2025 Lessons & Failures Scaling Info To $626k/mo

I run an info product that is doing

around a half a million dollars per

month. Um, it's not my info product,

it's someone else's, but I pretty much

run the whole operations. I manage a

team of 20. Um, the info product is

doing anywhere from like 500K a month to

626K a month and has been doing so for

the past few months. Um, myself, I run

an agency doing around $150,000 a month.

Um, and I mean that's not in my pocket,

right? The margins aren't the best. I

probably profit around 80k a month. Um,

and that's with one client, which is

pretty crazy. Um, and and the nature of

what I do is I partner with content

creators who have um any form of

expertise, a strong brand, and I launch

a mentorship, coaching program, info

product for them, whatever, you know,

offers make sense for their audience.

and I run up pretty much everything for

them other than them creating the course

and hosting the fulfillment um and the

content that they push out. So I do the

media buying for them um manage the

entire sales team or at least I I don't

manage it anymore. have a manager who

manages it. But um yeah, I do

everything. Backend automations,

tracking, um like Zapier,

build SOPs, email marketing, funnels,

write VSSL copy, like everything you can

think of. I pretty much u my company

takes care of that. So yeah, I want to

share my 2024 and 2025 lessons and

failures from selling multiple seven

figures in info products. Um, and you

know how I've worked my way up from

offers doing only like 80k a month uh

just a few months ago to now um scaling

them up to 626k a month plus. So first I

want to start with just like my actual

story like high level. I have some like

really really crazy [ __ ] just like just

some foreshadowing. Like for example my

sales manager I told him to move out

sign a lease with three months rent

saved up. He hadn't made any money yet

uh working with me. I literally had to

pay his rent one month um from trying to

join Jeremy Hayn's program and him

trying to downell myself and then my

card declining and then him trying to

kick me out of the program. I've got

some funny stories to tell. So, first

I'm going to start with like high level,

you know, how I got here, the just like

interesting story. Um, and then I'll go

into the more tactical stuff that I've

learned actually running up a business

at this like semi scale. Um, still baby

food. We're not doing a mill yet, but

um, you know, I I've I've definitely,

you know, picked up some lessons since

the last YouTube video I pushed out. So,

anyways, we'll start. 6 months ago, I

was 19 and I was doing around like 30k a

month profit my own pocket.

um the business that I was scaling up at

the time, I had like a few clients on

and off. It was very just like uh

volatile income and I was basically just

like saving up money. Um moved out of my

parents house in April 2025. Got a like

a very luxury high-rise in Austin.

Probably shouldn't have been spending

that much at the time, but things ended

up working out. um met a bunch of cool

entrepreneurs in that building and

really just like pushed me to grow a lot

more just like living on my own, having

that independence. Um at the time I had

around three clients. Um portfolio is

probably doing like 250k a month. I was

probably profiting around 30k a month.

And I

had two launches in a row where I I

basically took I I was managing so much

stuff like the the nature of the agency

I was running. You know, I'm handling

the marketing, the sales, the

automations, the ops. I'm the guy that

like everyone goes to about any problem

going on. I'm basically like the mini

CEO of three info product companies. So

like it it was very overwhelming, very

stupid. like I I don't recommend it with

like my my agency offers like, "Oh, I'll

do everything for you." So, um I needed

to outsource [ __ ] ASAP and like the

thing I was spending my most time on was

sales management. So, I brought my top

closer and one of my good friends um up

to a sales manager and he honestly like

he had a lot of like natural strengths

that would make sense for it. But he

obviously sucked at first cuz he had

never done it before and I sucked at

training him. Like I I barely I just for

like the first client launch ever, I was

like, "Hey, bro, like go do all this

shit." And I didn't train him or

anything. I just said like like he had

run up setting teams before. He had

managed setting teams on like eight

figureure offers. So I was like should

be fine to do the same for closers. Um

but it was very different. He was like a

setter team lead and not like an actual

sales manager. So he hired

uh three closers and two setters I

believe. Um in a oneweek time frame. We

launched. The launch flopped. This is a

launch on paper. We should have been

doing at least 250k a month. Um and the

closers we brought on sucked. The

setters we brought on sucked except for

one of them. One of them was really

good. Um, basically we it sucked, bro.

We had to let go of like the the whole

sales team or most of the sales team.

Um, and also part of it was just there

wasn't the best creator and creator

market fit or product market fit. A lot

of people who were following this

content creator, um, it was an ecom

offer, ecom mentorship offer. The dude

had a bunch of social proof. He had a

great great product. Um, but a lot of

people followed him. One for like

entertainment, two people who like

wanted to buy physical products from

him. Three, people who thought he was a

sourcing agent. Like it was just a very

like fractured audience. Um, and we

didn't really have a lot of like assets

that actually nurtured people and

provided value to show like, hey, we can

actually help you build an ecom brand.

So like the close rate was just

terrible. Anyways, but but also like the

closers did kind of suck. So, we let go

the the sales team and then my sales

leader, I was like, "Hey, bro, you

should take the sales calls, get a sense

for the ICP and then like in the

meantime, we'll find another closer and

like a better sales team. Um, build it

back up." Um, but he had been like super

burnt out. He had to like onboard

and manage this entire team in just like

a very short period of time. I pretty

much left him to drown because I I did a

bad job um you know onboarding and train

or like training him up for the task.

And so and he also was training someone

from the UK. So he had to wake up at

like 5:00 a.m. every day to train this

dude. And he was just like so sleepd

deprived, so out of it. And like the one

day where he was finally just like

taking a nap and like getting some rest,

he had some sales calls on his calendar

and he set an alarm, but he just slept

through his alarm and like it was just

the worst look for this client. Like he

was supposed to take the sales call. He

slept through it and then we were both

in the Slack like Brandon where are uh I

mean I just leaked his name. I don't

think it matters. Brand Brandon is the

name of my sales leader. We were both

like bro Brandon like where are you? Um,

and bro is asleep. And so then the the

coach, the face that Brandon has to hop

on, he takes a sales call and he pisss.

And I was like, "Fuck, that's like 3K

that we would have burned if um, you

know, if Brandon hadn't been sleeping."

And if I had done my job to actually

like train him and give him guidance

rather than just like leaving him to

drown. So I I I like said like, "Hey,

bro. I don't think you should be doing

this anymore. go start prepping for this

next launch we have coming up 12 days

later. So launch number one was like I

consider it a fail. We only did like

around 100k in like a 45day period when

we should have definitely done more. Um

launch number two we're like all right

we've ripped in this niche before. This

guy's a big brand. Um his content's like

pretty engaging. Like he should do

pretty well. we launch. And I mean, for

one, he I don't know if he lied about

his numbers or his numbers just went

down, but he had a low ticket product

that said he was at around like 50k a

month. And then we like when we launched

it was only at like 15k a month. Um, and

the high ticket product we only did

around like 60k in a 30-day period. So

that launch like flopped pretty bad as

well. like his audience just like wasn't

that bought in on who he was. And like

that launch we we did everything that

would like make sense to do well. Like

looking back on that launch, there's

like not a lot that I would have done

differently. Um it was just like the

audience really did not like care that

much or like trust the dude. So

now Brandon has moved out to Austin with

me with less than three months rent

saved up. Uh both launches have have

flopped. He's barely made any money from

from working with me. And I actually end

up having to Venmo him money for rent

for month three. And we have this final

launch coming up, third launch. And he

has 14 days. Yeah. 14 days to hire 14

people. So he onboards four closers,

eight dialers or sorry 12 people. 14

days to hire 12 people and

like literally every team member was

amazing. We didn't end up letting go of

anyone which is like unheard of. We

fired one dialer and then you know

further throughout the launch we we

fired a couple more but like we had some

some like we had some hard workers. We

had some our closers. All right. So,

here's the thing with dialers. With a B

TOC audience, I would argue that skill

does not matter. It is strictly just

like volume and work ethic for a dialer.

For a closer on the other hand, skill

matters a lot more. So, our closers

were, I would say, some of the best. Um,

two of them now have gone to like launch

their own sales training and like um

they're definitely about to be like the

next John Mau. Um, arguably better than

John M. Anyways, anyways, John's a goat.

But, um, yeah, the dialers were very

hardworking. Like the the team had great

chemistry, great training. And the third

launch we hit with like this company is

doing 105K a month and we hit 626K

the next month. So, we 6xed the

business. And it wasn't just like a

launch and then flops. 626K,

55K,

495K.

Um, this month we're pacing like 530K.

So, we we've kind of like plateaued and

now I'm like, you know, locking in on

some things where we can uh like hit

that next breakthrough. Um, definitely

need to run up some Webbies, some more

lead magnets, scale up ads. Um, ads have

been doing pretty well. We have like a

$50 cost per call, which has been great.

Anyways,

um,

so this launch was in July. We did 626K,

but like earlier on in the month, we did

100K in the first three days and like

we're getting a [ __ ] ton of leads and

calls booked. And I was like, okay, like

how do we hit a mill ASAP? I know. I'll

buy Jeremy Haynes program because that's

like all he talks about is hitting

million-dollar months. Um, I need to

learn paid traffic and mar like get

better at marketing. like sales is what

I was better with was like sales team,

sales process. Like we had a dialed in

pre-all process. We had um some sick

software like we were doing like 30,000

outbound dollars a month. Our close rate

was like 50 to 70%. Um like that side of

things was like pretty locked in, but we

needed to improve the the marketing

aspect of things. Scaled with paid ads.

Um so I hit up Jeremy Haynes. I hop on a

sales call with his team and um they try

and downell me, which is funny. They try

and downell me to their master internet

marketing program. I'm like, "No, no,

no, no. Like, I I swear I can buy this."

D. And then he's like, "Okay, man. Like,

show proof that you're actually making

what you're making." And so, I I like

screen shared we made 100K in three

days. And here I am thinking that it

needs to be like even though I'm

technically like running the whole

operations of this business, it's not

technically my business. Like I I have a

I'm like a revshare partner, right? Um

so I think it's okay, but I don't

realize like it technically has to be

like my agency um doing that amount of

money. So anyways, I'm like, "Yeah, like

don't worry. I I can pay for this."

Boom. All three of my cards decline.

And then I have to call up my client and

be like, "Hey bro, can can we put this

on your card? Um, like I really want to

join this program." He clutches up, send

it sends me his card. We join. Great. I

have my onboarding call with Jeremy.

Jeremy's like, "Did you lie to my team

like he like he starts getting pissed on

the onboarding call like you didn't make

100k a month last month?" And he like

he's actually going to kick me out of

the program. Um, which like shout out

Jeremy for being real and like caring

about his product. Like he really cares.

Um, his product's amazing. And um, by

the way, like if you're doing over 100K

a month and you're not in there, then

you're sleeping. Uh, anyways, he

he tries to kick me out of the program

or he like he was going to and then I

was like, "No, it's on the client's

card." which is truthful because like

because all my cards declined, it ended

up being on the client's card. Um and

and by the way, his reasoning for it, I

mean, one, he was like, "Oh, I want to

protect the rich people." For two, he's

like, "I don't want scarcity." Like the

the um 5k a month that you pay to be in

here. I don't want you to even like

think about it. Like it needs to be such

a small thing because if you have a

mindset rooted in scarcity, it's going

to like hurt you a lot in growing a

business. So, um, yeah, lots of respect.

Um, anyways,

because it was on the client's card, we

stayed in the program and then the next

month agency ended up doing 137K. So,

like technically, um, I could stay in

the program. Anyways, um I just thought

that was a funny story, but I learned a

lot from his program, implemented a

bunch from it, and because of the stuff

we implemented, even though like a lot

of our traffic is coming from organic,

we like maintain pretty consistent

numbers, which I think like a lot of

people, they'll do organic launches and

it's like boom, make a bunch of money

quickly, and then it just like drops.

But we just like shot up and then we've

stayed consistent, but now we're

plateauing. We just need to figure out

how to scale up um and work towards that

mill a month, which I'm sure will be

there soon. Um the main kind of like

priorities right now is a lead magnet

because we've been right hooking the

audience a lot. It's a very just like

CTA, CTA, CTA. So, we're pushing out a

free course. Um, I have a friend in this

exact niche with a free course with

doing 800K a month with 60K on YouTube

and 10K on IG. Um, just from Webbies and

a free course funnel. So, it's like a

very value first approach which we need

to work on because right now we're just

running a book a call funnel just opt-in

VSSL application um and then yeah

pre-all process and whatnot confirmation

page um some videos to pre-handle

objections pre-all email flows um dialer

hits people up beforehand anyways I'll

get more into the the tactical stuff in

a second I just want to talk more about

you know lessons learned um

So

yeah, pretty much that was that. Um

yeah, I guess other priorities, I

recently bought another mastermind from

this lady who does um Russell Brunson

CRO. Um she used to be the director of

marketing at a $2 billion company called

Agora. Um and I recently paid um 5K a

month for 5 months for a 25K program,

year-long access to this mastermind. So

far it's been great. But like the first

thing she said when I joined was like,

"Hey, you need to dial in on FTC

compliance.

We're mostly compliant, but that's not

like I I hadn't really thought about it.

I was like, "Oh, like let's just hypers

scale and make money." But now it's like

[ __ ] we're actually like getting to

that stage where we need to worry about

compliance. and she said once you're on

a three initial government um watch list

you never get off it. So like the SEC,

the FTC, especially nowadays with a lot

of info products um especially in the

BTOC bisop market um they're really

cracking down. Um you know some of the

big names that you see are getting

audited. Um, like I I know just through

like word of mouth. So like the peop a

couple of the people you see on your for

you page every day like a couple of them

are being audited. So um that definitely

like I want to be wary of that. So,

we're we're paying a compliance attorney

um to pretty much audit everything like

our sales scripts, our VSSL um help us

come up with like refund policy, term of

service, privacy policy, all that stuff.

Um and it's honestly like really

interesting like a lot of little things.

So, there are a lot of different gray

area. For example, if you're on a sales

call and you do goal setting, like a

common thing is like, "Okay, John, like

um what's kind of the northstar with you

looking to get into ecom?" Like, I don't

want to assume anything, but is it, you

know, like finances? Are you looking to

Yeah, whatever. I better to to leave it

open-ended and let them set their own

goal. But basically, you doing that goal

setting with them, it's almost implying

like they're going to hit that goal if

they join your program. um which is like

a gray area with FDC. There's like the

opt-in message um like the the check box

before they opt in. Um another example

is say say you have a make money online

offer and a student hits 40k a month.

You advertise that you need to say these

results are not typical.

Um and it's honestly you shouldn't even

advertise that to be honest if you want

to be like 100% safe. It's better to

just do like stats. For example, we

recently surveyed the audience um or

surveyed our customer base. Um it's a

day trading offer. We found out that 24%

of people got their first payout within

one

to 16 weeks of being inside the program,

which is like pretty [ __ ] crazy that

they they pretty much like made an ROI.

24% of people made an ROI in 1 to 16

weeks, which is like wild for an info

product. So, um, yeah, just like

marketing with data to be more

compliant, having contracts. Another

thing, if you display testimonials, you

need like written consent from people.

Um, if you do get audited by the FTC,

you need to have like testimonials, bank

statements. If you show that [ __ ] like

there, it goes very, very deep. Um, so

that's something we're really looking to

dial in on is FDC compliance.

Um, the next thing is emails. So, this

lady who worked at Agora, she said like

a lot of these companies make most their

money from emails, which really makes

sense, especially if you're scaling with

paid cuz emails are really like the best

way to warm people up a lot on the back

end. Um, and continue to ascend your

existing customer base. And so, like our

emails, our deliverability sucks. Mostly

lands in promotions. We have good open

rates to be fair. Um like 35 to 50% open

rates which is not bad but our

deliverability could definitely be

better and just like overall email

strategy is like not there. Um and it's

a very small percentage of our revenue

and she was saying like if you're doing

500k a month now you should be making

like an extra 200k a month just from

emails. So um that's definitely a big

priority. Um, another thing with this

offer,

we were doing 150k a month with a low

ticket product that we ended up just

like nuking entirely. Like a $1.8

million per year cash collected, like

not revenue, cash collected income

stream that we just Thanos snapped. Um,

and shout out the client for being like

cool with that cuz I like I'd be very

stressed to do that. But essentially

that low ticket product was overd

delivering so much that people wouldn't

want to ascend into our 3K or 5.8K

packages because they're like, "Hey, I'm

becoming profitable just from just from

a 100 a month subscription." So, um,

yeah, we we ended up nuking that and it

ended up being the right play, but now

60% of our applicants have less than

1.5K to their name. So, what do we have

for them right now? it's just like

YouTube.

Um, so we need to come up with a new

lower ticket product for them. Um, for

the people who aren't financially

qualified, but you know, like want more

help from us. So, that's another big

priority. And another thing I'm cooking

up, uh, which I already mentioned is a

free course funnel, which I'm excited

for that. Um, what else do we have? Oh,

training student success coaches to

upsell high ticket products on the back

end. If you have done this successfully,

please let me know like what the method

is. Um, I'll just share my experience. I

heard Alex Hormoszi speak on this, which

is that

sales people upselling on the back end

works well because they're salespeople.

So, they're good at sales. success

coaches upselling on the back end works

well because they have trust with the

student

but they suck at sales and they don't

have they don't like sales and they suck

at it. So you either have someone who

doesn't have trust but they're good at

sales or someone who sucks at sales

doesn't want to do it but they have

trust. Um so like I I've given a pretty

decent process to my success coaches.

Basically, the way we do it, um, inside

the program, there's a one-on-one

onboarding call. That's pretty much it.

But there's 24/7 DM support. They also

run group calls where they'll, you know,

talk to people personally on on those

group calls. And so, like the ascension

process, you basically the SSC will DM

the person, say, "Hey, John. Um, I saw

you struggling with XYZ in the

community. I know technically you're

only supposed to get a one-on-one

onboarding call, but I was wondering if

maybe, you know, um, you'd want to hop

on. and I I'm I'm happy to help you

overcome, you know, your whatever XYZ

roadblock is holding you back. Boom,

they hop on, they provide that extra

value. And then at the end, they're

like, "Hey, by the way, have you seen

the inner circle? Inside the inner

circle, we have D. I think it could help

you a lot more." Um, and then if the

student's interested, then the SSC

either pick, we're like testing out two

different processes. one, they just like

toss the offer right then and there, or

two, they do a live transfer to a closer

and they're like, "Cool, how about you

talk to John? John will get you situated

with, you know, what the whole program

could look like for you. Um, how it'll

benefit for you and like help you come

up with whatever um payment option works

best for you." Boom. Live transfer and

then the closer takes over. So yeah,

that's worth testing and we've like

really I know we're missing out on so

many ascensions on the back end. Um like

our our SSDs one are just like not doing

the volume. Two, they just like come off

as salesy. They like hate the idea of

being salesy. So they try not to be

salesy which makes them salesy. They

just have like the worst limiting belief

around sales and they think of it as

like I'm just like selling this person

or taking their money after they already

paid us. Like it feels so slimy when

it's like no dude, we're we gave someone

an offer that they gave money for and we

broke down the terms clearly and they're

still struggling and they're coming to

us for more help and we're saying, "Hey,

we can provide this more help, but we

have labor and our own costs that we

have to take care of." So, if you want

this stuff, you'll have to pay a little

extra just because we we put more into

it, right? Um, so that's been like a a

struggle of mine. So, if you have an any

experience um doing upsells on the back

end, please let me know. Um,

outside of that, managing a team of 20

has been a lot of fun. like I I love

I I dropped all my clients to focus on

this and the the what I love working

about them is um they just care about

content and helping the people in their

community and they like don't want to

touch the business which like you could

see that as a negative of like uh it's

like hard to work with them, they're

lazy, but like they're I I shouldn't

even say that cuz they're like very

hardworking with content and they care

about the people that they're helping.

But it gives me the opportunity to learn

like everything. Like I hire their

coaches, I manage their coaches, I hire

and manage their customer support reps,

like everything. What I get to choose

whatever vendors we work with. Like it's

super sick. Um,

where was I going with that?

Oh yeah, it's just s I think one of the

most fulfilling things about being a

business owner is just having a big

team. Um, we have

we have eight team members doing

over

six figures a year,

three doing seven figures a year.

That's myself and the two face of the

brand. So, that's like a sick feeling.

And I recently, two of those team

members, like our two of our best

closers moved into my apartment in

Austin, which is awesome. And they live

in person with the sales manager there

in Austin. Um,

and then I just moved out to Miami with

the client. And um, and also like

another influencer. And it's just like,

by the way, not not like Bickl Miami. I

can't stand that. We got we got a house

in like the suburbs where it's like

peaceful and quiet and I can actually

think. I don't feel like my my brain is

like crowded out by all the signal and

noise. Um or wait that's contradictory

by all the noise. So yeah, the the house

is awesome. It's big. It has a

basketball court, pingpong table, pool

table, trampoline, putting green,

hot tub, sauna, cold plunge.

It's insane. Um, and I also went from

sleeping, I only had a onebedroom, and

so I was sleeping in my closet and

working in my bedroom because I work

more than I sleep. So, um, now I

actually have a bedroom and an office,

which is sick. This is the the house

came furnished. So like um I'm in like a

samurai room right now. There's a katana

like right there. I have training swords

like right here and I have daggers on

the wall behind me. It's pretty crazy.

Um

but yeah, I guess uh that that's like a

life update for anyone who's been like

following me for a while or um in the

info space and like

um yeah, want to come in come into the

world and um you know get some more

lessons from me and in the [ __ ] I'm

learning scaling this business. But

yeah, it's pretty kind of crazy to think

about that I'm like 20. I always hate

when people say like, "Oh, you should be

proud of yourself or whatever." Um, the

only time I like actually feel it is if

it's someone I respect, um, who is like

way ahead of me, like way way way ahead

of me. But like it is kind of crazy to

think about that I'm 20 and I'm managing

a team of 20 and have a business that's

doing 500 to 600k a month. um and live

in a

a like multi-million dollar mansion

that's 6,000 square ft. And whenever I

walk outside, I go on a walk every day

and there's a basketball hoop out front.

I I like shot a basketball the other day

and I go for my walk. This couple walks

by and they're like, "Oh, you play

basketball for school?" D and like I

always just go along with it like, "Oh,

no, I don't play basketball." But what

like I don't deny the fact like when

they say like, "Oh, are you in school?"

I just like go along with it cuz if I

try and explain to them that like, "No,

I'm I'm living there." Like they just

like no one comprehends. Um it's crazy

how much opportunity there is online.

Like it's unfathomable.

And the hardest part is just like

breaking through the the like early

stage trenches

because nobody wants to work with you

because you've worked with nobody. And

you basically just have to do like

just like unfathomable volume and grunt

work until you just like get that that

first case study. Then you get slightly

better then better then better then

better. you basically just like work

your way up in case studies. Um, but

really in like scaling a service-based

business,

the most important thing is the results

you deliver and like getting to the

point where all your clients come from

referrals

and basically creating a supply

constrained business. At least this has

been my methodology

is like I do so much I deliver such

great results that I make tons of money

from each person I work with and I

physically can't take on more people and

I love having a wait list of people that

I just say no to. Um, like I I'm only

working with this one person right now

and I can't even like foresee a time

frame in which I'll be able to work with

anyone else cuz I just have the the sick

opportunity of like basically being the

CEO of this business um that has it'll

probably be an eight figureure business

soon, which is sick. But anyways, I'm

going to start creating more YouTube

videos. So, if there's anything tactical

that you want to see of like sales

process, what we're doing with ads,

although I'm probably not the best

person to learn ads from right now,

we're only spending like $500 a day. We

have a $50 cost per call. I've learned

some some neat tricks from like Jeremy

and I recently bought Alex Hormosy's

upsell um and the the director marketing

at Agora. So, it's not necessarily like

[ __ ] that I'm learning from like

aggressively scaling with ads, but it's

like [ __ ] that I've learned from these

other people that I've implemented that

has worked all right for us. Um, but if

there are like any tactics at all that

you want to learn more about, comment

below. I'm happy to make some videos on

it. Um, I appreciate you watching these

30 minutes and

have a good one. Peace.