Sabri Suby, Founder, King Kong
Sabri Suby: King of the Jungle
The founder of Australia’s fastest-growing digital marketing agency, King Kong, tells us what it takes to dominate the digital landscape and conquer the competition.
Just outside Sabri Suby’s office in Melbourne, a gong has been struck. It echoes throughout the open-plan office space (even surrounding businesses can hear it) as his employees begin to stand and clap.
Welcome to the jungle. This is the headquarters of King Kong, Australia’s fastest-growing digital marketing agency. As an office tradition, the sales team bangs the gong to signal the acquisition of a new client. But for founder Suby, it’s so much more than that.
“That’s something that I think is really important … not letting those small little wins ever get old,” he explains. “It’s a victory. … That’s kind of what we’re all in it for, right? To get new clients and change people’s lives.”
Last year, King Kong raked in $7 million in revenue from its digital marketing campaigns, and this year, its ambitious team of 42 direct-response copywriters, funnel hackers, designers, coders, SEO specialists and more are aiming to top that.
The team’s intense sense of drive comes right from the top—Suby is obsessive about his work, pursuing his goals with a fierce intensity. He can craft copy that’ll have you forking over your cash, make old-school, long-form sales letters look avant-garde, and weave battle metaphors into a conversation like you wouldn’t believe (a habit he attributes to his copywriting background).
“[Digital marketing] is probably one of the most … hyper-competitive industries on planet Earth,” he tells Foundr. “The waters are bloody with competition. It’s just—the marketplace is drenched with blood of how competitive the space is.”
So yeah, Suby does not mince words. His directness is one of his hallmark traits, in fact, along with his work ethic. The secret to his success is really no secret at all—Suby has been hustling since he was a teen.
From Humble Beginnings
Raised by a single mother in the small Australian beach town of Byron Bay, Suby witnessed firsthand the importance of work ethic. His mom worked three jobs, but still came home in time to cook healthy meals for his sister and him.
At 17, Suby began his foray into the business world as a telephone salesperson, working out of an old shipping container with 16 coworkers.
“It was a full boiler room,” he recalls. “The hum of production was almost deafening in there.”
For the first two to three weeks, Suby struggled. “I absolutely sucked in the beginning,” he says. “It was kinda like a cold slap across the face, into the front lines of capitalism.”
But he decided to use this time as an opportunity to master the art of selling. Soon, he was the company’s top salesperson, traveling all over the world for various sales jobs. His excellence in sales followed him to every company he worked for thereafter. Eventually, he decided the next stage in his professional development would be to attend college and pursue a degree in business and marketing.
To fund his education, he took a part-time job selling Google AdWords for a company. One day, when a prospect called asking if Suby’s company could help him rank in Google search, Suby told him, “Yeah, I can help you with that.”
The problem? Suby didn’t even know what search engine optimization was; he was just eager to make the sale. When he got off the call with the customer and told the business owner about this, he replied, “Well, you better figure it out.”
And he did. Suby dove deep into research about SEO, and soon enough, he was offering SEO services within the business he was working for. But then he started thinking he could do a lot better than the company he was working for, and considered starting his own gig.
Over summer break, Suby started cold calling to get his first clients. By the end of the break, he had a sizable business on his hands. For him, it just didn’t make sense to go back to school to learn how to do business when he already <had a business. So he dropped out and refocused his efforts on building his first digital agency, growing it to about 16 people and $1 million in revenue.
He later sold that agency and went on to start other ventures, including a sports group-buying site with Australian Football League football clubs.
“I had some good exits and some were failures,” he says. “The fundamental problem that I had to solve in all those businesses was how do I get new clients.”
The Man Who’s Made 1 Million Cold Calls
Landing new clients would prove a challenge for the young Suby, who decided to build a digital marketing agency from scratch when he spotted a gap in the marketplace.
“There was just no one talking about return on investment or anyone talking about the real KPIs,” he says of the digital space at the time. “They were all hiding behind these intangible vanity metrics.”
That’s when Suby launched King Kong. Recently married and having poured money into his wedding and a few startups, he returned to what had worked so well for him before—cold calling. Using the $50 in his VoIP account and a computer his wife had bought him, Suby started making a hundred cold calls a day. Within a couple of days, he’d landed his first few clients. He says he once calculated that over the course of his career, he’s made more than a million cold calls.
“You learn a lot about human psychology and what makes people buy and what doesn’t,” he says.
And therein lies one of the keys to King Kong’s rapid growth. Suby favors action over theory, preferring jumping into the trenches and getting his hands dirty to staying in and reading a business book.
“When I was starting out in digital marketing, I went through the typical paths of what everybody did,” he explains. “You know, you go out and buy all the courses, you read all the blog posts, and listen to all the gurus, and go to the seminars. And I did all that stuff—and it left me being broke, right? And then that was when I just started to put all of that stuff to bed and really just went back to the stuff that I had learned in the trenches in actually making cold calls.”
Getting People to Take Action
With his own tendency toward taking action, it’s no surprise Suby excels at direct response marketing, a type of marketing designed to elicit a response from the prospect. Think calls to action like “click here,” “book now,” or “schedule your consultation.”
While at first, Suby got distracted by shiny objects and the latest courses in the internet marketing community, he eventually returned to his roots as a salesman, and that’s when he started to have breakthroughs.
But while he had mastered the art of cold calling, Suby realized he could only make so many calls in a day. How could he scale his business? What he was doing was working, but he decided to find a way to multiply his efforts with an army of salespeople and a selling system. “That’s kind of the key ingredient to what has allowed us to grow so fast.”
King Kong’s Competitive Advantage
Take a look at King Kong’s website and you’ll notice something unique: it pairs great copy with polished design. While Suby admits that the old-school model of black text long-form copy on a white background still converts well, it can repel a lot of people too.
“They see that and their spam detector just goes through the roof,” he explains. “They won’t even consume the copy that’s on that landing page because they arrive on these long-form landing pages with yellow buttons and red circles around them and arrows pointing everywhere, and it just kind of elicits this response in themselves where they’re like, ‘Oh, yuck! That’s a spammy sales letter.’”
The number one rule in direct response copy is to get people to read the copy, Suby says, and that won’t happen if the page looks spammy.
“What I feel that we do better than anybody else in the world really out there in partnering direct response with highly polished design is having that combination of both,” he says, “where the page actually looks good, and … you see it, and it looks credible immediately. And then you’ll actually go on to consume the copy and read that sales message. And that’s where all the magic happens.”
So what can you do if you want to hone your copywriting skills? Study successful sales letters.
“You’ll start to see patterns in successful sales letters and see what’s working and what’s not,” Suby says. “But ultimately, you also need to write. That’s how you get better.”
“You’re not going out there and getting molds done up and buying container loads of product and then having to stock that product in a warehouse,” Suby says, “and worry about fulfillment and returns and cost of goods and depreciation on those goods. And there’s a lot of different things that can get involved with that kind of physical product business, where they don’t exist in the service-based consultancy model.”
It’s also a great business model if you want to be location independent. “A lot of people that are freelancing are working from all around the world in coworking spaces or by the beach or in their hotel rooms,” he says.
When it comes to a service-based business, you can take one of two paths: operate as an individual trading your time for money or, in the case of an agency, create something much bigger than yourself by building a team and creating systems to get the work done.
“That’s the kind of path that I’ve chosen to go,” he says. “And I’m not saying that’s necessarily the right one. It all comes down to what’s right for you. What is your why at the end of the day? Like, why are you doing this stuff? Why are you getting out of bed and what kind of life do you really want to design for yourself?”
Creating an Environment for Success
“I’m always trying to surround myself with positive reinforcements,” says Suby, whose office walls are adorned with framed advertisements that were responsible for generating millions of dollars.
“By having these pictures on my wall, I understand that, whatever that next level that I’m trying to get to, I’m only one offer or one ad away from really having that breakthrough.”
Suby’s mornings are thoughtfully designed. He gets up early to start the day focusing on his aspirations, watches videos or listens to music to pump himself up, and then hits the gym.
“When I wake up and my feet hit the ground, I’m like, ‘I am ready to go. Let me at ’em!’ I’m like a hungry dog on the back of a meat truck.”
Suby’s intentional living extends beyond his physical space. He is extremely careful about what information he consumes, too, making sure to do an audit of the person behind the content before he decides if he’ll dive deeper into their work. While Aristotle wrote, “It is the mark of an educated mind to be able to entertain a thought without accepting it,” Suby sees another side to it.
“Having a bad idea and getting misinformation is like a mind virus,” he explains, “that can go in and erode any other stuff that you’ve worked so hard to build and can kind of plant seeds in your mind.”
The 2 Biggest Challenges Suby Has Faced
Of course, Suby’s path to entrepreneurship hasn’t been a smooth or easy one. He points out two major challenges: finding quality talent and getting in the right mindset.
While he has an amazing team now, he had a tough time recruiting talent in the beginning. “Getting that first team member is very difficult because you’re obviously selling the dream on this big business that you’re planning to build,” he says. “And meanwhile it’s just you and them sitting in an office, and … they need to really believe in you and buy into the vision.”
When his first couple of hires didn’t work out, he was back to square one, having put all his time and energy into training people who would no longer be working for him. While he was down about that at first, he realized what he needed was a funnel and a system for attracting, hiring, and training new recruits.
“We know as we scale our revenues, we need to scale our team members,” he says. “So we’ve got a whole recruitment funnel and a learning management system where we train our team members and take them to King Kong Academy to really get them up to par.”
His next big challenge was developing the right mindset. “I’m a big believer that success is 80 percent mindset and 20 percent mechanics,” he says.
While many business owners waste their energy on the little administrative aspects of business, like setting up email autoresponders and choosing the right payment gateways, Suby allocates his energy elsewhere. “I schedule in meetings with myself to get motivated and to get fired up, knowing that that’s 80 percent of the game.”
At the start, Suby says he was probably working 18-hour days, selling by day and doing the work by night. He accepts this as the price every successful entrepreneur must pay, and this fact of life informs his actions.
“I am very, very conscious that every minute that I am in my office and I am working, that I am away from being with my daughter, for instance. And so I make a very conscious effort not just to, like, sit around and be checking emails and doing mindless stuff that isn’t having a super-profound impact on the business.”
He’s able to stay motivated because he remains focused on the purpose and goals of his work, things he thinks every entrepreneur must know. “When things get tough—and they will get tough—you need to have those things that you can look at that are gonna keep fuel in that fire and keep you going.”
His best advice on achieving success as an entrepreneur? Do the work.
“There’s a lot of different factors that come into being successful and being a successful entrepreneur,” he explains, “but the only one that you can really control is your work ethic and the amount of work that you put in. And I think that if you really exercise that muscle and just get it really, really strong, that’s something that you can just take into any business and in any market and just crush it.”
Dominate Direct Response Marketing With These 3 Elements
For Suby, successful direct response marketing breaks down into three elements. Get them right, and you’ll have new clients beating down your doors to work with you.
Every sales transaction, Suby says, is “essentially the exchange of value for some type of currency.” So answer the following question clearly in your marketing message: If the prospect gives you X number of dollars, what value will you provide in return?
“The offer is the tip of the spear,” he says. “It is the heart and soul of your marketing message, and that’s something that I see not even the best copywriters in the world get.”
To conquer this, Suby created what he calls “the Godfather strategy” which is, essentially, crafting an offer they can’t refuse. While many businesses labor over writing the “perfect copy,” they neglect the importance of the offer at its core. Suby recommends stepping back and asking yourself, “What would be an offer so incredible that I could offer to my marketplace that they would not be able to refuse it?”
Throwing in freebies and bonuses for customers who purchase from you is a common marketing tactic. But does it work? And how many bonuses should your offer include?
A transaction takes place when value exceeds price. Because of this, Suby says, you need to stack however many bonuses it takes (there’s no set number) to get there. “Stack that value so high … the money that you’re asking for that value is a pittance of what that perceived value is in that person’s mind.”
Does your business have a guarantee? It absolutely does, says Suby, whether you realize it or not. He walks his clients through the process of formulating guarantees this way: What would happen if one of your clients called you today and told you they’re unhappy with the service you provided? What would you do? You’d probably work with them until they were happy, or offer them a refund. That’s it—that’s your guarantee.
“Most businesses have a guarantee—they’re just not advertising it,” Suby explains. “They’re not using it as a competitive advantage to suck in clients into their business.”
And if you’re an agency, a guarantee is even more important. Why? Many people have been burned by agencies, and Suby says when he started out, he could feel the buyer resistance. A guarantee helps reduce the risk for a prospect, increasing the likelihood that they’ll become a customer.
If you want to get serious about direct response marketing, these are three of Suby’s favorite resources:
- Breakthrough Advertising
- The Robert Collier Letter Book
ATTENTION: Suby has partnered with Foundr to teach an epic new online course, “Consulting Empire.” If you want to learn how to start and scale a service-based business, whether you are a consultant, coach or freelancer, Suby reveals all of his golden strategies (the exact ones he used to scale from zero to $10 million) in this new online course. We only open enrollment a couple of times a year for a limited time. Get on the free VIP waitlist here to be one of the first we notify when we re-open!
- The main reason King Kong has scaled so fast and how it stood out from the competition
- How Suby was able to transition from one-person consultant to multimillion-dollar agency
- The #1 rule in direct response copy and how to merge compelling copy with beautiful design
- 3 ways to dominate direct response marketing
- Why you should start a service-based business and who this business is best suited for
- The two biggest challenges Suby faced in his career and how he overcame them
Full Transcript of Podcast with Sabri Suby
Sabri: My current gig?
Sabri: Well, basically, I kind of got into entrepreneurship when I was 22 years old. That’s kind of when I got my start and started up my first business. Since then, I’ve started run in to the ground, sold, and run a number of different businesses, so this isn’t my first rodeo.
I kind of started King Kong just around four years ago, right now, called Calling From my Bedroom. That’s kind of where it all started, but it’s been a long path, a lot longer than those four years, in terms of just being in the trenches, learning how to do business through trial and error, and that’s kind of what’s led me to be in the position that I am today.
Nathan: Yeah, man. Amazing. I’ve been kind of following King Kong, and your journey on the sideline, for the past few years. You’re based in Melbourne, Australia, just down the road from us, and I’ve been quietly just amazed at how fast you’ve grown King Kong and everything you’re doing. We’ve got to know each other a little better now because of working on a really amazing project together on a course.
What I’m really excited to speak to you about is really understanding, first of all, your background, and where you’ve come from. You said that King Kong wasn’t your first rodeo. Can we just go back, I guess, to your first business where it all started when you were 22. Did you finish up at Uni? What did you study? I’m just really curious, man.
Sabri : No problem. To kind of look where it all begun for me, I got my start in sales when I was 17 years old. I grew up in small beach town called Byron Bay. From very humble beginnings, raised by a single parent mother, and got my started, got my first kind of full reign into the business world in sales, and it was a typical sales gig. We were in this old shipping container. There was 17 of us crammed into this thing. It was a full boiler room. The hum of production was almost deafening in there, and I did that, I absolutely sucked in the beginning. It was a really tough ride for the first two to three weeks. It was horrible. It was kind of like a cold slap across the face into the frontline into capitalism.
I did that, and I just really started to hone my sales ability and really become a master sales person, and I got really successful in that role and became their top sales person, and then travelled all around the world doing various sales jobs and basically was always the top sales person at every company that I ever worked for.
That was when I kind of headed back to Australia and decided, look? What do I want to do? I headed to University and started to do a degree in business and marketing. Then, I was working for a company at the time and selling Google AdWords, it’s a part-time job to kind of fund my way through Uni.
I’ll never forget, I was on the call with a prospect with a prospect, and we were always selling Google AdWords, and then they said, oh, look, I want to get on the left-hand side of the page. Do you guys do that? Me being the ambitious sales person, I was like, yeah, I can help you with that. Wrapped up that call, got off, went and spoke to the business owner, and was like, look, I just told this person that we can get him on the left-hand side of the page, and I didn’t even know what was at that time, and he said, well, You better figure it out.
I did that, and I really went deep and researched SCO, and basically started of running this SCO service within that business that I was working for. It was kind of over a summer break at Uni, and I said, look, I think I can do it a lot better than what this company is that I’m working for. How about I start my own gig?
I decided to do that over a summer break. I started calling to get new clients, and by the end of that summer break, I had a really kind of sizable business on my hands and thought, look, why should I go back to university and learn how to do business when I’ve got sizable business on my hands right now.
That was a digital agency, and I built that up to a team of 16 people and a million dollars in revenue, and I went on to kind of sell that business, which I did. Then, after that, I did a joint venture with AFL football clubs, a few of the clubs, I did an eCommerce business, and was really kind of trying a few different avenues. Some went well, I had some good exits and some were failures.
It was really about that time that the fundamental problem that I have to solve in all those businesses was, how do I get new clients? I had to look at hiring agencies and other support networks to help support the daily functions of that business. When I went out to do that, there was no one talking about return on investment, or anyone talking about the real KPIs. They’re all hiding behind these intangible vanity metrics, and that was when I said, look, I still think there’s a really ripe opportunity in this digital space, and that’s kind of what led me to starting King Kong.
Nathan: Yeah, gotcha. When you were starting King Kong, you were basically starting from scratch, right? That’s something that I find quite interesting that we spoke about over an orange juice. What happened, man?
Sabri: Yeah, delicious orange juice. Basically, in terms of, I guess, at that time, I had a few exits, I’d recently gotten married, funded that wedding all by myself, poured a bunch of money into a few different start-ups, and basically led me to the point where I was at ground zero again. I had to basically start that business completely from scratch. Do you know what I mean? Using those fundamental principles that I always learn, and that was really just picking up the telephone, and going out there and hunting for business.
I made the decision to really go out there and do that, and pick up the calls, and I started making a hundred cold calls a day. I funded $50 into my VoIP account. I was using a computer that my girlfriend, now my wife, had bought me at the time, and I really just started dialing and within the first couple of days, I had my first few clients, and I just basically parlayed all of that work, an essentially built a business where we’re at right now, where we’ve got 42 team members, we’ll turn over around 10 million dollars in revenue this year.
That was all funded just off sweat equity. There was no venture capital, no business loans, no rich uncles, there was no safety net. It was just going for it all out, helped deliver.
Nathan: Yeah, wow. Amazing. I’ve seen how fast you guys are growing. One thing I really respect as well, is your guys ability to market King Kong. You guys are everywhere. If I check out your website, you guys following me everywhere with your retargeting. Everything that you guys are doing is at such a really, really high quality level. I really respect everything that you guys are doing.
One thing that kind of brings me to the next piece is how have you grown King Kong so fast? What has been the underlying pieces or components that has allowed you to do that?
Sabri: Yeah, well, really, I think what it comes down to is when I was starting out in digital marketing, I went through the typical past of what everybody did. You go out and buy all the courses, you read all the blog posts, and listen to all the gurus, and go to the seminars. I got to do all that stuff, and it left me being broke.
Then, that was when I just started to put all of that stuff to bed and really just went back to the stuff that I had learned in the trenches, and actually making cold calls. I worked out the other day that I’ve made over a million cold calls in my career. You learn a lot about human psychology and what makes people buy and what doesn’t. We’re spending so much laborious time in the trenches and speaking to people firsthand.
That was when I had my breakthrough. I just decided to really apply that salesmanship that I had learned in one-to-one selling, to one-to-many selling. I was kind of in a position where I had been cold-calling, got a few clients, had enough money in the bank to really start to deploy that and start marketing. I really had that quantum shift when I was really …
You use the same principles in one-to-one selling, where I was calling on 100 people a day, to applying that salesmanship in ads that would go call on 100,000 people in a day. That was really that leverage point that’s kind of allowed me to kind of take to King Kong, and just really level up and scale this puppy.
Nathan: Yeah, gotcha. When it comes to direct response marketing, that’s something that I know that has been very, very incremental that you deploy within client’s businesses, but then also King Kong, itself. When did you get exposed to direct response, and would you say that that is one of the key components that is, I guess, a secret source?
Sabri: Yeah. In terms of direct response marketing, without a doubt, is a huge, huge leverage point. I think what really happened with me was, my path was, as I said, kind of listening to the latest loophole tactics and shiny objects, so to speak, that you kind of see everywhere in the internet marketing community. Then trialling all that stuff, and none of it working, to then going back to my roots as a salesman.
When I started doing that I start to think, when I started having those breakthroughs, I was like, surely I’m not the only one that’s gone through this path. That was when I started to kind of, I fell down the rabbit hole of direct response by studying people like Eugene Schwartz and Robert Then I found out that all these guys that are kind of the godfathers of direct response marketing, had all started door-to-door selling, or one-to-one selling.
That was when I really started to kind of look back over the last 100, 150 years, at the greatest marketing minds to ever live, and start to see where are they getting their influences? People like David Ogilvy, he constantly references Eugene Schwartz and Robert Collier, and I kind of went in and really dived into that, and started to kind of see that down this path that I had gone down, many people have travelled there before, and there was lots of learnings that I could also find from tests that they had run, and really kind of applied that.
It was really about, once it went from just me cold-calling from my bedroom, and I kind of got to that point where I was like, okay, there’s only so many people that I can call on in a day. Right? There’s only so many hours in a day. How do I get leverage? That was when I was like, okay, this is working, my model is working, what I’m doing day-to-day is working, let me find out a way to kind of can and clone myself, and ultimately multiply Sabri, and create a little army of sales people that would go out there and do this automatic kind of selling system.
That is really kind of been a leverage point for us, and that’s kind of the key ingredient to what has allowed us to grow so fast.
Nathan: Yeah, gotcha. When it comes to direct response, just for the audience that don’t know what that is, are you able to explain, just give me a quick breakdown?
Sabri: Yeah, sure. Direct response marketing is any marketing message that you are putting out that elicits you getting a response from the prospect. Right? You’ve pretty much got direct response marketing, which is asking someone to click here, do this, make a sale, book in a call, whatever that desired action is.
Then you’ve kind of got the cutesy advertising, and the branding marketing, where it’s just like you see these big, billion dollar companies that are advertising, and then it’s like they just end with their slogan and no call to action.
Direct response marketing, you really started in catalogues and doing physical printout direct mail, and things like that, and it’s kind of translated into the online environment. In a nutshell, it’s just any piece of marketing that you put out in front of your audience to illicit a response from them.
Nathan: Yeah, gotcha. When it comes to, I guess, pairing a really great direct response copyrighting with great design, that’s something I think you guys are doing a really, really good job at. It doesn’t feel, because … You see a lot of incident marketers, or …
There’s not really any brands that do really good, not many, anyways, that do really good direct response copyrighting, and if there is a company that does, it’s really internet market, it’s really like stodgy, kind of old, long-form sales lettered with a blank white page, no great design. You know what I’m talking about, right? That’s one thing that I think you guys do really, really well, is it doesn’t feel …
It’s just like copied that you speak into that person, and it’s on an emotional level, but it feels like you’re speaking to that person just like an everyday person. Your copy really understands that person, and it doesn’t feel internet marketing. I think that’s where I’m getting. I think you guys do a really, really good job at that. Did you have a background in design or anything?
Sabri: Yeah. I’ve always been a bit into design. I know that design is really becoming a competitive advantage in businesses. If you look at Silicon Valley, you look at all these high start-ups, they understand the role that design plays in all of that. I think that what we’ve really tried to do is kind of have a hybrid between that kind of old school, long-form sales letters, and partner that with polished design, because you’re right. Do you know what I mean?
Don’t get me wrong, a lot of just plain black text on white paper, long-form styles copy. It does work. Right? It does work, especially if you’re not trying to build a brand, so to speak, and you’re just going for that direct response call to action, get that sale then and there.
For a lot of people, they see that, and their span detector just goes through the roof. They won’t even consume the copy that’s on that landing page because they arrive on these long-form landing pages with yellow buttons and red circles around them and arrows pointing everywhere. It just kind of elicits this response in themselves where they’re like, oh, yuck, that’s a spammy sales letter kind of thing.
The number one rule in direct response copy is to get people to read the copy. It doesn’t matter how good it is if no one’s going to read it in the first place. What we’re tried to do, and what I feel that we do better than anybody else in the world really out there, and partnering direct response with high polish design, is having that combination of both, where the page actually looks good, and you see it, and it looks credible immediately, and then you’ll actually go on to consume the copy and read that sales message. That’s where all the magic happens.
Nathan : Yeah, I agree. I think you guys are really, really good at that. There’s a few things I noticed, and it’s cool because I’m learning stuff here. I know we’ve been starting to get to know each other because one thing that our audience wanted to know, was how to build and grow a consulting business, or a freelance, or an agency, or a coaching business. We’re working on a next level course together, so we’ve, in the past few months, got to know each other pretty well, but there’s things that I’m asking you that I’m just naturally curious about that I haven’t asked you. This is fun for me.
There was a few things I noticed when I walked into your office, which you might find interesting. When I come and visit you guys down the road. I’ve got some notes here, and I’d just love you do kind of just comment on them. One thing I noticed when I first came into your particular office, is you have framed these kind of, most people would just think of them as news articles, but these are ads that are responsible that are very significant in, I guess, your life. Why?
Sabri: Yeah. I think for me, with the artwork, and the frames that you’re commenting that I have in my personal office, is that I’m always trying to surround myself with positive reinforcements, and things that show me that it’s all possible. As I look around my offices now, and I see there’s three ads on the wall that are responsible for generated millions and millions, hundreds of millions of dollars.
It kind of just always hammers home to me that you really are, just one off of one sales funnel, or one great ad away from really having a breakthrough, and to let you know that when you’re in the trenches in your day-to-day, and you’re doing all this stuff, is that when I kind of pull my head up and have a look around, is to know that everything that you’re doing, all the stuff that you’re pushing, and scratching, and shoving for to achieve in your life, that it’s all possible.
Generally, I’m a huge advocate of advertising, and paid advertising, and turning advertising into profit, and I do believe that that is truly the greatest skill that anyone can acquire. By having these pictures on my wall, I understand that whatever that next level that I’m trying to get to, I’m only one offer or one ad away from really having that breakthrough.
Nathan: Yeah, amazing. Another thing I noticed, as well, which kind of caught me by surprise, is when we were chatting, all of the sudden, out of nowhere, people started smashing this gong.
Sabri: The famous gong, yup.
Nathan: Can you tell us about that? Is it okay to talk about that?
Sabri: Yeah. We can definitely talk about that.
Nathan: Yeah, because I thought that was very interesting, man. You stood up and you starting clapping, and all these people in the team started smashing this gong.
Sabri: Yeah. We’ve got this massive, ancient gong that sits right out the front of my office. Our office is sprung over two floors, all open plan. Whenever we get a new client, we just ring that gong, man. It’s a big gong. You can hear that thing even outside other businesses here. Everyone on the team, we get up and clap and we celebrate that. That’s really something that I’ve had all along the way.
From my first client, my wife bought me this pin board that I used to put up in my bedroom, and every single client that I got, I’d put a little card with a number one, or the two, or the three on there, and we used to take a little moment just to celebrate that, and be like, hey, awesome, we got another client.
That’s something that I think is really important. Do you know what I mean? It’s not letting those small little wins ever get old. That’s something that I really always just want to stop and celebrate with everyone. It’s a victory, and that’s kind of what we’re all in it for, to get new clients and change people’s lives and really help them.
Yeah, we’ve got that big gong, and all the sales team come and ring it, and you’re not allowed to ring it unless you have a sale. Otherwise, it brings in bad juju into the job. That’s kind of that celebration.
One thing that you probably didn’t see here, is we’ve also got this other bell. We’ve got the gong that we ring when we get a new client, and then we got the bell that we ring when a new client gets their first lead or their first sale. Everyone can kind of get involved in it, both the sales people and the specialists.
Nathan: Yeah, that’s amazing, man. Another thing that you said to me, which was, I thought, quite fascinating, was you said to me that you take the information that you put into your brain very, very seriously. What I mean by that is we were talking about, let’s say, Tony Robbins, or people that might invoke influence, or maybe some people that are on the front covers of Foundr magazine, or have interviewed for the podcast. You said you make it a point to really, really study that person before you consume anything of theirs. You’re very, very deliberate with the content you’re consuming.
Can you just kind of elaborate on that? I thought that was a really interesting point that you made?
Sabri: Yeah, sure. I think that when there’s so much stuff going on in your life, and there’s so many demands that you really need to do an audit, I think the successful people, it’s not what they choose to focus on, but rather also what they choose not to focus on. I’m not going to be focusing on my business, and I’m going to be reading a book, or watching a documentary, or whatever it might be, that I’m going to be investing a substantial amount of time in listening to an audiobook, or reading a book, and I’m reading it on a certain topic, I want to make sure that that person is the real deal. I always look to kind of go back to the origin source of where that information is coming from, because …
A guru is pretty much just an expert from out of town. There’s a lot of people out there with the internet, the barriers to entry have just brought down so low that anybody out there can have a voice and can put out content. I always do that audit, and I have a look, okay, I’m reading this book on this author, are they actually walking the walk? Are they doing all the things that they’re talking about? What is their life like? Is their personal life in shambles? What does it actually look like? Does it all check out? I really do an audit on that person, really before kind of going, yeah, cool, this person’s the real deal. Let me read this information.
Ideas are really great, and you can always just get one idea that can kind of give you a breakthrough, but also having a bad idea, and getting misinformation is like a mind virus that can kind of go in and erode any other stuff that you’ve worked so hard to build and can kind of plant seeds in your mind from other things.
While you might not be conscious of it, a sign of an educated mind is someone that can kind of entertain an idea without accepting it. However, there’s also the element to it where when you put those ideas in your mind, they kind of play with your subconscious. I look at it as I always want to do that audit, I always want to make sure the information that I’m taking in is legit, and it’s from a legitimate source of someone that’s in the trenches and done this work, and isn’t just talking about it. That’s kind of the way that I go about it with anybody that I’m going to really study.
Nathan: Yeah, gotcha. When it comes to the direct response piece and copy, who have you studied? Do you have any recommended resources if people want to get better at their copy? What are maybe your top three for people if they want to get started on that kind of stuff.
Sabri: Yeah, definitely. You need to basically check out Eugene Schwartz, Breakthrough Advertising, you want to check out Robert Collier’s Letter book that’s fantastic. That’s over 100 years old. A lot of that stuff … When people hear about all these kind of old school books that I’m reading, that I understand that, yeah, the platforms have changed. These guys are talking about doing maga logs and direct mail, and all that kin of stuff. That’s just the delivery mechanism and the delivery vehicle for it, but human psychology hasn’t changed. That’s still the same.
They’re two really good starting points, and from there, you can check out Gary Halbert and thegaryhalbertletter.com is a great resource. They’re pretty much the three that I would recommend checking out. They’re great places to start, and I’m sure they’ll lead you down a rabbit hole.
Nathan: Yeah. I know one thing that people say to get better at your copies, is to actually re-write in your own handwriting, actual letters or successful letters, or successful messages that have done really, really well. Do you recommend that, or do you recommend just start testing or what?
Sabri: Yeah. I think that’s definitely a good idea, it’s certainly something that I did earlier on. It’s just good because when you write it down, you’re kind of reading it, you’re really understanding why they’re doing it. I think that you really want to read as many successful sales letters as possible, and you’ll start to see patterns and successful sales letters and see what’s working and what’s not, but ultimately, you also need to write.
That’s how you get better. Whether it’s your email list, or whatever it might be, you’re going to suck before you’re great, and repetition is going to be key, and just writing, reading a lot. That’s the path that you want to go down. You’re going to need to dedicate a great amount of time and energy to kind of hone in on that craft. It’s something that I would highly suggest doing. It’s something highly rewarding because it’s not just in business, it’s the way that you effectively …
Sales is really having the ability to communicate effectively. People might say, oh, I’m not a sales person. Well, everybody’s a sales person. Do you know what I mean? If you’re a manager in an organisation, you’re selling your ideas to your team, or if you’re in a relationship, you’re selling that other partner on where to go for dinner that night, or where to go on holiday, or where to put your kids into school. Everything that you do, really day-to-day comes down to communication, and if you can really sharpen that skill, it will serve you in all areas of your life.
Nathan: Yeah. I agree. One thing that seems to come up, and I’m really curious why. When it comes to this direct response staff, one thing that seems to be paired up quite well is your offer. That’s a very key component when it comes to producing great sales, having great sales offer. Right? That’s one thing that I noticed, and you taught me, was around your godfather strategy, which we talk about in this consulting course that we put together called Consulting Empire. Can you talk to us about why is that a thing?
Sabri: Yeah. Ultimately, if you think about in a sale, what is the fundamental things that take place in a sale? It’s essentially the exchange of value for some type of currency. That’s really what any marketing message is at the end of the day. It comes down to what is the offer? Okay, I’m going to give you X amount of dollars, and I’m going to get X amount in return. That is the offer.
Basically, really, the offer is the tip of the spear, it is the heart and soul of your marketing message. That’s something that I see, not even the best copywriters in the world get in. The reason, I guess, we’ve also just been able to enter into markets and just absolutely milk them and crush the competition, and just beat the pants off these guys is purely because a lot of them, they might go out and hire copywriters or whatever it might be, but not even some of the best copywriters in the world know how to come up with a killer offer.
One thing that I’ve really found, is that’s the thing, without a doubt, more than anything else that you can do, in any marketing message that moves the needle, is the offer. I developed this thing called the godfather strategy, which is to basically create just an absolutely irresistible offer for that prospect, where they would have to be a former to accept it at the end of the day.
What you find is, with most businesses, they don’t have irresistible offers, they have resistible offers. It’s just this beige, vanilla, shitty offer, that has no cut through at all. We try to, for our clients and our own business, create this diamond tipped offers to just rip through markets and just leave nothing but sawdust, and having something that really grabs that person by the jugular, and makes them demand attention and be like, wow, that’s really irresistible thing.
I think that in most instances, people labour over their copy or their marketing message, and adding an extra feature or a new, shiny bell and whistle on it, but they don’t really take a moment to sit down and step back and think, what would be an offer so incredible that I could offer to my marketplace that they would not be able to refuse it? I think that that’s an area that a lot of businesses that really need to spend more time in looking at that.
Nathan: Do you think it comes down to bonuses, as well? What are your thoughts on bonuses? How many should you stack? That side of things.
Sabri: I don’t think there’s a number. I think they’re looking at those things as kind of trivial. I think it’s ultimately, you look at where … A transaction takes place where value exceeds price. You need to essentially stack as much value as you have, so it just looks irresistible. That’s three bonuses, 10 bonuses. Whatever it might be. You need to essentially stack that value so high, that the money that you’re asking for that value is a pittance of what that perceive value is in that person’s mind.
Bonuses are a great way to do it. You should always stack bonuses on your offers, and freebies, and things like that to kind of incentivize people to take on the offer, but you still bring it back, and pull it back, and peel back that onion, you’ll still come down to, okay, it’s all about that value and then what they’re getting for that. As much as you can stack the odds in their favour and make the value so great that the price is irresistible, then you’ll always win.
Nathan: Yeah. What are your thoughts on guarantees? What’s your guarantee for … Yeah, what’s your thoughts on guarantees? Can you talk us through your guarantee for King Kong?
Sabri: Yeah. The guarantees are very important. You want to have a power guarantee, something that really just turns the power on and gets the engine just revving at full tilt. The way that you really do that is … With having a guarantee, it kind of is reversing the risk for that end user.
The way that most people don’t look at is they already have it guaranteed boiled and baked into their service offering, or their product offering. What I mean by that is in most countries around the world, there are consumer laws to protect people around certain things. The kind of question that we have when we work with our clients day-to-day, is they hear guarantee, I can’t guarantee anything. Then we say, okay, cool. Well, what would happen if client was to buy your product or service, and then call you up and say, look, I’m just not happy with this thing. I didn’t get the X result. I’m not really happy with this. What would you do? Typical answer is, I’d make it right. I’d keep working until they were happy, or I would refund them the money if it didn’t do what it said it would do, or whatever it might be. There’s obviously always some kind of protection in there for that end user.
Most businesses have a guarantee, they’re just not advertising it, and they’re not using it as a competitive advantage to suck in clients into their business when they do have that, they’re just hiding it. In terms of when I entered into the digital marketing space. This is probably one of the most hyper competitive industries on planet earth. The eaters are bloody with competition. It’s just the marketplace is drenched with blood of how competitive this space is. There’s over 1400 agencies or something like that in Australia. There’s probably 100 popping up every other day because the barriers to entry are so low.
One of the things that I found is that a lot of people had been burnt by being with agencies in the past that kind of promised the earth and delivered the moon, and there was just a lot of buyer resistance where it doesn’t matter how good the offer ways, that no one would just believe you. Do you know what I mean? Because they’ve just been burnt so many times. That was when we created this industry defining guarantee of that we don’t get paid unless we deliver results. That was something that is kind of in the whole sales conversation when you’re speaking with people, just allows you to kind of stick your neck out and have some skin in the game and have a partnership with them where if we don’t deliver on our KPIs, then we simply don’t get paid. That’s something that obviously allows us to cross a lot of those hurdles, and a lot of that scepticism that is going to ramp in society today.
Nathan: Yeah. I love it, man. You don’t have to have a services-based, you could have a product, you can have an eCommerce physical product, well, you can come up with a great guarantee or a better offer, right?
Sabri: 100%. At the end of that day, that is going to be, as I said, the tip of the spear of your marketing message. You’ve got a product, or it’s a sass product, you just want to have a look at what are the KPIs, or what are the guarantees that you can really put in place to kind of reverse that risk for that person?
What people don’t understand is that one thing, if you’ve got a product-based business, and you’ve got a double your money back guarantee, which is one that we’ve deployed for clients and kind of scares the death out of them when they hear the thing for the first time, they think I’m going to go bankrupt. Obviously, those guarantees are going to be conditional as well.
You might be offering a course, it might be a course that you’re selling online, and your guarantee might be that we’ll double your money back if this doesn’t work for you. What you do have to do in order to get that, is you need to show us proof that you’ve gone out, and you’ve gone and done all these things.
There’s actually a famous case study with Entrepreneurship Magazine and Gary Halbert, where he created a guarantee for them where their offer just wasn’t working anymore. They had a basic offer that was just they’ll return your money. They had a really, really high, there was 50% of people were claiming that offer and getting their money back. Then he got a call from them and was like, can you help us with this? Can you help us improve this offer? He looked at it, and everything was right in the offer, and the ad and everything, but he said, let’s roll out with the double your money back guarantee.
This guy was obviously livid. He was so angry. He was like, are you stupid? I’ve already told you that I’m getting a 50% refund rate. I would be out of business in 30 days if I was offering people double their money back. They just put a thing in there where in order to claim that double your money back guarantee, you had to prove that you’d gone out and registered a business, that you gone and got business cards made up and showed the actual proof that you’d actually tried to do what the cause, or what the product was selling. Refund rates went from 50% down to sub 10%, and it doubled their sales.
That’s the kind of difference between a guarantee. That’s what they can do for you.
Nathan: Yeah, amazing, man. Talk to me, as well, around why … I think this is something I’m curious around. Why should somebody, if they have some skills, or they’re working their day job, and they say they’re a graphic designer or they have skills, why should they start an agency or a consulting business, or become a freelancer? Why should they do that? Why did you choose to do that? You could’ve gone off to build a physical products business. You said you’ve done that. I know, like you said, you build a sass product. Why did you choose agency path?
Sabri: I think if you kind of have a look at the day and age that we’re in right now, and you look at the consulting industries generally is just exploding. I think the advantages, really, of a consulting business or freelance business or whatever, a business that you are selling a fee for a service. The beauty about that is you’ve got really high profit margins, you don’t need a lot of start-up capital to get in the game. You can essentially get started like I did, with simple cold-calling or doing outreach, or cold email outreach, or whatever it might be, to kind of get new clients and to get new people in the door. Right?
I think one of the advantages of it is that you do not need a whole bunch of start-up capital. You can test, you can iterate very inexpensive. You’re not going out there and getting moulds done up and buying container loads of product and then having to stock that product in a warehouse and worry about fulfilment and returns, and cost of goods, and depreciation on those goods. There’s a lot of different things that can kind of get involved with that physical product business where they don’t exist in the service-based consultancy model.
Also, it’s a very simple model to be location-independent. A lot of people that are freelancing are working from all around the world in coworking spaces, or by the beach, or in the hotel rooms, and having the ability to not be tied down to a physical premises is some of the great advantages of really having a consultancy business.
To kind of unpack that question a little bit more, there’s obviously two roads that you can really go down with a consultancy-based business. You can kind of just keep it where it’s yourself, and you’re kind of trading your time for money, and you’re kind of being able to provide yourself with a great quality of life and be location-independent, and have really high product, have really high margins, I should say, and really low overheads. That’s one way that you can go and it’s an amazing lifestyle what you can achieve for yourself. If you want to get out of the 9:00 to 5:00 and break the shackles off, so to speak. You want to have that kind of lifestyle, it’s something that is definitely easily attainable, that you can do with a lot of hard work.
Then there’s the other model where it’s like if you want to build something that’s much bigger than yourself, and you kind of want to look for ways you can get leverage and not be trading your one-to-one time for money, that’s when you’re looking at building a bigger consultancy business, or an empire, or an agency, so to speak, where you can kind of create a model and you can have systems in place that you can bring people on, and they can help you carry out the work, and you can kind of build a business and impact a lot more people.
That’s the kind of path that I’ve chosen to go. I’m not saying that’s necessarily the right one. It all comes down to what’s right for you, what is your why at the end of the day? Why are you doing this stuff? Why are you getting out of bed? What kind of life do you really want to design for yourself? I think that’s really the most fundamental question, is look at that. What kind of life do you want to design for yourself? Then building a business around that, supports that.
Nathan: Yeah. I agree, 100%. Amazing, man. We have to worked towards wrapping up, but I’m just curious, as well. Can you tell me, what have been the challenges because obviously, it’s not easy, and you’ve busted your ass, man. What has been some of the biggest challenges of scaling King Kong at the speed that its grown? It’s one of the fastest growing agencies in Australia. I’m just curious, what have been your biggest challenges? One thing I know from trying to develop Foundr is talent is very difficult to find in Melbourne. What have been your biggest challenges, man?
Sabri: Yeah. I definitely think that talent comes down to a lot of it because if you’re in a service-based business and you’re building an agency, then your product is your people. Definitely, the talent component really goes into it. When you’re just getting started and I got started, it was just myself in my bedroom cold-calling. I obviously got my wife to come in and give me some help. Then after a year, got the first office and hired the first team members and things like that.
Really, for me, I believe getting that first team member is very difficult because you’re obviously selling the dream on this big business that you’re planning to build. Meanwhile, it’s just you and them sitting in an office. They need to really believe in your and buy into the vision. Then you get two people, and then three people, and then for me, I had lots of setbacks where the first couple of hires didn’t work out, and then you’re all back to ground zero. This is you learning. You’re like, oh, shit. I trained that person up and I put so much time and energy into this thing, and now they’re gone, and I need to start all over again.
The first hurdle was definitely hiring that kind of initial core base of people. I’m fortunate that I’ve got just an amazing team of people that I love to come to work with every day. A lot of the guys have been with me since the very beginning. I think essentially, getting to that first kind of 10 team members when there’s more than just one person in each division, and you’ve got a little bit of a well-rounded team. When one person leaves, there’s another person there that knows what they were doing, and I don’t have to jump back into the trenches. A lot of that was happening in the beginning.
I think that that’s definitely there, and finding talent. I’ve taken a lot of bets on people, people that have really wanted to come and work with us, and kind of train them up. They’ve been loyal, and those bets have paid off. Definitely the model that I found is finding people from other agencies, or people that kind of fit the bill that you think, so to speak, on paper. When push comes to shove and you get them in the role, they all talk a good game, but they don’t really know how to do it, and they don’t really operate at the level that we would require, and the level of excellence that we would provide.
There are those hurdles of finding people. I also don’t like to play victim. If you speak to a lot of entrepreneurs and business owners, the typical thing is always like, oh, yeah, it’s just impossible to find good people. That, for me, is more of a victim mentality. Even though I went through periods where I would think that, I certainly would kind of quickly eradicate that from my mind, would know this is just a challenge, Sabri. You need to just create a better system, or a better recruitment funnel to get good people. Then, to have a system that trains these people, and does get them up to speed.
That’s something that we’ve kind of been working on very diligently over the years because we know as we scale our revenues, we need to scale our team members. We’ve got a whole recruitment funnel and a learning management system, and we train out our team members and take them to King Kong academy to really get them up to par of where we need to be. That’s definitely been a big hurdle.
The other thing is mindset. I’m a big believer that success is 80% mindset and 20% mechanics. It’s very easy to get [inaudible 00:48:13] down in the details and in the grunt work of your business and thinking about email order responders and payment gateways and things like that. Where most people, that’s where most of their energy goes, and they don’t really focus on mindset. That’s something that I really have been paying attention to. I don’t wait to get motivated. I schedule in meetings with myself to get motivated and to get fired up knowing that that’s 80% of the game.
Sabri: Yeah. There’s some of the challenges, and some of the way that I’ve been able to get over those hurdles and lead me to the position that I am now with my business.
Nathan: Tell me more about you said you schedule in time to get yourself pumped up, man. What does that look like?
Sabri: Yeah. I think that what you want to do in business, and in life in general is have your why’s so big that your how’s become easy. What I mean by that is, ultimately, if you’re going to make the decision to get up every day at 4:30 or 5:00 am or 6:00, or whatever time you’re going to get up, and you’re going to bust your ass off, and you’re going to be away from your wife, and away from your kids, or away from your loved ones, and you’re going to be in the trenches kind of building a business, you really need to get clear on why you’re doing that. When things get touch, and they will get tough, you need to have those things that you can look at that are going to keep fuel in that fire, and keep you going.
The way that I do that is I’ve obviously got vision boards that I look at as the first thing in the morning that has all the things that I’m aspiring to, and the kind of life that I’m trying to design and build for myself, that I kind of look at. I’ll have meetings scheduled with my sales in the morning to look at, reading things, or watching videos, and listening to certain types of music that gets me in the state where I feel fired up and I’m ready to go. When I wake up in the morning and I’ve got this certain … I’ll be looking at my vision board, and I’ll go to the gym and do all these things, it’s all to obviously control my state, and to keep me motivated, and to keep me fired up.
It’s just like when I wake up and my feet hit the ground, I’m like, I am ready to go. Let me at them. I’m like a hungry dog on the back of a meat truck because I’ve got all those things that I do every day in my life to really keep me really fired up.
As a business owner, you need to do that. You are the captain, you are steering the ship, people are relying on you, your team members are relying on you, a lot of them have families, they’re relying on you to put food on their plate, and you really need to create an environment for yourself where you’re just moving at full steam, and this is all systems go.
Nathan: Yeah, I love it, man. Tell me about some of the sacrifices that you’ve had to make to get where you are today.
Sabri: Success, you have to pay the price at the end of the day. There are definitely a lot of sacrifices that come with it. In the beginning, I was probably working 18 hour days. I was selling by day, optimising and doing the work by night. That’s a grind, and there’s a lot of stuff that you have to say no to in order to be able to do that. Right? A lot of time, you want to be with your buddies playing basketball, or watching a game, or watching a UFC fight, or whatever it might be, there are things that you don’t really have the liberty to do when you’re kind of all in, just absolutely grinding it out.
I think that the sacrifices that you make every day as an entrepreneur is like … I’m very conscious that every minute that I am in my office and I am working, that I am away from being with my daughter, for instance. I make a very conscious effort, not just to sit around and be checking emails, and doing mindless stuff, that isn’t having a super profound on the business, it’s not a high-leveraged activity that I’m not doing it, but it’s not high-leverage, because I know that they’re the sacrifices that I make. Do you know what I mean? Not having the mornings with your children, or sacrificing being able to hang out with your buddies on the weekend.
They’re all things that I’ve certainly had to look at, and certainly things that I’ve sacrificed along the way to get where I am. Basically, my word of advice is that if somebody’s telling you that you can achieve great things without hard work, they are either, one, blindly naïve, or two, they’re trying to sell you their solution to do so. I think that you need to be really conscious that nothing great ever comes without hard work. Know that that’s the price that you got to pay in order to really achieve that lifestyle that you want.
Nathan: Yeah. That’s one thing one of my mentors taught me is, he said to me, you have to remember that it takes seven to 10 years to build something of true worth and significance.
Sabri: Yup. I couldn’t agree more. In an age that we’re living in right now with social media, where it’s like everything is instant gratification. You post an image, or you put a video online and you get a whole bunch of likes, or people are going on Instagram and looking at people in Lamborghinis, and living by the beach, it’s easy to get sucked into this mindset that success is an easy thing, where it’s not. Do you know what I mean?
If you go into it thinking that it’s going to be easy, then you’ll just fail, crash, and burn somewhere along the way, you really need to go in there and manage your own expectations of the kind of amount of work that’s required in order to be successful. It’s something that’s definitely obtainable for everybody, but you need to put your head down for the first four years, and don’t even come up for air to look where you are, and then come up and see where you are, and then put it down for another four years. Then you’re going to be in a position where you’ve really got something of value.
Nathan: Do you think because … I agree. Most people are not prepared to do the work, or they just don’t want it bad enough. Do you think that in today’s age now, because there is such a low buried entry to start any … Like you said, it doesn’t cost anything to start a consulting service-based business, it’s not getting clients. Do you think that that makes it … Because it is so easy, but at the same time, most people aren’t prepared to do the work because of the instant gratification society that we live in, more than ever with culture. Do you think that makes it easier for people to win, or harder?
Sabri: I think it makes it easier for people to win that are willing to do the work. Successful people do all the things that unsuccessful people are simply not willing to do. If you’re in a society where people are kind of living in this fallacy dream that they’re not going to need to work hard, and you’re going in there, and you’ve got that work ethic, then you’re just going to go and eat all your competition alive.
That’s just the one thing that I’m very conscious of, is just having an unrivalled work ethic. I think it’s something that I got from being raised by a single parent mom, and seeing my mom work three jobs, and then come home and still cook me and my sister a really healthy meal, and just always had a smile about her face, and just had an unbelievable work ethic. That’s what I think it’s ingrained in me, and it’s one of the things that I always look at is like there’s a lot of different factors that kind of come into being successful and being a successful entrepreneur, but the only one that you can really control is your work ethic, and the amount of work that you put in. I think that if you really exercise that muscle, and just get it really, really strong, that’s something that you can just take in to any business and in any market and just crush it.
Nathan: Yeah. I love your analogies, man. Do many people tell you that?
Sabri: Yeah. I do speak with a lot of analogies. I think it comes down to my copywriting background.
Nathan: It’s so good. Awesome. Well, look, dude. I am so pumped after speaking with you. I’m super excited that we’re working with you to produce this amazing course. It is going to be truly game-changing. We’re producing this because this is what our community tell us they want. They wanted to know how to build and grow a successful consulting business, or freelance, or coaching business, or agency.
What we do at Foundrs, we go out and we find practitioners, and Sabri is a practitioner, as you will have heard and can see. He’s a master at this stuff. I’m so extremely excited to continue working with you, man, and just producing something so extremely world class. It’s going to help so many people.
Yeah, man. It’s great to call you a friend now.
Sabri: Yeah, fantastic. You, too. I’m super excited. I really think this course is going to go out and change a lot of people’s lives, and it’s going to also give you, essentially, the proven roadmap that you need if you’re out there and you’re selling services, or if you want to do it and show you how to do that. I’m really excited to get that out there, as well.
Nathan: Awesome, man. Well, look, where is the best place people can go if they want to find out more about yourself and King Kong, as well.
Sabri: Yeah, sure. Just go to KingKong.com.au. We’ve got a free report spread up on our homepage, which is five ways to double sales. You’ll get a whole lot of valuable insight and information there, and of you want to follow me, you can check me out on Instagram, @SabriSuby. They’re pretty much the two places that you want to go and stalk me.
Nathan: Awesome. Well, man, I will leave you to it, but I want to say thank you so much for your time today. We’ll speak soon, brother.
Sabri: Terrific, thank you. Thanks for having me on.