This episode breaks down core frameworks from an 11-hour session with Alex Hormozi at his $100 million money model affiliate event, focusing on the “Mozi Six” constraint framework for business growth.
Key Takeaways:
- Ask “Why Can’t You Do More?” The only question worth asking for growth is identifying which of six constraints (metrics, market, model, money, manpower) blocks additional output—solve the primary constraint and everything else opens up.
- Money Breaks Into Three Levers When cash flow constrains growth, the issue is either insufficient leads, poor sales conversion, or low lifetime value—LTV offers the highest variance and biggest enterprise value gains across industries.
- Manpower Is Really a Demand Problem Supply-side staffing constraints fold back into the same framework—treat hiring like lead generation with proper metrics, market reach, conversion processes, and compensation testing.
Listen to the full episode for Hormozi’s complete framework on systematically removing business bottlenecks.
(Podcast transcript below)
Welcome to Get Serious. So I want to jump into like the really core takeaways from all my notes from spending, you know, 11 straight hours with Alex Hormozi earlier this week after the a million dollar money model affiliate live event that very luckily won a spot.
from that record breaking launch earlier this year was such a joy to be a part of it. Couldn’t have come at a better time professionally and personally, frankly, it was one of the most life-changing live events I’ve ever been to. You can hear my podcasts prior to this one for just like my initial day after impressions kind of capturing that immediate afterglow and kind of the whole just sense of the atmosphere.
and the event overall, but now I want to jump into the full notes that I had. Again, I don’t think I’ve ever taken this many notes during a live event before here. This might run into a part two. I always record these podcasts in a one-take format here. So I want to make sure that I’m giving each of these points room to breathe and allow myself to go off on.
Key tangents if I feel they’re necessary here. So if I start to see the clock get a bit high here, I’ll make sure to pause at a good point and then jump back into a second part. But I really want you guys to absorb as much of the knowledge as possible from one of the best entrepreneurs in the world right now, probably the, in arguably probably the best entrepreneur.
in the world when it comes to actually articulating how to run a business. There’s a reason he broke the nonfiction book sales record. So, you know, truly, truly tremendous stuff here. So without further ado getting into this. So the overall setup of this event was that, you know, Alex just kind of kicked it off initially, you know, kind of the gratitude for, you
affiliates, all of us being there, helping out. And then he jumped into a couple of his top of mind frameworks. So I want to reiterate these because these are like, these came up constantly throughout the day. And if you follow, uh, Hermosys YouTube channel or podcast, um, th this has been a more common theme here, but it’s like, it’s something that Alex uses in his own business constantly, um, to
you know, assess constraints and you know, what he really comes down to for any type of business growth, or trying to repair issues within the business. It’s like, okay, why it’s always asking the question, why can’t you do more? like that’s, that’s basically the, the only question worth asking when it comes to like actual growth or trying to, trying to fix anything. It’s like the, the only way you grow or even stay in.
you know, where you are in the midst of an ever changing market is like you have to continue doing more. and so then he labels these, possible constraints as the, the mozy six, as he calls them. so if you had bought the 200 book, package at the launch, which I did, you know, he had a followup training where he went over these in, more detail here. but again, just so useful to recap. so.
the key constraints and they all start with them, for why you can’t do more in your business. number one is metrics. just, you’re not tracking the data. you might be tracking the data, but you’re not paying attention to it. So like you, don’t actually have any insight in what to do in, in, in your business here. Like, do you even know what your CACCEL TV?
ratio is, um, you know, do you even know what you’re spending on some of your marketing? Um, do you have any attribution metrics at all in regard to, you know, what, what your ins and outs are on, on, on your business? Like, you even know what your revenue is for the past, uh, you know, year or even, you know, month and profit, et cetera, like, you know, base kind of KPI. So that has to be an open question. Like if you don’t even know what you’re measuring, um,
you really don’t know what to do more of in the first place. So that’s like the first one that you just, you kind of have to nail that because otherwise you can’t figure out what your key constraint is if you don’t even know what you’re looking at. So you mentioned that first and then the next one is market. So he says this one’s a pretty rare issue where like the underlying market is just.
you know, your ultimate constraint in the business. And again, like out of this mozy six, like there’s, um, th th there’s only, again, there’s only one key constraint that if you solve that, it will open up everything else, um, within the business, uh, or at least, know, like it’s the, you know, Pareto 80 20 principle here. Yeah. There can always be like other stuff going on, but it’s like, okay, what is the biggest fire that’s going to unlock, um, that, that if you change within your business,
will smooth everything else out. and, is the, you know, current core bottleneck and, know, as business evolves, as the market evolves, like this, this changes. So you just have to be on your toes because there’s always going to be a constraint, right? Like there’s, there’s infinite constraints. long as the arrow of time moves forward and the game of business continues to go on and evolve.
Um, you will inevitably have another constraint. Like there’s just, there’s always problems, right? Um, so for the market piece, um, actually I’m pausing. Like I’m already saying that, yeah, I haven’t even tackled the other parts of the notes for this. Like this is probably going to be a multi-part podcast, but let’s be honest here. Um, but I really want to do this justice. And I think a lot of you guys can.
Mozi’s popular name. will probably do good for my podcast number. So may as well milk this for what it is. So jumping back into that, the market here. again, a rare issue, but in certain industries like that really could be your cap. And what Alex brought up as a, what could be a key constraint is that, let’s say you’re running a home service.
business in some, you know, super rural area of the country. You know, you’re listening to this because you could be a land investor. Like, let’s say you’re a soil test engineer in some, you know, deep rural part of
Southwest Carolina, South Carolina or something. So to invite more business, you can saturate your market unless you want to drive three, four plus hours outside of your main area of operation. You are reliant on the land and geography within your core business. Inevitably, you will saturate your
your, your, your local market for possible business opportunities. Like there, there is a firm cap on that. so, you know, in order to expand beyond that, then you have to like consider what’s the avenue to move into other markets. Like do you need, you have, do you need a higher out? but like you can see that’s a fairly rare example for, for businesses.
to where like they can truly saturate and tap out a market. And they’re, you know, pretty much reliant on like deep in-person or ground level service based businesses, but like anything else, anything with like a real digital footprint or like a realistic brick and mortar expansion, possible opportunity franchising, what have you.
Or, know, even introducing like an e-commerce element. If you are originally brick and mortar, like the market can expand. You just haven’t thought big enough and you haven’t considered how can I do more from a market perspective? So again, like that’s going to be rarely an excuse. So like for most land investors, like the market, you might think of like market conditions as a, as a limit. But that gets into more of the model and the money, but you know, the market itself.
is effectively limitless. The land market will basically never be saturated. People might think that, but they’re just not being competitive enough and saturate. There’s literally trillions of dollars of land within the US alone. So no one company, not even 100 companies could ever realistically seize all of that market share. It’s an impossible feat. It’s too
fractionated and then you could always like create other services within that market or other avenues to compete or, you know, take another piece from a part of the market that somebody already might be doing it, you know, like you could do horizontal development or vertical development and so forth on top of it. So like there’s still multiple bites of the apple, even in the same market that other people might think is saturated here. So,
You really can’t use market as an excuse for pretty much any business. Next is the model. So this is another, you know, again, very rare issue to be the core constraint, but like it has to be considered and usually comes back to people like not being creative enough to or, you know, just educated enough on how to grow their model.
to the next level. Like Hermosy like will routinely say is he’s never, he’s never encountered a business that couldn’t get to a hundred million dollar enterprise value with enough time and focus into it. Yeah, it might take decades. If you’re a restaurateur, you own one restaurant, like, yeah, it might take you 30 plus years to get to a hundred million dollar enterprise value. It’s like to open up other
brick and mortar locations and so forth to really expand your footprint over time. But it is possible, right? Like you can find an example in any business, line of business out there. Obviously in the land space, you can take it up to the absolute highest levels. To me, what makes land so attractive and what I would always look…
for in any industry that I might pursue is like, who are the people doing this on the absolute highest level? Like a hundred steps ahead of me, a thousand steps ahead of me. And what type of numbers are they playing at here? Like, can it really attract the best talent in the world? And you be lucrative enough to, you know, work in this industry for, you know, years and decades at a time.
Um, and, know, within land, I mean, real estate and jet, like obviously real estate, like it is the number one biggest asset class globally by a long shot. Um, I, I, now I forget the numbers, but I want to say it’s, it’s, you know, if we look at, you know, total asset value of every single asset around, uh, the globe, I want to say real estate is like,
At least a third of it. might be more might even be over half So it’s like massive pie, right? I think something like 400 trillion dollars something like that if we actually put like real numbers on it Just the absurd number crazy and I know a good huge chunk of that’s in the US, of course And you know and within land itself alone like look at the biggest players like they’re probably doing land banking
for the national home builders, you know, know, like I forget the name of the, one of the ones I was learning from recently, but you know, they’re, they’re kind of a subsidiary of like Guggenheim partners, which is the firm owned by, what’s his name? So what Walter Walter something to like the Dodgers and the Lakers and the new Lakers owner. like they have now land banking division where they’re anticipating doing like.
billion dollars of acquisitions over a year, like massive numbers. So when you’re talking at that type of level here, like all of a sudden you realize, like any business that operates within this sector of the industry, you could get massive, way bigger. I don’t know anybody personally who’s doing a billion dollar acquisition per year.
Land business and that’s just land banking side. I can imagine if you were doing horizontal development or get into various improvements and so forth So like there’s again multiple layers that you can expand into so I am there’s no real excuse from a model perspective on why you can’t do more within this industry because people are doing it on an absolutely huge level that You know, it’s difficult for some of us to even consider
reaching into but like people are doing it so it’s obviously possible Wow, I’m already taped 15 minutes here and I still have to Two more ends. So this or mozi podcast. This might be this might be a five-parter. I’m excited though. I’m Because they’re like this is just that this is the gold here. This is how you you you build business. So the next The next on the list so we’ve done again metrics
market models and now money. So I think it’s the Hormozi 6 because it’s just around more. More is the headline and then there’s five elements of what would be your constraints for more. So the next is money and this one he breaks into three. So it’s either you’re not getting enough leads
you’re not getting enough sales or your LTV, your lifetime value per customer is too low. So if any of those or a combination of those are just down, that becomes a money issue for why you can’t do more. So this was like a more common issue as Alex was going over other people’s businesses and critiquing them. Just cause again, like,
market and model are going to be rare metrics. Hopefully most people, not everybody had their data. So like that was just another area. like money was definitely more common. like from a leads perspective, it’s your marketing. Are you advertising properly? Where are you advertising? How much advertising are you doing? So I could go into a lot like just read a hundred million dollar leads, right? Like that is the.
or again, $100 million money models, how you get like attraction offers and so forth, like those will get you more leads. So I don’t need to recap that per se, but that would be a core money issue is you’re just, you’re not bringing enough leads in sales. know, first is your offer even that good? Are you able to convert the leads that you’re bringing in? How does your sales team work? Are they, you know, not selling properly or they’re not closing properly?
you know, are, it’s just part of your follow-up process breaking down. So, that, I mean, when I got the 200 book package from where was it like, yeah, learning like the closing, the closing handbook, was, was huge there just, you know, and, and how crazy, you know, dedicated like the acquisition.com sales team is just by the script, by the script, just to work the sales, work the sales, like getting
That’s something that Alex really commented on. He’s like, yeah, sales, not everybody’s going to be talented in sales, but like he just thinks it’s an infinitely trainable skill. Like anybody can learn how to sell because it’s just so conducive to just following the correct script and using the right wording cadence.
Like, know, yeah, it’s going to take a ton of reps and like their team practices every single day, role playing every day to get better at it. So, you know, if your sales are down, yeah, you got probably got to fix your, your sales process. again, you got to make your, your product better. Like it might just, it might just be a bad product, bad service that you’re offering. So that could be affecting your, your conversions, no matter how many leads you have. And then lifetime value of.
your customers. Are you charging enough? Maybe in relation to acquiring leads and converting sales, you’re just not making enough per customer or they’re just churning out way too fast. And then you have to keep spending and spending more to get more customers because again, maybe your product isn’t that good. People are leaving or you’re just in a commoditized market.
doing cost plus pricing instead of pricing by the actual value of your service or product here. So yeah, you might have to bump your prices significantly. Or maybe, you your overhead for your business is just too high in relation to, you know, the revenue and gross profits that you’re bringing into the business. And so do you have to cut something internally?
in order to drive up a lifetime value as well too. And that’s something Alex always talks about too is like, you know, for most industries, know, cost to acquire customers will kind of stabilize at a certain, there’s just less variance in relation to that over time. Yeah, you can always like get better, but it becomes…
you know, difficult to get below a certain level. again, like sales, can just, you can train that as well as possible, but like LTV, there is, can be huge variance between LTV and different, in the same industry, even if the CAC, customer acquired customer is, you know, the same. Some companies can just price way, way better, or they’ll be like way more efficient operators.
of their business and reducing churn and so forth. bumping LTV is like probably the biggest driver for enterprise value growth of a company. So if you can figure out how to bump that, which again, can come back to pricing and better products, running more efficient business, being faster to deliver, et cetera. Like there’s so many other ways to do that. Again, look for $100 million money models, et cetera.
Alex talks about this all the time. So those are the three avenues of money being a core constraint of the business. And lastly is manpower. So this is where, you know, what would typically be considered a supply, supply side constraint. Like you just, you have, you know, more demand than you’re able to actually service.
as a company and so then it becomes, okay, you’re needing to find extra talent or you need to hire more people and actually in order to grow your business to the level that it needs to be to actually service the demand that you have on hand. So what are your processes to actually hire and bring on those extra folks so that you can solve that supply side problem? But this is what Alex always shows is that manpower
You actually just throw back into that more loop. You know, why can’t you do more? It’s all the same thing. So even manpower becomes a demand side problem because in order to hire the right folks and bring on the right people, it, um, it just gets fed into, you know, leads, um, and conversion mechanism again, like, do you have metrics? Are you measuring how you’re bringing in people or finding, uh, um, possible talent for your business?
the end, the market, like it’s rarely constraint. Like, you, are you opening up your, you know, avenues for finding talent or are you just kind of blaming your, your, you know, you’re, kind of constraining yourself, unnecessarily for your, for your business, just like kind of, again, blaming the market here again, rare, that that’s going to be a core issue outside of like very specialized, areas.
in industries. and again, the model, so you might think, yeah, I just can’t, you know, find the manpower because, know, like you think, business isn’t going to be able to support the extra type of roles, but it’s like, again, are you being creative enough to really think beyond or do you have other examples of larger operators who have figured out this model to bring in more people? And then again, like the biggest core thing is like,
from the money side, but you just translated into the manpower. It’s like, you getting enough manpower leads? Are you converting them to work for you? Are you paying them enough? You could consider that from an LTV perspective, or maybe you’re paying people too much. And so you’re constrained by your manpower because you can only afford to pay based on your current rates, like a handful of people when in reality, you
per the market, you could actually paying them less and get more throughput through your own business. So then you have to consider it from that side too. like turn manpower as a supply side problem into a demand side problem and solve it by going through the, why can’t you do more type scenario? So, holy cow, I have like several more pages of notes and I literally just did the first few segments. This is already one of my longest podcasts. So,
Again, I’m pumped to go through the rest of this, but I really want to do this justice because this, me going over this is only helping reinforce these ideas to be a better entrepreneur. And I hope you are paying careful attention to this as well. I’m really trying to expand and give you as much of this high level and valuable content direct from Alex Hormozi
To you in order to benefit your own business here. So yeah that this This might be a five-parter I’m sure you all won’t mind that so with that in mind Let’s go ahead and pause this part one here We’re just getting this journey started here. I hope you enjoyed this again Why can’t you do more metrics market model money, which is lead sales or lifetime value and manpower?
With that in mind, SeriousLand.Capital for any of your funding needs, Land Daily Diligence Facebook Group for zero cost review of your land deal. Subscribe and share everybody. I will be back next time for more reports on spending 11 hours with Alex Hormozi in person. Take care. Bye.
