His "Sophisticated Buyers Discovery Script" reconstructed end to end: the method, a full both-sides sample call, the two strategy frames from his boards, and exactly what our own discovery call took from it — and deliberately broke from it, and why. Source: his video walkthrough plus screenshots of the actual Google Doc and Miro boards. Where he only described a move, the wording is reconstructed; every prospect line is an invented stand-in.
| Stage | The move | The line that carries it |
|---|---|---|
| 1 · Frame + price up front | Set the agenda, then say the price in minute two — a pattern interrupt that signals you don't need the deal. | "One more thing before we get into anything — just so it's not hanging over the call — what we do runs about $40,000. I'd rather you know that now than find out at minute fifty." |
| 2 · Problem / pain point | The problem question with its ego escape hatch, so a proud operator doesn't have to admit anything is broken. | "What's the current biggest problem or challenge when it comes to ___? Or, what's not working to the level you feel it truly could and should be?" |
| 3 · Park it, then background | Refuse to ride the problem straight into pain. Pin it, ask 3–4 flat background questions, come back deliberately. | "Got it — we'll put a pin in that and circle back. Just to get some context here…" |
| 4 · Surface-level solution | What are they already doing about it — sets up "let's see how well that's working out for you." | "What are you currently doing now to help with {problem}?" |
| 5 · Quantitative pain | Walk the funnel top to bottom, one number a question, "getting more intimate data with each question." The numbers are never good — if they were, he wouldn't be on the call. | "Last 30 days — what was your total ad spend? Total leads? Total booked calls? Total shows? Total closes? Cash collected?" |
| 6 · Qualitative pain — business, then personal | Two layers, in order. Business first ("what is this preventing you from doing?"), personal only after the numbers have earned it. | "Can I ask a personal question? How is this affecting your life outside of business? …Are you losing sleep over it?" |
| 7 · Status tip-off, then TELL the cost | Permission → credentials delivered as context ("I don't say this to weirdly flex") → their good numbers first → the one bleeding bottleneck priced in dollars against the benchmark. | "That gap is costing you $50,000 a month. What are your thoughts on that?" |
| 8 · One-thing pitch + the delay-cost close | One change pays for the program; everything else is upside. "Think about it" gets repriced as a monthly cost. | "Thinking about it is a $50,000 decision. Which one do you want?" |
| Offer | The last-30-days ladder |
|---|---|
| Agency / lead gen | ad spend → leads → booked calls → shows → closes → cash |
| Fitness | "Last month, how much weight did you lose? And the month before that? What did you total lose last year?" |
| Dating | "Last month how many new women did you meet? How many turned to an actual date? How many to a second date?" |
| E-commerce consulting | ad spend → site visits → email captures → add-to-carts → total sales |
His note on non-ROI offers (health, relationships): skip the business layer, run the personal side only.
Rep: Mike, good to meet you. Before I ask you anything — how much time do you have blocked?
Prospect: I've got the hour.
Rep: Perfect, we'll use it. Quick frame so this isn't a mystery: I'm going to ask you a bunch of questions about how the business actually runs right now, mostly numbers. If I think we can help, I'll show you exactly how and we'll talk about working together. If I don't think we can, I'll tell you that too and we'll be done in twenty minutes. Fair?
Prospect: Fair.
Rep: One more thing before we get into anything — just so it's not hanging over the call — what we do runs about $40,000. I'd rather you know that now than find out at minute fifty.
Prospect: …okay. That's more than I expected, but go ahead.
Rep: Good. So, to get some context — right now, what's the biggest problem or challenge when it comes to your lead gen? Or, what's not working to the level you feel it truly could and should be?
Prospect: Honestly, leads aren't the issue. We get plenty. It's that not enough of them turn into anything.
Rep: Got it. Let's put a pin in that and circle back — I just want some context first. What's the offer itself?
Prospect: Done-for-you paid ads for home service companies. $4K a month retainer.
Rep: And how big is the team right now?
Prospect: Eleven. Two on sales, four on media buying, the rest ops and creative.
Rep: How long have you been at the current revenue level?
Prospect: About eight months, hovering right around a hundred a month.
Rep: And what are you doing right now to handle the leads that come in?
Prospect: They hit the calendar or they hit my two closers. There's no one in between.
Rep: Let me get the actual numbers so I'm not guessing. Last full month — what did you spend on ads?
Prospect: About $12,000.
Rep: And that produced how many leads?
Prospect: Right around 400.
Rep: Of those 400, how many turned into a booked call?
Prospect: …maybe 20.
Rep: Okay. And of the 20 booked, how many actually showed?
Prospect: 14, 15.
Rep: How many of those closed?
Prospect: Six. Six or seven.
Rep: And cash collected off that?
Prospect: Call it a hundred grand with the existing book.
Rep: So 400 leads, 20 booked calls, 6 closes. Do those numbers look how you'd want them to look?
Prospect: No. Said out loud like that, no.
Rep: So you're booking five percent of the leads you're already paying for. How's that affecting the business right now?
Prospect: It means I'm buying leads twice. I'm paying to generate them and then most of them just die in the CRM.
Rep: What is that preventing you from doing in the business that you'd want to be doing but can't?
Prospect: Scaling spend. I can't justify going to $25K a month on ads when I know three quarters of it evaporates.
Rep: You mentioned there's no one between the lead and the closers. Who's covering that gap today?
Prospect: Me, mostly. I'm in the inbox at night chasing the ones that look worth chasing.
Rep: How many hours a week is that?
Prospect: Twenty. Twenty-five in a bad week.
Rep: And you're also running media buying oversight and doing client calls?
Prospect: Yeah.
Rep: Can I ask you a more personal question? Those twenty-five hours a week that aren't really your job — what are they taking away from outside the business?
Prospect: My kids, mostly. I've got a seven-year-old. I've missed most of the season.
Rep: Can I share some thoughts with you?
Prospect: Please.
Rep: Just so you know where these are coming from — this is from scaling our own business past eight figures and from working with about 200 companies doing the same thing, a few of them names you'd recognize. I don't say that to weirdly flex on you. I say it because it's given us one thing, which is data — more data than anyone else in this market on exactly where your KPIs should be. Here's what that data says about your numbers.
Prospect: Go ahead.
Rep: Honestly, most of them are exactly where you'd want them. Your cost per lead is $30 in a market where $45 is normal. Your show rate is 70%, that's strong. Your close rate on shows is over 40%. You should give your media buyer a raise, those are some of the best front-end numbers I've seen this quarter.
Prospect: Good to hear.
Rep: That said — where I'm seeing a bleeding bottleneck is lead-to-book. You're at five percent. The average for companies your size in your space is ten. Which means without spending another dollar on ads, without more creative, without touching anything on the front end, if you simply called the leads you're already paying for, you'd be doing $150,000 a month instead of $100,000. So the way I see it, that gap is costing you $50,000 a month. What are your thoughts on that?
Prospect: …that's a bigger number than I'd have guessed. And no, I hadn't done that math.
Rep: So here's what I'd do. If we did just one thing — bolt trained setters onto what you've already got — you'd go from a 5% lead-to-book to at least 10% on leads you're already paying for. That alone is roughly $50K a month, and it costs you nothing extra in ad spend, no new creative, no new SOPs you have to write. And then on top of that: we rebuild the close process with your two existing closers, we install the sales SOPs and the call review cadence, and we put in the reporting so you can actually see where deals die. But I want to be clear about the frame — if every one of those other three things failed completely and all you got was the setters, you'd still be up $50K a month on a $40K one-time investment. That's the bet.
Prospect: So the rest is upside.
Rep: The rest is upside. What questions do you have?
Prospect: I like it. I think I want to sit with it for a week.
Rep: Totally fair. Before you do — is it the money, or is it something about whether this actually works in your business?
Prospect: It's not the money exactly. I just want to be sure.
Rep: Understood. And if the setters were live and booking next month, is there anything else that would stop you?
Prospect: No, that's the whole thing.
Rep: Then here's the only thing I'd point out. You can absolutely think about it. But thinking about it is a $50,000 decision — that's what the gap costs you every month it stays open. So the real choice isn't $40,000 versus zero. It's spending $50,000 a month to wait, or spending $40,000 once and getting that $50,000 back every month from here. Which one do you want?
Numbers note: in the video he garbles the final line ("$40,000 decision," then "spend 15K and return 25K"). The structure is what matters — delay cost versus price, both in dollars, side by side. The version above is kept internally consistent.
| His piece | Where it lives in ours | Status |
|---|---|---|
| Price up front (Stage 1) | The anchor open — target AND price in the first minute | Adopted, extended: we anchor the result ($100K in closed jobs) and the price ($15K) together, then defer the breakdown |
| Problem question + "could and should be" tail | Label stage, Q3 | Ported verbatim |
| The pin + background questions | The pin + the six facts | Ported; order deliberately flipped — we run why-now → facts → problem, because a contractor doesn't open up to a stranger in minute one |
| Surface-level solution | Past pain, Q6 ("what have you already tried") | Ported |
| Quantitative funnel walk | The funnel walk: inquiries → booked → run → sold → ticket | Ported in our units — a contractor has a job funnel, not an ad funnel |
| Business pain — "what is this preventing you from doing?" | Past pain, the business-pain follow-up | Ported |
| Personal pain layer (kids, losing sleep) | — | Deliberately not taken. Built for a $100K/month founder; on a contractor the business pain IS the personal pain — it's his own money — and separating them reads as theatre. One mirror line does the job: "are you ok with that being how next year goes?" |
| Golden framework ("given that X… how specifically?") | Past pain, the one pain-deepener | Ported, use-once rule |
| Status tip-off + ego uplift + tell-the-cost | Past pain, steps 1–6 | Ported — with the benchmark break below |
| Cost priced vs industry KPI average | — | Deliberately broken. No benchmark data exists for our trades, and benchmarks are banned in our call. We price the gap off his own dropped leads, halved. Stronger, not weaker: he can't argue with his own arithmetic. |
| One-thing frame | The pitch | Ported near-verbatim — ours is speed-to-lead: the {gap} people already reaching out, answered in sixty seconds |
| Delay-cost close ("thinking about it is a $50K decision") | Objection table, "let me think about it" | Ported, with a hard condition: the monthly cost must be HIS number from the funnel walk — no number, no line |
| Isolate twice before the delay-cost line | Same row | Ported — fired cold it's a gotcha and he'll feel it |
| Logical-not-emotional for sophisticated buyers | Past pain, sophisticated-buyer note | Ported — mapped to our Portfolio Operator, Self-Sufficient and Comparison Shopper types |