I built something you can sell to local businesses in minutes... Let me walk you through it. First, understand that most people fall into one of two strange camps: 1. They think their product is so good they can sell it to any business (dumb) 2. They freak out over picking a niche like they're choosing a spouse (understandable, but silly) Do you need some interest in the niche? It helps. Other than that, you just need to know a little about advertising. Enough to be dangerous. So when I was working with Ed today, he had a couple of niches he liked… and I just chose for him. Niche: Hardscape landscapers — starting with the southwest. Step 1: Run the niche through Charles, my niche finder tool. Quick market analysis and customer research to understand our ICP. Once we locked in the ICP, we moved into ads. (Btw… a business will always pay for lead generation if it's actually good.) Step 2: Build a small library of rad ads. We've always had an ad library to make this easy, but now with Claude... It's a game of making proven ads perfect. And all it takes is a chat. I handed Claude our customer research, told it to make 4 ads that pull awesome leads… 5 minutes later: done, and great. As a guy who's run ads for over a decade, I'll tell you this: making ads with Claude alone? Possible, not fun. Making ads with Claude + UpHex? Stupid easy. Step 3: Tell the agency owner to go sell. That's it. Local businesses don't want more AI. They just want customers. Your move. https://vimeo.com/1202717091?share=copy&fl=sv&fe=ci

There's a market research protocol that took me 4 years to learn. I teach it in one week. And Garry has become a master in this protocol. He went from struggling to get just 4 clients... To 5-figure pay days running micro-webinars. (Micro-webinars of just 7-15 people) Lemme explain. Garry Regier thought he picked wrong. He was in optometry. Maxing out at 4 clients. Bleeding profit. Customer churn killing him. "This niche sucks," he thought. "Time to switch." But then? He became a student of MVP. Week 1 happened. And everything changed. We taught him something we call "Seeing the Market for the First Time." It's the skill most agencies will NEVER learn. Because they don't know it exists. Here's the problem: Most agencies sell a product. Facebook ads. Google ads. SEO. Email. Funnels. A laundry list of "services." They're trying to be everything to everyone. So they're nothing to anyone. Right? Their positioning is garbage. Their value is watered down. And their bank account reflects it. Garry did the opposite. He learned to see HIS market. Not guess. Not assume. SEE it. And when he saw it? He realized optometry wasn't the problem. His positioning was. So he built a productized outcome. Lean. Simple. Exactly what his clients actually want. Nothing else. And now? He runs micro-webinars. 7-15 people max. His show rate? Triple the industry average. His close rate? Triple the industry average. His pay days? 5 figures. From micro-webinars. Let that sink in. Here's what our students say after just Week 1: "I joined about 2 wks ago. I'm finishing up week 1 and I'm just " - Viviane Manuela Okorie "Welcome Viviane! I felt similarly after week 1!" - Mary Rogers And Jarem nailed it: "Once you figure out Week 1... You start seeing Week 1 EVERYWHERE!"

Sounds like a lot to some? It's not. That's five businesses paying you a grand a month. Five. Not fifty. Not five hundred. Five. And these aren't broke twenty-somethings arguing over whether to cancel Netflix. These are businesses. Who already spend money every month… …to solve problems that make 'em more money. So $1k/month? That's lunch money to them. But here's where most agency owners blow it. They walk in pricing like they're slinging Groupon coupons. "Maybe I can charge $97…" "Maybe $297…" "Maybe $497 if the moon is full and Mercury ain't in retrograde…" Then the clients churn. The margins burn. The work goes custom. And suddenly even $1k/month starts to feel like "high ticket." Spoiler: It's not. The model's just broken. Now imagine a different setup. You pick a niche. (Riches, niches, you've heard it.) Not "small businesses." Not "local businesses." I mean spooky-specific. Like: "Non-surgical knee clinics filling workshop seats with qualified patients." Read that twice. That's not an agency. That's a solution wearing an agency costume. Then you build ONE offer. ONE deliverable. ONE productized thing you do better than anyone. Not "we run Facebook ads." Not "we do SEO, social, email, branding, and your laundry." ONE thing. For ONE type of business. And then? Business #1 signs at $1k/month. Business #2 signs at $1k/month. #3, #4, #5… Same pitch. Same fit. Same script. $5k/month. But where it gets fun? Is when the work is productized. Cuz now you can stack. Six clients = $6k. Ten = $10k. Twenty = $20k. And your delivery time? Barely moves. Cuz it's the same thing. Over. And over. And over. Now plug in better numbers. Maybe you charge $3k/month instead of $1k. Maybe $5k. Maybe $10k. (Yeah. That happens too.) The numbers get thick. The deals start to click. So the question is: Can you afford to keep pricing yourself like a freelancer on Fiverr? No? Okay then: MyAgencyMVP.com

I'd like to take a moment to acknowledge Bradley on the UpHex team. He has over delivered for me all week with an issue I have been having. I really appreciate it. Thank you for helping me serve my clients at a higher level!

Most people think crayons were invented for kids. They weren't. The original crayons were industrial marking tools. Factories used them. Farmers used them. They were built to mark crates, barrels, and machinery. And the company behind them? Struggling. The market was limited. Margins were thin. Growth was flat. They had a useful product that nobody was getting excited about. Then they noticed something strange. Teachers had quietly started using the wax sticks with their students. Pencils were expensive. Crayons were cheaper, brighter, and easier for small hands to hold. That observation changed everything. The company didn't invent a new product. They repositioned the one they already had. Suddenly crayons weren't industrial tools. They became tools for creativity. That shift created Crayola. One of the most recognizable brands in the world. Built on a product that originally couldn't even keep its lights on. --- Dan Kennedy has a line for this: "A starving crowd beats a brilliant product every time." The factories weren't starving. They had marking tools that worked. Crayons were a marginal improvement at best. Teachers? They were starving. The pencil problem was daily, painful, and unsolved. When crayons showed up, the teachers didn't need convincing. The product didn't change. The crowd did. --- This is what I see happen with agency owners all the time. They build a service. They believe in it. They've spent years dialing it in. They can answer every technical question about how it works. And somewhere in that obsession with the product, they go market blind. They stop being able to see how the market would actually want to receive what they have. They keep describing the service instead of the outcome. They keep selling the shovel instead of the hole that gets dug. So they package it the same way everyone else does. Ads. Funnels. AI. Automation. Lead generation. The market sees the package and treats it like a commodity. Then one agency comes along and frames the exact same capability differently.