If you cut the lowest percentage of the team and you have utilization, like you have space,

you lose the lowest closing percentage people and you gain more closes just by shifting the

closing rate overall of the team. When you make those changes, in my experience, salespeople get

into a rhythm. Welcome to the game where we talk about how to sell more stuff to more people in more ways and build businesses worth owning.

I'm trying to build a billion dollar thing with Acquisition.com.

I always wished Bezos, Musk, and Buffett had documented their journey, so I'm doing it for the rest of us.

Please share and enjoy.

I have 13 portfolio companies and I just doubled one of them in 60 days by solving five key

problems. And what I'm going to do is show you the data of what it was before, why it was

wrong, what we fixed, and what happened after. Enjoy. So this is the second smallest company

in our portfolio. It's started by three young founders who are all sad because they were not making the amount

of money that they wanted to make and they had these problems.

And they were riding this very bad roller coaster that they were desperately trying to get

off.

And a lot of that was because they didn't have processes in place for each of the key functions

of acquisition. They also had a lot of product problem, but I'll get processes in place for each of the key functions of acquisition.

They also had a lot of product problem, but I'll get to that later.

As an investor, when I see a problem, I really do see it as an opportunity to increase value.

And that's what I get excited about.

That's where a lot of the value gets created anyway.

So like imperfect businesses are what we deal with.

So before I show you the data, let me explain what each of these terms actually mean.

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