that hiring internal specialists for every area would be expensive and difficult to scale.

14:09 – Build a JV Ecosystem
Courtney says coaches can build a JV ecosystem with specialists in multiple areas instead of trying to do everything alone.

14:20 – Three JV Partners Per Area
He recommends having at least three partners in each area for redundancy, such as digital marketers and policy writers.

14:40 – Use MOUs for JV Partners
Courtney says JV partners should be bound by a memorandum of understanding.

15:00 – Train Your JV Partners
Coaches must train JV partners in the business coaching software, frameworks, conversion equation, and positioning expectations.

15:40 – Digital Marketing Partner Example
If a digital marketer builds websites for your clients, they need to understand MDP, conversion, interrupt, engage, educate, and offer.

16:10 – Use DAS With Digital Partners
Courtney suggests putting digital marketing partners into Digital Acceleration Software so they understand the system and language.

16:45 – JV Partners Need the Words
A JV partner needs the right words to explain why their clients should work with the business coach.

17:20 – Referral Partner vs. JV Partner
Courtney explains that referral relationships and JV relationships are not the same.

18:00 – JV Requires Mutual Value
A JV partner refers to the coach, the coach refers to them, and both sides create something more structured than simple referrals.

18:45 – Certified Partner List
Courtney suggests building an approved or certified list of providers who can serve clients under the coach’s business coaching company.

19:20 – JVs Can Eliminate Major Costs
Courtney explains that joint ventures can reduce or eliminate three major business expenses: marketing, sales, and HR.

20:42 – Teach Clients the Same JV Strategy
Once the coach uses JVs in their own business, they can teach clients to use JV partners instead of building expensive internal teams.

22:08 – Zoe on Being Technical
Zoe shares that she is technical and has done websites, drip campaigns, and DAS implementation for clients.

22:45 – Start Building Your Partner Network
Zoe recommends that coaches identify trusted partners for websites, drip campaigns, HR, leadership, strategy, and other implementation needs.

23:13 – JV Is Like Dating
Zoe says it takes time to trust partners, and JV relationships need to be mutual.

24:09 – DAS as a Money Maker
Zoe says DAS is one of her strongest tools because many businesses have weak positioning, ugly websites, no landing pages, no drip campaigns, and no content strategy.

25:14 – Digital Acceleration Software Overview
Zoe explains that DAS focuses on digital content, marketing, email strategy, and video strategy.

25:59 – Website Audit as Conversation Opener
Zoe gives a simple opener: “How many leads did you get from your website last week?”

26:30 – Neil’s DAS Question
Neil asks Zoe to go deeper into how she uses DAS, given her digital marketing background.

27:27 – Strategy and Operations Background
Zoe explains that her background sits at the intersection of strategy and operations, especially with CROs, CFOs, and executive teams.

28:19 – Ugly Website as Low-Hanging Fruit
Zoe says an ugly website with no positioning is often an easy conversation starter.

28:30 – Digital Agency Cost Cutting
Zoe explains that many clients are paying marketing agencies $1,500/month or more with little return, creating an opportunity to replace or improve that spend.

29:15 – Remove the Agency, Add More Value
Zoe says the coach can often create a clear case for replacing an underperforming agency with a better strategy, better website, and more value.

30:00 – Choose One or Two Funnels
Zoe advises coaches not to overcomplicate the model. Pick one or two inbound funnels to drive people into.

30:30 – Pivot Based on the Client
Once the conversation opens, Zoe pivots based on what would create the most value for that specific client.

30:54 – Lead With Your Strengths
Neil notes that coaches may naturally go toward the gaps they can identify and the areas where they feel most confident.

31:40 – Confidence Converts
Zoe agrees and says that confidence from your past experience helps prospects trust and convert.

32:00 – Start With Your Wheelhouse
Whether your strength is HR, websites, sales, or closing, use that as an opening while your confidence with the full system grows.

32:50 – Robert’s Relatability Hook
Zoe points out that Robert’s experience as a business owner who juggled too much and failed is a strong relatability hook.

33:30 – Make It About the Client
Zoe says she does not focus on her title or background. The conversation should always be about the client and their journey.

34:00 – Conversion Equation in Everything
Zoe explains that she uses interrupt, engage, educate, and offer in her messaging, presentations, blogs, and client conversations.

35:43 – Robert’s Mentor Lesson
Robert says the most valuable thing a struggling business owner can do is find a mentor who has been through it.

36:38 – Mentor as the Person Who Calls You Out
Leon adds that he asks prospects whether they have someone who will catch them doing something stupid and call them on it.

37:15 – Not a Yes Man
Leon explains that if the prospect wants someone to pander to them, he is not the right fit.

37:37 – How to Access DAS
Courtney explains where coaches can check for Digital Acceleration Software access inside PAS.

38:35 – DAS Training Location
Zoe clarifies that DAS is under Advanced Training, while Courtney also notes it may appear in onboarding material depending on access.

39:33 – Requesting DAS Access
If coaches do not have access, they can speak with their advisor or licensee to request it.

41:26 – AI Will Tell You You’re Brilliant
Leon says business owners need a real sounding board because AI may validate bad ideas instead of challenging them.

41:50 – Stay the Course
Leon says many client conversations involve pulling business owners back to the track they already agreed to follow.

43:39 – Building a Team of Coaches
Neil explains that he is leaning into building a team because his network includes trainers and consultants.

44:22 – Coaching Coaches Requires Mastery
Neil says he needs to master the technology and be able to guide coaches on his team, even though Focused also supports them.

45:39 – When to Pivot From the Plan
Neil asks how coaches balance the role of mentor with staying on the PAS project plan when client issues arise.

45:43 – Zoe on Shiny Disco Balls
Zoe explains that some clients constantly chase new tools, ideas, and shiny objects.

46:20 – Keep Focus One Week at a Time
Zoe says she often narrows the client’s focus to one week and one or two priorities.

47:20 – Some Clients Resist Change
Zoe explains that some people truly want help and some do not, so coaches have to read each situation.

47:53 – Letting Clients Fail Sometimes
Zoe shares that sometimes a client has to learn from the consequences of chasing the wrong things.

49:24 – Situational Awareness
Zoe says there is no one-size-fits-all answer because clients are human and may be dealing with personal or professional challenges.

51:36 – Time-Bound Goals as Anchor
Neil says time-bound agreements help coaches show when a client is deviating from the plan.

52:20 – Tie Deviations to Revenue
Zoe says she ties deviations back to the revenue that will be missed if the client does not stay focused.

56:58 – Mark on Leader Focus
Mark says many business owners and leaders lose focus on whether their activities are getting clients or keeping clients.

57:45 – Efficiency and Quality of Life
Mark looks at how leaders spend their time and helps them identify where they can be more efficient and improve quality of life.

1:00:00 – The Duck Analogy
Mark compares business owners to ducks that look smooth on the surface but are paddling hard underneath.

1:02:00 – Focus on Getting and Keeping Clients
Mark reinforces that leaders should focus on activities that help get new clients or keep existing clients.

1:07:00 – Closing
Courtney asks to continue the deeper discussion later because he and Zoe need to jump off, and the call closes.

Five Key Takeaways

• Coaches should not try to personally deliver every strategy. They need to think like general contractors.
• A strong JV ecosystem allows coaches to serve clients better without hiring a large internal team.
• JV partners need to be trained in the coach’s frameworks, software, language, and expectations.
• DAS can be a strong entry point because digital gaps are often easy to see and easy to explain.
• Coaches need to keep clients focused, especially when they chase new tools, ideas, and shiny objects.

Notable Quotes

“You should not have to be alone.”

“He’s really just a self-employed position.”

“Finger in the air pricing.”

“To grow, you’ve got to refine.”

“The juggler is eventually going to drop a couple of balls.”

“As a business coach, you’re in essence a business builder.”

“You could be the general contractor.”

“You must train your JV partners.”

“If not, they’re not yet true JV partners.”

“Joint ventures can help you eliminate these three biggest expenses.”

“It’s kind of like dating.”

“How many leads did you get from your website last week?”

“Confidence and speaking to best experiences from your past is what will get them to convert.”

“I failed because I didn’t get a coach.”

“Find somebody that’s struggled through this so you don’t have to struggle as much.”

“Do you have somebody that will catch you doing something stupid and call you on it?”

“You can put the stupidest idea in AI, and it will tell you you’re brilliant.”

“Stop listening to the guy on LinkedIn. He’s trying to sell you a course.”

“This is what we’re focused on this week.”

“The duck looks so smooth and calm on the surface, and under the surface that duck’s paddling like hell.”

Action Steps from the Call

1. Book with your advisor if you have not already done so.
2. Use the Book with Advisor area inside PAS to find your assigned advisor.
3. Do not try to work through the system alone.
4. Use a low-pressure practice client if you are new and need reps.
5. Look for prospects who are doing revenue but still operating like self-employed owners.
6. Watch for finger-in-the-air pricing.
7. Identify cost savings opportunities.
8. Look for pricing standardization opportunities.
9. Identify possible JV or partnership opportunities inside the client’s business.
10. Help clients refine instead of trying to do everything.
11. Watch for the juggler problem in prospects and clients.
12. Avoid becoming the juggler in your own coaching business.
13. Think like a general contractor.
14. Identify which specialized work you should not personally deliver.
15. Build a list of potential JV partners.
16. Find partners for digital marketing, websites, drip campaigns, HR, leadership, strategy, policies, and operations.
17. Aim for at least three partners in each key category.
18. Create clear expectations with JV partners.
19. Use a memorandum of understanding when appropriate.
20. Train JV partners in your tools, language, and frameworks.
21. Teach digital partners the conversion equation.
22. Teach website partners to use MDP and clear offer structure.
23. Consider putting digital partners into DAS.
24. Build an approved or certified partner list.
25. Distinguish referral partners from true JV partners.
26. Make JV relationships mutual.
27. Use JVs to reduce marketing, sales, and implementation costs.
28. Teach clients to use JV partners once you have modeled it yourself.
29. Request DAS access if you do not already have it.
30. Use DAS to identify digital low-hanging fruit.
31. Ask prospects how many leads they got from their website last week.
32. Review whether their current marketing agency is producing value.
33. Use your own strongest skill area as an opening.
34. Start with the work you can speak about confidently.
35. Use your own business experience as a relatability hook.
36. Make the conversation about the client, not your résumé.
37. Use interrupt, engage, educate, and offer in your messaging.
38. Ask whether the prospect has a mentor or sounding board.
39. Position yourself as the person who will challenge bad decisions.
40. Keep clients focused one week at a time.
41. Limit each week to one or two priorities when needed.
42. Watch for shiny-object distractions.
43. Tie distractions back to missed revenue or lost progress.
44. Use time-bound goals as an anchor.
45. Decide when to hold the plan and when to pivot based on the client.
46. Remember that client behavior depends on the person and the situation.
47. Track how leaders spend their time.
48. Bring leaders back to activities that get clients or keep clients.
49. Use efficiency conversations to improve the owner’s quality of life.
50. Follow up with the advisor or mastermind group when a client situation needs deeper discussion.

Resources & Tools Mentioned

• Advanced Strategy Mastermind
• PAS / Profit Acceleration Software
• Advisor Support
• Book with Advisor
• Certification
• Profit Acceleration Steps
• Trucking Company Example
• Pricing Strategy
• Cost Savings
• Market Positioning
• Joint Ventures
• Referral Relationships
• JV Ecosystem
• Memorandum of Understanding / MOU
• Certified JV Partners
• Digital Marketers
• Website Builders
• Policy Writers
• HR Partners
• Leadership Partners
• Strategy Partners
• Jumpstart 40
• DAS / Digital Acceleration Software
• Digital Marketing Acceleration Software
• Conversion Equation
• Interrupt, Engage, Educate, Offer
• Market Dominating Position / MDP
• Lead Generation
• Drip Campaigns
• Apollo
• Instantly
• Landing Pages
• Content Strategy
• Email Strategy
• Video Strategy
• Business Academy
• Robert Kiyosaki Cashflow Quadrant
• General Contractor Analogy
• Juggler Analogy
• Shiny Disco Ball
• AI
• Mentorship
• Time-Bound Goals
• Getting Clients
• Keeping Clients