143: (Part 1) Behind the Scenes of My Boldest Launch Yet (with Claire Pells)

Summary

Podcast Summary: Courage & Clarity - Episode 143 (Part 1): Behind the Scenes of My Boldest Launch Yet (with Claire Pelzo)
Release Date: July 10, 2025
Host: Steph Crowder
Guest: Claire Pelzo, Marketing and Facebook Ads Expert

---

Introduction

In Episode 143 of the Courage & Clarity podcast, host Steph Crowder delves into an in-depth launch debrief of her boldest launch yet. This two-part series features a candid conversation between Steph and her good friend, marketing expert Claire Pelzo. Together, they unpack the intricacies, successes, and challenges of Steph's recent Mastermind program launch, offering listeners valuable insights into executing and evaluating a high-stakes business endeavor.

---

The Importance of Debriefing a Launch

Steph opens the discussion by emphasizing the critical nature of debriefing after a launch. She acknowledges that while it may be perceived as a tedious task, it's indispensable for continuous growth and learning.

Steph Crowder [01:59]: "For anybody out there doing any kind of launching, it is just critical to make sure you look back before jumping into the next thing."

Key Points:

• Necessity of Reflection: Debriefing allows entrepreneurs to assess what worked and what didn't, providing clarity for future strategies.
• Overcoming Resistance: Despite initial reluctance, committing to a structured debrief (e.g., through a podcast discussion) can make the process more engaging and less burdensome.
• Continuous Improvement: Each debrief uncovers new insights, correcting misconceptions and validating effective tactics.

---

Overview of the Mastermind Program Launch

Steph details her latest offering—the Sold Out Group Programs Mastermind, a year-long program designed to help entrepreneurs start, sell out, and scale their group programs.

Steph Crowder [04:35]: "It is currently $8,000 for the year. There was a payment plan, we did a 10-month payment plan. And also I think I'm gonna say this now because I think this maybe didn't make it into my notes and it should have."

Program Structure:

• Pricing: $8,000 annually or a 10-month payment plan at $900 per month.
• New Experiment: Introduction of a pay-in-full bonus, which proved highly successful, with approximately 75-80% of participants opting for this payment method.
• Bonus Offer: Five weeks of Voxer voice messaging support, allowing clients personalized guidance during their launch phases.

Insights:

• Client Preferences: The overwhelming preference for the pay-in-full option indicates the attractiveness of additional value-added services.
• Operational Efficiency: Offering asynchronous support via Voxer aligns with Steph's flexible lifestyle, ensuring the bonus is both valuable to clients and manageable for her.

---

Payment Plans vs. Pay-in-Full: A Debate

A significant portion of the conversation centers around the merits and drawbacks of payment plans compared to pay-in-full options.

Steph Crowder [07:17]: "I have noticed that sometimes I will take a payment plan if it's exactly the same as a pay in full, even if I can pay in full."

Steph shares her strategy of making payment plans slightly more expensive to incentivize the pay-in-full option, fostering greater commitment from clients.

Claire Pelzo [09:10]: "You're way nicer about this than I am."

Discussion Highlights:

• Cash Flow Implications: Claire expresses concerns about payment plans potentially harming cash flow and increasing administrative burdens.

  Claire Pelzo [09:13]: "Payment plans can fucking sink you."

• Business Sustainability: Steph acknowledges the importance of cash flow management and advises having a robust financial buffer to accommodate different payment structures.

  Steph Crowder [10:14]: "I have zero. Like, whatever you need to do is great. I wouldn't offer it if I didn't want to offer it."

• Psychological Commitment: Steph notes that clients often feel more committed when paying in full, as it represents a more substantial investment.

  Steph Crowder [07:15]: "If the payment plan is a little bit more, then I'm going to take the pay in full to like basically, if that savings is possible for me, I'm. That might motivate me to be a little bit more committed."

---

Managing Cash Flow and Financial Planning

The conversation shifts to the broader implications of payment structures on business finances.

Steph Crowder [12:01]: "I could not believe it when I looked at that. I was like, oh, I am kind of like at net neutral of where I was at this time last year from a cash perspective."

Key Takeaways:

• Variability of Revenue Streams: Steph highlights the challenge of predicting cash flow, especially when experimentation with payment options alters the expected revenue patterns.

• Financial Forecasting: Both Steph and Claire stress the importance of meticulous financial planning and maintaining a slush fund to navigate unexpected financial fluctuations.

  Steph Crowder [20:32]: "We talk about being able to afford a bad launch, being able to afford trying and it not going the way that you think."

• Adaptive Strategies: Claire reassures Steph that short-term deviations from projections are manageable, emphasizing the importance of flexibility and resilience in financial planning.

---

Setting and Reevaluating Goals

Steph discusses her goal-setting framework, which includes 'good,' 'better,' and 'best' goals, tailored to her specific launch context.

Steph Crowder [21:16]: "10 was kind of my sufficiency goal. My like, okay, we did what we came here to do. We're in a good spot."

Goal Framework:

• Good Goal: Achieving 10 new clients, representing a baseline for success.
• Better Goal: Securing 15 clients, indicating above-average performance.
• Best Goal: Attaining 20 clients, pushing for maximum potential.

Challenges:

• The absence of renewals, which typically contribute to half of her client acquisitions, necessitated a more ambitious target.

  Steph Crowder [15:44]: "Going into a launch at 50% of my goal... I did not have that to fall back on in this launch."

Lessons Learned:

• Non-Linear Progress: Steph realizes that business growth isn't always linear and that significant improvements can occur at unexpected times.

  Steph Crowder [16:08]: "You can change your results. And just because things have gone a certain way at this point in the year... we still have so much time left in the year."

• Mindset Shifts: Embracing flexibility and avoiding panic when projections aren't met early in the year can lead to achieving or even surpassing goals later on.

---

Cliffhanger and Teaser for Part Two

As the episode concludes, Steph builds anticipation for the next part of the debrief, promising to reveal the actual outcomes of her launch goals and delve deeper into the metrics and strategies employed.

Steph Crowder [13:47]: "We're going to talk about how much I spent on ads, which is a new strategy for me. We're going to talk about all of the new strategies that I tried, and we're going to dive even deeper into more of the details I know you're dying to hear about."

---

Conclusion

Episode 143 (Part 1) of Courage & Clarity offers a transparent look into the complexities of launching a high-ticket program without the buffer of client renewals. Through an honest and insightful dialogue with Claire Pelzo, Steph Crowder not only outlines the strategic choices made during the launch but also reflects on the financial and psychological aspects of running a sustainable business. Listeners are left eager for Part 2, where Steph promises to unveil the results and further dissect the strategies that propelled her launch.

---

Notable Quotes:

• Steph Crowder [01:59]: "It is critical to make sure you look back before jumping into the next thing."
• Steph Crowder [07:15]: "If the payment plan is a little bit more... that might motivate me to be a little bit more committed."
• Claire Pelzo [09:13]: "Payment plans can fucking sink you."
• Steph Crowder [16:08]: "You can change your results. And just because things have gone a certain way at this point in the year... we still have so much time left in the year."
• Steph Crowder [21:16]: "10 was kind of my sufficiency goal... create that sense of enoughness."

---

Stay tuned for Part 2 of this launch debrief, where Steph Crowder will reveal the outcomes of her ambitious goals and provide a deeper analysis of her marketing strategies and financial performance.

Transcript

[Steph Crowder]

Foreign welcome to the Courage and Clarity podcast. I'm your host, Steph Crowder. I'm a former sales training director who's helped thousands of entrepreneurs earn a living doing something they love over the past 10 years. On your journey, you'll need the courage to be bold, to take risks, and to do what looks crazy on paper. You'll also need the clarity, the brass tacks, simple strategies that actually work. And on this podcast, we deliver both in equal measure. Oh, and by the way, we've got absolutely no time for bs, gross marketing tactics or get rich quick schemes. Just sustainable business strategies for good humans with big dreams. If that sounds like you, you're in the right place. Let's go. Hello friends. Welcome to the podcast. I am so excited to dive into today's launch debrief episode. I know y' all love a good launch debrief. I do as well. It's so fun to get to hear the behind the scenes, the good, the bad, the ugly of different launches. And so that is what we are doing today. We are doing it in two parts and you are about to listen to part one, so make sure you come back for part two. Lots of juicy goodness are in both parts of this two part series. I invited my very good friend and marketing and Facebook ads expert Claire Pelzo onto the show with me. So we are going to shoot the breeze. We're going to get into some really good stuff. If you know Claire from the Get Paid podcast, you know that she asks all of the burning questions that you all want to know. She does not let her guests off the hook about anything. So we are getting into all of the details that you likely want to know and I hope you love this episode. So enjoy and I'll see you in part two. Clairvs. I'm so excited to talk to you today. Thanks for hanging out with me.

[Claire Pelzo]

It's always a pleasure to talk to you like in the live moment because otherwise we would just be talking on voxer all day.

[Steph Crowder]

Yeah, every day. Yeah, exactly. So I asked Claire if she would come onto my podcast and I guess I'm on your podcast too to talk about my recent launch debriefing. A launch is so important and it's always more fun with a friend. I just think it's more fun to talk about it with someone. Otherwise it would be me here talking to myself, which is fine but not as enjoyable. And you know Claire and I were talking about this the other day that debriefing a launch. Both of us know how important it is but it can be. And I know my clients feel this way too. It can be one of those tasks. It's just like, I don't want to sit down and do a full debrief. Like, it can be a bit of a laborious task. It is a more tedious task. It's not my favorite thing that I do in the business, but I just want to make a quick plug. For anybody out there doing any kind of launching, it is just critical to make sure you look back before jumping into the next thing. I know that's our tendency to be like, oh, but I have, like, now I have all these new clients to serve, and Now I have 700 other things on my list. And a lot of times when we're done with a launch, we are. We can be so mentally done that we're just like, I can't. I don't want to think about this anymore. I'm ready to turn the page and close the chapter. It shut it all down after a launch. But I just want to share. This is one of those things that's a non negotiable for me in my business because every single time I do this, I learn something that I didn't know intuitively. I may have thought something was working that actually wasn't based on looking at the numbers or the other way around. I maybe I thought something didn't work. And then I look at it and I'm like, hey, that actually worked better than I thought. So be like me and make it easier for yourself by committing to, like, putting it on the podcast. That's one way that I get it done is I'm like, oh, I know the people want to hear about it, so I gotta do it. And then if it's. If you're like me and you're kind of extroverted and it's more fun to talk to a friend, invite your biz bestie on with you to talk about it. That's. Those are. Those are my tips for getting your debrief done. But we have a lot to talk about today because this was a crazy launch. Yeah. Crazy successful.

[Claire Pelzo]

Yes. Crazy successful. Very interesting to watch from the. From the sidelines. A little stressful to watch from the sidelines sometimes.

[Steph Crowder]

One of the things Claire said to me at the end is she's like, I'm so glad you get to be done.

[Claire Pelzo]

Well, yeah, I mean, she worked real, real, real hard. I did for a while.

[Steph Crowder]

Yeah. Yep.

[Claire Pelzo]

So tell us, Steph, what was the offer that you launched? Give us, like, the nuts and bolts of what were you selling?

[Steph Crowder]

Yeah, this was the sold out group programs Mastermind, which is a year long program that teaches people, you guessed it, how to start sell out and scale group programs. It is currently $8,000 for the year. There was a payment plan, we did a 10 month payment plan. And also I think I'm gonna say this now because I think this maybe didn't make it into my notes and it should have. I also experimented with a pay in full bonus for the first time that was very successful. Most people took the pay in full which really told me that the bonus was something appealing. So the pay in full bonus was because I'm teaching how to sell out a group program. One of the big focuses in the program is of course how to launch and doing our five week roadmap that I call Buzz Blitz for selling out your your group. And so the pay in full bonus was five weeks of Voxer voice messaging support with me at a time of your choosing. So if you have over the next year you can choose the five weeks, five consecutive weeks. So the idea would be, hey, you're going to be launching at some point over the next year, you can get my private sort of VIP voice messaging support during, during your launch. So that sounded really fun for me to be able to offer. As Claire knows, I'm on Voxer a lot, just with the nature of my life. I run around a lot, I'm in the car a lot, I'm out for walks. So it's a pretty light lift for me to chit chat with clients in a asynchronous way. And so it felt like a really cool way to offer something highly valuable that was not going to be super stressful for me to deliver. At least that's my theory. Something I told people was like, hey, I haven't offered this before. I may or may not offer it again. We'll see how I like it. Maybe I won't like it as much as I. Maybe it won't be as tenable as it is, as I think it is. But for this round, it was something I decided to experiment with and I'm really glad that I did because I think like maybe like 75% or 80% of people who joined went with that option, which was really interesting.

[Claire Pelzo]

Okay, two questions. One, what was the payment plan in comparison to the pay in full?

[Steph Crowder]

Yes. So like I said, 8,000 for the year for paying in full. The payment plan was 10 months, 900amonth for 10 months. And I know that's something so that, that Ends up being a thousand dollars difference. Right Over. Over the time. Over time.

[Claire Pelzo]

Right. That was my main question. Yeah.

[Steph Crowder]

Yeah. And that's definitely something that I've gone back and forth on personally. There have been times when my payment plans are slightly more expensive. There have been times when my payment plans are literally the same amount just split up. And I know this is probably one of those topics that people may have strong opinions on. I know for me as a buyer, this is like. There's so many things we could talk about. Claire Pels. But like, one of the things that. One of the things that I notice about myself as a buyer is sometimes I like. I like personally being incentivized to pay in full. Like if there's like a little extra give or a little extra. Something exciting about paying in full, I, that can. Sometimes I notice I will take a payment plan if it's exactly the same as a pay in full, even if I can pay in full. And there have been times, you and I, we. I made a big investment a few months ago and I was really hemming and hawing about if I wanted to do the payment plan or if I wanted to do the pay in full. And I noticed the difference in my energy. If I were to just go all in on the pay in full versus taking the payment plan. Now that's no shade to taking a payment plan. I take payment plans all the time and I think that's a, it's. I love being able to offer that option if it makes it doable for somebody. I think that's a totally different circumstance. But I think there are a lot of times where we are able to do a pay in full option. And I have just noticed that that sometimes changes my mindset going into a commitment when it's like, all right, I'm in. Like, it's not sort of like a let me see how it goes kind of thing. And so I decided, and I have noticed that if the payment plan is a little bit more, then I'm going to take the pay in full to like basically, if that savings is possible for me, I'm. That might motivate me to be a little bit more committed, if that makes sense. So I decided to do it that way this time.

[Claire Pelzo]

Oh, you're gonna have some people who are angry at you right now.

[Steph Crowder]

I know, I know.

[Claire Pelzo]

And I don't care. I don't care because I'm way, like you're way nicer about this than I am.

[Steph Crowder]

Well, tell em when your business gets.

[Claire Pelzo]

Big enough, payment plans can Fucking sink you. Okay. There's cash flow, there's paying people like, why am I somebody else's bank? Why am I some giving somebody a loan? Why am I like, with the amount of work we do, we especially like people in kind of group coaching programs that we do up front with clients getting paid like piecemeal and then cards fail. That is time on the admin side. I'm literally paying my people more to try to collect money on the loan that I gave you. And I didn't do an upcharge. Absolutely not.

[Steph Crowder]

Will say that's fair. I will say I have seen. I mean, you've been. And I have both been in business over a decade. I. I don't know about you. I've seen more cards failing this year than ever before. Not so much.

[Claire Pelzo]

I've been seeing it forever. Forever.

[Steph Crowder]

Okay.

[Claire Pelzo]

In.

[Steph Crowder]

In. In same day sales, we've been really dealing with it a lot. And my ops assistant, Lacy, she works in other businesses and she's like, this is, this feels. This feels like an uptick. And so I think there's really something to what you're saying. I don't want to make. I want people to know. Like, if you take a payment plan with me, I think I have. I always tell people I have zero. Like, whatever you need to do is great. I wouldn't offer it if I didn't want to offer it.

[Claire Pelzo]

If you don't want to offer it, don't offer it. But like, the people who will try to say, like, it's predatory to have like an upcharge on that, fuck you and come cancel me.

[Steph Crowder]

Damn. All right, we're starting out hot. I like it. Let's. Let's get into it.

[Claire Pelzo]

That's being payment plans. I see. The thing is, I don't feel that same way about, like my investment is more or not, depending on if I've paid in full. Because I certainly take payment plans sometimes for cash flow reasons. If there's no up. If there's no upcharge.

[Steph Crowder]

Exactly. If there's no upcharge.

[Claire Pelzo]

Right. But it doesn't. I don't identify with that. Like, oh, I, I have a different energy. I, I literally. I just don't notice it.

[Steph Crowder]

Yeah.

[Claire Pelzo]

But okay. We could make this whole episode about pain of plan.

[Steph Crowder]

We really could.

[Claire Pelzo]

That's not. Okay. So then the pay in full bonus work, that was the first time you did a pay in full bonus. So now you have most of your cash now. And the one downside of that, although a lot of people won't See this as a downside at all is you have a lot less recurring revenue.

[Steph Crowder]

Yeah. Yeah.

[Claire Pelzo]

You know, you are used to a lot of recurring revenue.

[Steph Crowder]

I am. You do have to be careful, I will say, because you see that number hit your bank account, and you have to be really careful to not be like, oh, well, now I can do all these things, you know.

[Claire Pelzo]

You know, 2023, Claire, you know what she did, and that's what happened to me.

[Steph Crowder]

And like, 2024, Steph. I mean, this is like. We recently recorded our last episode together. We talked about, like, you helping me with financial forecasting and how I was investing on vibes. A lot of times the vibe was like, what's in the bank account? And so you can imagine I could really get myself into a pickle looking at my bank account right now, being like, oh, yeah, I can afford to do. Make this higher and that higher and go on this trip and do this investment and pay myself this much bonus myself. Like, whatever the case may be. It's really important for me to remember, hey, this is like, to your point, this is, like, sick. I'm used to this being dripped out over six months, and it just so happens that I got a lot of it up front, so I have to be mindful of that and remember that and just, like, I don't know, just change how I manage my cash flow compared to what I'm used to.

[Claire Pelzo]

I'm glad that we're talking about this now, because during your launch at the end, I was, like, holding back on this detail. I did not want to bring it up, like, because you were in. You were in, like, all of this energy. Like, I'm doing this. It is working. That I didn't want to be like, okay. But also, remember, I was going to bring it up, though, just because I.

[Steph Crowder]

Know how to blow through the cash.

[Claire Pelzo]

Oh, no. Just to remember, like, when you think about. Because you have. And maybe this is important to discuss, but there was a lot of talk about, like, catching up for yourself.

[Steph Crowder]

Oh.

[Claire Pelzo]

Like, catching up with the year. So then you by. By the end of this, you were like, I caught up with last year. And I was thinking. But you had a lot of recurring revenue, too. Like, not to. Not to bring you down. But I just wanted to say, like, we will have to look at that spreadsheet pretty meticulously in the planning for, like, okay, well, here's my goal and things like that.

[Steph Crowder]

Yeah. But I didn't.

[Claire Pelzo]

I didn't want to yuck your yum or whatever that's called.

[Steph Crowder]

Well, I think that I, I, I actually, I, I do want to mention that too. I think that's an important something you brought up there that I think is worth sharing is I did so because of how my year started. This is interesting to set the scene with as well. I ended up kind of skipping a launch, or I guess a better way of saying it would be delaying a launch. Typically. I launched the Mastermind in September, spring and fall, and I missed the spring launch. I moved house and I don't know, there's like a whole series of decisions that just created me not doing my typical timeline. And my typical timeline for the launches is of the sold out group programs. Mastermind is March, March, April. And so it did create this sensation of being behind for the year. And so it was. And I had you, and I had other coaches that I work with. Like, I had a lot of people in my ear being like, you can still catch up. Like, you still have the, the second half of the year. And I knew that logically, but it really was very destabilizing and dysregulating for me to be like, I kind of, I don't know, I mean, I guess you, you would probably say, like, I shamed myself for that decision at the time. But it really is an interesting moment to be in where if I look at where my cash was at this point last year and I look at where my cash is now, I am within like $3,000. That's crazy work. That's crazy to me because with the way my year started, I again heard people telling me you could still, you could. And I thought to myself, like, how in the hell is that going to happen? Like, I just couldn't see it. And I guess I'm just here to say you don't necessarily have to see it in order for it to be true. Like, I could not believe it when I looked at that. I was like, oh, I am kind of like at net neutral of where I was at this time last year from a cash perspective. Right.

[Claire Pelzo]

But here's the thing. This is what I want to point out, because you're going to come up against this exact same thing in a couple of months because you're going to look at the cash and you're going to look at the cash from this year and you're going to look at the cash from last year and the difference is like 20k in payment plans. So in 2 months you will be behind again, Steph.

[Steph Crowder]

Right.

[Claire Pelzo]

And that will be okay.

[Steph Crowder]

Exactly. And I think that is the lesson that this, it really, I, I really do feel like it sank in where I, before this launch, I wanted to believe. When you and others were telling me like, you can catch up, I was like, I want to believe that, but I couldn't quite get there. And I think going through this launch showed me you really can change. Like a year is so much time and you really can change your results at any point in the year. I remember a friend and, and peer colleague of ours, Gina Knox, was talking about this when she, she was talking about, I think it was when we were at the emancipation event, wasn't it, where she was talking about her million dollar year. And she said in her first quarter she made like a hundred K. And that just really stuck with me because I think when we think about, I am someone who likes to think about breaking down a goal and it's like sometimes your goals don't break down. I think it's still helpful to ask yourself, how could it break down? Just to get your head around it. But that's maybe not how it plays out in real time. Right? It's like you might be behind here, but then you, you catch up here. And so it, I think it is important to hold space for letting it unfold the way that it's going to and not panicking when it doesn't go as linear as you were picturing. I think for me, going after like a 500k goal, for example, I was thinking in my head, well, duh, by halfway through the year, I need to be at 250. That just makes sense. But what this launch showed me is that's not how it plays out. And you can change. You can really skyrocket your results. You can totally, you can create your highest cash month ever, which is what I did. At the drop of a hat. At the drop of a, of a hat. You can, with a lot of effort and hard work. I'm certainly going to be upfront about that. But you can change your results. And just because things have gone a certain way at this point in the year, here we are recording this on July 9th. Even if you guys are hearing this like, you know, in, in July, we still have so much time left in the year and I think that can be a really hopeful thought.

[Claire Pelzo]

I just want to share something real quick that I shared with my clients and they were absolutely dumbfounded. I've only. It's July 9th. I only done 122,000 in cash. I am not concerned. Yeah, not concerned. Tell us what my expenses are, by the way.

[Steph Crowder]

Yeah, yeah, that's going to sound like a lot of money to some people. But that's like, for the size of business that you run, like you. That's. That would not be enough or even really close to enough for like if we were thinking about the rest of the year. So tell us about the lack of concern because that's interesting.

[Claire Pelzo]

Well, because I. We don't, we don't typically get people who just stop paying for get paid marketing. So like.

[Steph Crowder]

Right.

[Claire Pelzo]

We have a lot of money like earmarked basically coming in this year by the end of the year. And we also have launches, like exciting things that we're planning and sure, maybe I'll think about incentivizing pay in full a little bit more. But then also even if I don't, then I think about all how all these payment plans will stack for next year.

[Steph Crowder]

Yeah, that's pretty amazing when that happens.

[Claire Pelzo]

You know, that's really the difference is that I skip again, skipping a launch. I basically skipped my fall GPM launch because I was about to give birth and then. Yeah, actually I skipped another one in the, in the spring.

[Steph Crowder]

Yeah.

[Claire Pelzo]

So like GPM was essentially my first launch of the year. And. But Right. This might be a lower revenue year than my biggest, but that's also because I'm working really part time. But I have talked on my podcast about that whole like pay in full versus payment plan and sort of the mistake or the things that I learned, let's say the lessons that I learned about that. But it's still just like it's about this offer and it's about my confidence in my ability to sell it and the evidence that I keep having of that. So yeah, that's why I'm not concerned at all.

[Steph Crowder]

Yeah, I love it.

[Claire Pelzo]

Oh, sorry. There is one other thing that I always mention is my slush fund.

[Steph Crowder]

Right.

[Claire Pelzo]

Like I can lose money this year as a business and be fine.

[Steph Crowder]

Right. Yeah. And that's because of business savings.

[Claire Pelzo]

That's business savings.

[Steph Crowder]

Yeah. Yeah. And that's something that, that's something for everyone. We talk about that a lot with my clients as well is we talk about being able to afford a bad launch, being able to afford trying and it not going the way that you think. And so I think, you know, for folks who are listening to this and they're like, oh, shoot, I don't really have that. Think about building that up. Think about building up three to six months worth of Runway so that if things do, you know, tank or they just don't go the way that you plan. It's not an emergency.

[Claire Pelzo]

All right, let's get back to some numbers. What were your goals?

[Steph Crowder]

Okay, let me pull up yield document here, because I've got everything. I was like, I'm talking to Claire. She's going to have questions. I have to make sure that I'm not just going from. From my gut. So I have everything. I have everything here. So my goals. This was an interesting launch. I mean, there's so much about this launch. It's just so interesting. But one piece that is new for me was in the Mastermind. I typically have clients up for renewal, and I have a very high resign rate with my clients. No, that is not because they're still not getting their result and they need to keep going. It is because they are so happy with their results in the program. And so. And they love having me as their coach that they want to stay on and keep doubling, tripling, quadrupling their results over time. So a lot of my clients stay on for multiple rounds. Typically, 50% or so of my launches will be clients resigning. So right out of the gate, going into a launch where I, for the very first time, did not have any renewals was a bit destabilizing for me. I was like, how is this going to go? It's not unusual for me to go into a launch at 50% of my goal. Like, having hit 50% and the energy that that creates and the belief that that creates, I did not have that to fall back on in this launch. As Claire knows, we talked a lot about it. And so even setting my goals was a little bit tricky because if you think about the fact that I typically enroll Maybe, let's say 20 to 22 clients in my Mastermind rounds, at least that's what it's been so far. You know, if half of those are coming from renewals, how do you. How do you set your goals? Well, clients who are, you know, people who've been listening to me for a while know that I always set my goals using my good, better, best framework. And so I did that here, and I decided my good goal would be 10. 10 clients. So 10 was kind of my. My sufficiency goal. My like, okay, we did what we came here to do. We're in a good spot. When you and I did my financial forecasting together, Claire, we put 10 in the spreadsheet. A bit conservative. I like to have that sort of conservative goal to really. Yeah, to kind of, like I said, create that sufficiency and create that sense of enoughness. So 10 was the good goal, 15 better, and 20 was the best goal. 20 was like we are reaching for the stars. I mean, for me to think about getting 20 people into the program when I didn't have any resigns, keep in mind, I usually get 20. Half of them would be resigns. That felt like doing the impossible. And so I did focus a lot in this launch on going for 20. Even though that's not where I landed. It did force me to show up very differently because I had to ask myself, who is the version of me that is going for 20? How does that version of me show up if I am trying to do what feels like what is impossible? Whoops. Sorry to interrupt this amazing conversation, but we're going to end part one on a bit of a cliffhanger. Where did I end up with my goal? I just told you about my good, better, best goal. In part two, I'm going to tell you exactly where I landed on my scale of good, better, best, how many new clients I ended up with. And we're also going to get into a lot of the numbers behind the launch. So we are going to talk about how much I spent on ads, which is a new strategy for me. We're going to talk about all of the new strategies that I tried, and we're going to dive even deeper into more of the details I know you're dying to hear about. So stick around for part two coming very soon. And until then, I'm wishing you the courage and the clarity to go after what you love.