Included with our coaching are tools you can use to learn at your own pace, including close to 500 podcasts, 600 articles, 10+ eBooks, numerous videos, and other tools. The samples below give you a sneak peek into what you will receive.
Popular eBooks
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Videos
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Watch this 4 minute summary of John Warrilow's "The Automatic Customer" to hear about your secret weapon for transforming your entire business into a recurring revenue engine (Or just a way to add another 5 percent sales growth to your bottom line).
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This "Explainer" video offers an overview of the Value Builder System. It touches on each of the foundation modules that are the starting point for an engagement.
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Sample Articles
How Saying No Led to a 7-Figure Exit
Andy Cabasso studied law but never really practiced. Instead, he co-founded JurisPage in 2013, an agency specializing in helping law firms with their marketing.
Cabasso understood the marketing services lawyers need, and his partner, Sam Brodie, knew how to build websites that ranked on Google. Their service was popular among lawyers but also attracted the attention of other service businesses that needed a website that ranked organically as well.
Cabasso and Brodie were tempted to wander outside of their niche but ultimately turned down the opportunity to work with other types of companies, knowing they had something unique to offer lawyers.
They also knew the importance of recurring revenue so insisted that their clients use JurisPage for website hosting, which gave the partners a base of recurring revenue. Prospects offered JurisPage thousands of dollars to build them a website for someone else to host, but Cabasso turned them down, knowing that the recurring website hosting revenue was a fundamental component to building a valuable business.
In the end, Cabasso and Brodie’s discipline paid off because they attracted the attention of Uptime Legal, an Inc. 5000 business specializing in technology and practice management software for law firms.
The two companies fit together like peanut butter and jelly, which is why Uptime Legal acquired JurisPage in a seven-figure deal that closed in 2016.
The moral? While curiosity and grit are important personality traits for any would-be founder, the ability to remain discipled in the face of opportunity may be the most important attribute of all.
Andy Cabasso studied law but never really practiced. Instead, he co-founded JurisPage in 2013, an agency specializing in helping law firms with their marketing.
Cabasso understood the marketing services lawyers need, and his partner, Sam Brodie, knew how to build websites that ranked on Google. Their service was popular among lawyers but also attracted the attention of other service businesses that needed a website that ranked organically as well.
Cabasso and Brodie were tempted to wander outside of their niche but ultimately turned down the opportunity to work with other types of companies, knowing they had something unique to offer lawyers.
They also knew the importance of recurring revenue so insisted that their clients use JurisPage for website hosting, which gave the partners a base of recurring revenue. Prospects offered JurisPage thousands of dollars to build them a website for someone else to host, but Cabasso turned them down, knowing that the recurring website hosting revenue was a fundamental component to building a valuable business.
In the end, Cabasso and Brodie’s discipline paid off because they attracted the attention of Uptime Legal, an Inc. 5000 business specializing in technology and practice management software for law firms.
The two companies fit together like peanut butter and jelly, which is why Uptime Legal acquired JurisPage in a seven-figure deal that closed in 2016.
The moral? While curiosity and grit are important personality traits for any would-be founder, the ability to remain discipled in the face of opportunity may be the most important attribute of all.
One Counterintuitive Strategy Led to This $380 Million Payday
When David Perry started his video game company, he filled a dartboard in his office with the names of companies he thought would want to buy his company, Gaikai, one day.
Why would a startup business with no revenue or employees be thinking about potential acquirers so early? For Perry, it comes down to something he refers to as “down-the-track thinking.”
Perry was recently interviewed about Sony’s $380 million acquisition of Gaikai, and he described his philosophy by using a moving train as an analogy. He described a train full of people representing an industry. Most people are comfortably inside the train watching the countryside go by. There are some people scrambling behind the train, hoping to jump on. Then there are a select few people who are obsessing over where the train is going and are constantly thinking about the upcoming stops along their journey.
Perry described himself as one of the people thinking about where the train is going next, so it only made sense to him to have a list of businesses he could sell to.
Sony was in the bullseye of Perry’s dartboard of companies to sell to so when his partner suggested they name their company Gaikai, a Japanese word that roughly translates to “open sea”, Perry agreed. The word gaikai is hard for the average English speaker to pronounce, but Perry knew the name would be irresistible to Sony.
Perry and his partners went further and named other parts of their product line with Japanese words and designed the company for the global gaming market, not just American customers, as was the habit of videogame makers at the time.
Years later, when Perry was ready to sell Gaikai, he approached all the big video game makers about buying his company, and Sony was the most enthusiastic. They were thrilled to see the extent to which Perry and his partners had gone to make Gaikai fit Sony’s culture.
Visualizing a shortlist of potential acquirers when you make key decisions is a good way to vet your next move. Imagining how your potential acquirers would react to hear how you are thinking of evolving your company can inspire a more strategic lens through which to make big bets. Whether you are looking to sell soon or are years away from selling, the process of developing a shortlist of potential acquirers tomorrow will help you make better decisions today.
When David Perry started his video game company, he filled a dartboard in his office with the names of companies he thought would want to buy his company, Gaikai, one day.
Why would a startup business with no revenue or employees be thinking about potential acquirers so early? For Perry, it comes down to something he refers to as “down-the-track thinking.”
Perry was recently interviewed about Sony’s $380 million acquisition of Gaikai, and he described his philosophy by using a moving train as an analogy. He described a train full of people representing an industry. Most people are comfortably inside the train watching the countryside go by. There are some people scrambling behind the train, hoping to jump on. Then there are a select few people who are obsessing over where the train is going and are constantly thinking about the upcoming stops along their journey.
Perry described himself as one of the people thinking about where the train is going next, so it only made sense to him to have a list of businesses he could sell to.
Sony was in the bullseye of Perry’s dartboard of companies to sell to so when his partner suggested they name their company Gaikai, a Japanese word that roughly translates to “open sea”, Perry agreed. The word gaikai is hard for the average English speaker to pronounce, but Perry knew the name would be irresistible to Sony.
Perry and his partners went further and named other parts of their product line with Japanese words and designed the company for the global gaming market, not just American customers, as was the habit of videogame makers at the time.
Years later, when Perry was ready to sell Gaikai, he approached all the big video game makers about buying his company, and Sony was the most enthusiastic. They were thrilled to see the extent to which Perry and his partners had gone to make Gaikai fit Sony’s culture.
Visualizing a shortlist of potential acquirers when you make key decisions is a good way to vet your next move. Imagining how your potential acquirers would react to hear how you are thinking of evolving your company can inspire a more strategic lens through which to make big bets. Whether you are looking to sell soon or are years away from selling, the process of developing a shortlist of potential acquirers tomorrow will help you make better decisions today.
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