How To Sell Services To The Ultra Wealthy | Ep 957

Summary

The Game w/ Alex Hormozi — Episode 957 Summary

Episode Title: How To Sell Services To The Ultra Wealthy
Release Date: March 31, 2026
Host: Alex Hormozi

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Episode Overview

In this episode, Alex Hormozi consults with two business owners in a candid, tactical discussion. The first segment focuses on scaling a low-ticket membership business for crafters, while the second dives deep into structurally selling high-end services to ultra-wealthy clients and family offices. Alex delivers actionable strategies for increasing customer lifetime value, cash flow, and pricing models—always with his direct, numbers-driven approach and signature tough love.

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Key Discussion Points & Insights

1. Scaling a Membership Business for Crafters

Guest: Mim (Owner, Crafting Membership Business)
[00:49–08:54]

Business Context:

• Audience: Women, 45+, learn to make stickers for personal use or small business.
• Revenue: Over $1M annually, primarily from low-ticket products ($7–$270).
• Main offer: $27/month or $270/year membership.
• Challenge: Ads acquisition cost is around $90 per member, but only $60 collected in the first 30 days, making it take 6 months to become profitable on a new member.

Alex’s Diagnostic:

• With an LTV around $300 (potentially $385), Mim is spending $90 to acquire $300+ over time, but the delayed payback slows growth.
• Only ~10% take the annual prepay option, limiting upfront cash flow.

Actionable Strategies:

A. Aggressively Promote Annual Memberships with Exclusive Bonuses

• Make Annual the Main Offer During Launches:
  “When you're doing a five day selling event, you need to sell the expensive thing.” [05:24]
• Add Exclusive, Substantial Bonuses That Only Come with Annual:
  “Come up with one to two big bonuses that are going to be annual exclusive.” [05:24]

B. Sequence Offers to Maximize Upfront Cash (“Scoop-up/Mop-up Campaign”)

• Post-Event Retargeting:
  After annual-only offer closes, target non-buyers with the regular $27/month plan (but remove key bonuses).

  “After the event is over, what you're going to do is... retarget everybody... directly to your $27 purchase page. That's it. That'll fix your cash issues.” [05:26]

C. Use Physical Premiums

• Add Tangible Items for Higher Prices and Better Excuse for Purchase:
  “If you included the physical thing... you would dramatically increase your conversions.” [07:13]
  Consumers may justify cost better if they get a kit, printer, or supplies.

Memorable Exchange:

• Mim: “My head is swirling now with so many different physical things you put together, even if it's only a one thing to have... Yeah, I've never even considered doing that.” [07:35]

D. Carefully Structure Access to Monthly Plan

• Make monthly option available only after annual window closes and de-bonus it to nudge commitment.
  • “You can make it less convenient to purchase the thing you don't want them to purchase.” [08:50]

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2. Structuring and Selling High-End Services to Ultra-Wealthy Clients

Guest: Sarah (Owner, Interior Design & Wellness Advisory for Family Offices)
[09:32–19:44]

Business Context:

• Audience: Ultra-high net worth families/family offices
• Revenue: $1.6M currently, aiming for $10M+ in the next year (and $250M in 10 years)
• Offer: Three tiers—$80/sq ft base, $100/sq ft mid/high (covering multiple locales and assets), plus $200k/year retainer at the top tier.
• Issue: Unsure how to structure, differentiate, or sell the “ladder” to truly wealthy clients.

Alex’s Insights:

A. “Ladder” Model Isn’t a Fit—Ultra-Wealthy Want Simplicity and Flexibility

• Don’t Overcomplicate with Tiers:
  “The first [tier] made a lot of sense and the other two, I was like, kind of squinting a little bit.” [13:00]
• Heavy, Long-Term Commitments Are Discouraging: “10 year, 15 year commitment sounds very heavy. The richest people in the world want flexibility, we want options and we want speed.” [13:27]

B. Price Projects Bespoke, Not by Square Foot (Client Perception)

• Square foot numbers are meaningless to most. Clients care about total job cost and trust.

  “This number means nothing to me... The likelihood is... this will be... either... only by referral... or they're pricing out three different people. And at the end of the day, if you come up more buttoned up, more professional, better finishes, better looking aesthetic, you'll win the business.” [17:34]

C. Use a Nominal, “Insurance-like” Retainer for Continuity

• Retainer should be “de minimis”—a rounding error for the overall project spend—framed as insurance/ongoing care.

  “If I sell you a $100,000 thing, right, I would say, hey, we do a maintenance plan for $500 a year. And again, it's a tiny percentage of the thing, and it's because you don't care about the money. And it should be positioned as insurance.” [14:44]

D. Small Jobs Get Big Jobs—Stay Top-of-Mind with Annual Visits

• Maintenance (even “mundane”) jobs keep you in the loop for much larger projects down the road.

  “The small jobs get the big jobs... you still keep the relationship, you're still top of mind.” [15:35]

E. Price by Asset (House, Yacht, Jet) and Add Value with Yearly Touchpoints

• Have core pricing by asset type; use annual “wellness” or advisory council to bundle in new work each time.

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Notable Quotes & Moments

• On Bonuses and Offers:
  Alex: “You need to sell the annual up front... and come up with one to two big bonuses that are going to be annual exclusive.” [05:24]

• On Price Perception (Ultra-Wealthy):
  “The first thing I'm going to tell her is that this number means nothing to me... At the end of the day... they're coming to you, not because they're trying to save money. They're coming because they want the best shit.” [17:34]

• On Creating Excuses for Consumer Purchase:
  “People need a reason but have an excuse... The excuse that legitimizes the purchase... they get something, not just like a login.” [07:13]

• On the Importance of Relationship Maintenance:
  “It gives you an excuse to always meet with them every year. And as soon as you walk into a rich person's house and you're an established vendor, they're going to have shit for you to do.” [14:44]

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Timestamps for Key Sections

• [00:49–08:54] Crafting Membership Business: Fixing Cash Flow & LTV with Offer and Launch Design
• [09:32–19:44] Selling to the Ultra-Wealthy: Pricing, Positioning, and Structuring Continuity Models

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Tone & Delivery

The entire episode is high-energy, direct, and practical—Alex doesn’t mince words or coddle. There’s a mix of admiration (for entrepreneurial effort), blunt critique, and clear stepwise action plans. The guests are receptive and enthusiastic, often pivoting on the call based on Alex’s advice.

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Conclusion

Alex’s advice targets practical levers: structuring offers for cash velocity and maximizing LTV in membership businesses, and positioning high-ticket services for the ultra-wealthy using simplicity, recurring touchpoints, and “done-for-you” mentality. Both segments provide in-the-trenches tactics for scaling with a blend of psychological insight and hard-nosed business math.

Ending Note:
Alex: “Sell whatever you can get away with... add in the continuity so that you can keep getting business from them, and it'll stack year over year.” [19:00]

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Summary by: Podcast Summarizer AI
Ideal for: Business owners, marketers, and anyone interested in scaling service offers to both consumer and ultra-wealthy markets.

Transcript

[A]

Welcome back to the game. In this episode, I had a conversation with two business owners. The first one is a membership business currently doing about a million bucks in revenue per year and looking to get to three. Her main problem was that it's taking about six months to make a customer profitable on ads. So here's what we broke down on this call number one, how to structure membership offer and bonuses to significantly increase ltv. Number two, we work through how to do a mop up campaign so she can collect more cash upfront from annual membership sales during her five day challenges, which is how she sells people. My second conversation was with a service based business that sells to ultra high net worth families and family offices. They're currently doing 1.6 million in revenue and are aiming to hit 10 million by the end of the year. We broke down exactly how it would restructure their pricing and add on an annual retainer that will allow her to sell more to her customers while adding recurring revenue. I hope this is super valuable for you. Enjoy.

[B]

I'm Mim. I teach crafters. I'm mostly women, 45 plus. They teach crafters for themselves. Crafters make stickers.

[A]

Okay. Love it. I love this. This is great. Okay.

[B]

They're making stickers for themselves or for their. So my business is made. It did over seven figures last year.

[A]

Good for you.

[B]

All low tickets.

[A]

Good for you.

[B]

Thank you.

[A]

Okay, so you made a million plus. Okay.

[C]

Yes.

[A]

Amazing.

[B]

Between $7 and 270.

[A]

Okay.

[B]

And the main continuity I have is the membership. It's my main $27 a month or 270 per year membership.

[A]

Okay.

[B]

I really want to be at 3 million USD per year. But my constraint I think is 30 day cash. So on new membership funnel that I have for ads, I collect about $60 in the first 30 days per new member.

[A]

Okay.

[B]

But when I basically numbers on my past recent launches, it's probably costing me about $90 to require them with Meta amp. So I just feel like I can't scale profitably.

[A]

What's Churn on an ever face with what's churn. What's LTV?

[B]

So churn is 93% and LTV bounces a little bit depending on launches, but it's around $300.

[A]

Hold on. So $27 divided by 7%. Right. Okay. So 385 is. So 385 is true LTV. Okay, that's fine. So big picture, just so we're clear, you're spending 90 and you're making 385. Right.

[B]

Well, 385 is across the entire, like my, all of my members. So I haven't worked out the LTV specifically for the ant funnel.

[A]

Okay. Are you on school?

[B]

This membership is not on school, but I do have a smaller membership that is on school.

[A]

Okay. Because on school you could. It does by cohort. So you can actually see cohorts by month. So you can see when you have your launch month and you can follow that cohort to see its turn.

[B]

Yeah, I need to start tracking this. I can do it for myself. I just haven't.

[A]

Yeah, it's a pay. I mean we spent a zillion to do that on school anyways, not a school ad. Okay, so you're at, you're at $60 is what you're collecting in cash. It's costing you 90. You're not sure on LTV, but you feel comfortable saying $300. Yeah, that sound fair? Okay, got it. And the problem is that it takes you two months to break even rather than one.

[B]

The way that I've worked it out and it's. I may not have all of my numbers here, but it takes longer than two months.

[A]

Okay. Yeah, I trust you.

[B]

I trust you because I'm all good with paying in advance and taking a hit on ads to get a recoup per cat, but it feels to me, from what I've worked out that it's probably more like six months.

[A]

Okay, got it. So when you're making the offer and when you're running the ads funnels, like running to a webinar or running to a five day event, what is it running to?

[B]

Yeah, talking. Well, three, four, five day events in the middle of one right now.

[A]

No, you're good.

[B]

It's a paid event. Yeah.

[A]

Okay, what's the, what's the offer that you sell at the event price point?

[B]

The paid event is $10 and an offer is the 27amonth or 270 a year. And then I've kind of switched in and out different kinds of upsells to try and increase the car value.

[A]

Okay, and so what percentage are taking the prepayment versus the 27?

[B]

About 10% take annual.

[A]

Yeah, it's because you're. I mean, if you, someone, if somebody has the offer between the two and you're giving them 16% off, it's not a. What bonuses do you add to the 270 or is it literally the same offer with a discount?

[B]

Previously, yeah, I've been joining bonuses every day of the event, but I haven't restricted it to annual members only and I feel that I'm missing a trick there and I've considered because I'm in the middle of a lot right now, I could implement an annual members bonus right now even for existing members to upgrade. So otherwise apart from the two months, they get nothing else extra.

[A]

I honestly think you could, you can very easily solve this with two steps. All right, so here they are. Number one is that when you're doing a five day selling event, you need to sell the expensive thing.

[B]

Yeah.

[A]

So your fear is I'm going to. I want to sell this recurring thing because I don't want to lose anybody. But the reality is that if you have five days with people, you to a consumer audience is what you're selling to. 300 to 600 is the impulse purchase window for a consumer. 300 is the low end. 600 is the high end. That's your range. You could probably go up a little bit and you'd still probably. You'll make more money at 5 or 600. I'm just telling you right now, if you wanted to go crazy, I'm just telling you, you would. But you need to sell the annual up front. All right, that's number one. And what I want you to do is come up with one to two big bonuses that are going to be annual exclusive. Okay.

[B]

Yep.

[A]

Now after the event is over, what you're going to do is you're going to do a scoop up campaign. So it's five days and you're going to retarget everybody who saw the ads directly to your $27 purchase page. That's 27 per month. And you're just going to remove the bonuses? Yeah, that's it. That'll fix your cash issues.

[B]

I like that plan.

[A]

You can do it.

[B]

Yeah, I like that plan. It's something that I haven't focused on enough before and I have tried increasing the pint a few times to a bit higher. Not even in the 300, 600, but I feel because I haven't offered a big enough bonus package that's definitely. It hasn't helped. So I can absolutely do this.

[A]

I love this for you. Now let me give you a little, a little something else. There's probably some sort of what I call physical product premium that you can add to this. So are there any, is there like a kit? You can't do it for this one, but for next one, is there any kind of like physical thing that you can give them like the paper, the printer, that kind of stuff?

[B]

There are so many things physically that I could put together. There are so many things have no clue about doing this. Maybe vampage is a good place for me to ask because it's something that I know has worked well otherwise in the creative space for friends. So I'm sure that's something I could do. I just wouldn't know.

[A]

I. Yeah. So I would say this if I were you. What I would end up doing is I would sell them the printer with the paper. You can't do it by this time because you're like two days away from pitching. So do what I said first. You know, add the annual with a bonus, but you will dramatically increase your conversions if you add a physical product that makes this pitch tangible. Because the thing is, people need people. Have you heard? Like, people need a reason but have an excuse. All right. The idea is that like these ladies, I'm assuming they're ladies, 45 plus, want to. They want to buy it. Right. They have a reason.

[B]

But.

[A]

But they need an excuse. The excuse that legitimizes the purchase. They can go to their husband or their spouse, whatever is they say, hey, but I got this thing which I'm going to use to generate money. Or like they get something, not just like a login. So a consumer's willingness to purchase goes up dramatically if it's physical. And so I think you'd actually be able to push a thousand dollars price point if you included the physical thing.

[B]

Yeah, my head is swirling now with so many different physical things you put together, even if it's only a one thing to have. Like. Yeah, I've never even considered doing that.

[A]

So step one, step two, because I don't want to overwhelm step one, add the annual, make that the only offer available. I want to be clear, the only offer available is the annual with the bonuses. You cart close after the cart closes, then you do a mop up campaign. That's the $27 a month thing. But it doesn't have these two key bonuses.

[B]

Okay, so annual only at the next launch.

[A]

Yes.

[B]

And then after the launch completes, then I offer monthly as well, but with none of the bonuses.

[A]

So basically do two car closes, car close one and then you do car close to.

[B]

Yeah, yeah.

[A]

Okay.

[B]

Yeah.

[A]

And you can like, let's say there's three bonuses. You remove two, you keep one at the 27. So that allows you to car close the second one. And then you have your normal everyday activities that don't include those three bonuses.

[B]

Yeah.

[A]

Cool.

[B]

Okay. And if people ask for monthly, because they would do I do. I'm just saying.

[A]

No, I would just say, like. I would say, like, we have options for monthly, but you're not going to get these bonuses that I just mentioned all this time talking about. And they're going to be like, I like that.

[B]

Yeah. I really want to be open and honest.

[A]

Yeah, no, of course. No, do not lie. But you can make it less convenient to purchase the thing you don't want them to purchase.

[B]

Yeah, cool. I feel that helps. Okay, that's really awesome. Thanks so much.

[A]

You bet. Talk soon. I'll see you inside the group. All right.

[B]

Cheers.

[A]

Cheers. Cheers. John, do you like that one? Cheers. This is one of your people. I know. You're like, how am I saying a Chinese man has an Australian background? Well, it's because he's from Australia. It's very mixed up. Okay. This is awesome advice. Thank you, Hayley. I appreciate that. Izzy, what's up? I have two women in the chat. Holy cow, what a day. My 87% male audience. Izzy. I appreciate you guys. We're making a difference. We're doing it. We're doing it, guys. All right. What else we got? We up. All right.

[C]

Hi, Allie.

[A]

Let's rock, baby. Sarah.

[B]

Hi. Yes.

[A]

Okay.

[C]

I sell interior design and wellness advisory services to ultra high net worth families and family offices.

[A]

Okay. Love this. I am. I am that.

[B]

Yeah.

[A]

I'm the avatar.

[B]

You are my avatar.

[A]

Yeah. Okay.

[C]

What's revenue, Robbins?

[A]

Actually, what's. What's revenue?

[C]

It's currently at 1.6.

[A]

Okay.

[C]

And I'm looking to be at 10 million by end of next year. And then scale this to 250 million in the next 10.

[A]

All right, let's rock. What's the problem?

[C]

So it's a little bit of a Van Western Dort issue where I'm building out this ladder and I have a question about the pricing structure. Basically, would you or Tony Robbins buy this ladder?

[A]

Okay.

[C]

Kind of the constraint I have right now, I want to pull it before we scale it.

[A]

Okay.

[C]

So I have three tiers. The first one is the lowest, and it's $80 a square foot for renovating or building a new home. And that includes all of the construction selections, the drawings, the furniture layout and selections. We incorporate about a dozen different layers of wellness, and we collaborate with the builder and architect. So that's tier one, $80 a square foot. And the whole vacation is that we convert their home into a wellness sanctuary so they don't have to leave to go to a wellness retreat.

[A]

Okay.

[C]

And tier two is a seven to ten year commitment across their Whole real estate portfolio. And it's $100 a square foot because we do everything that's included in the first tier. We also add strategy across the residences, a plan for sequencing, the rates are locked in across that time period. And we do like a property review to make sure every function of each property is in alignment. And then the final tier, Tier three, is the other two tiers, plus more of their whole ecosystem. So we advise on their yacht, their plane, their offices, and they get curated annual experiences. Like, we'll go to Italy and pick out their slab for their countertop. We'll meet the artist in Vienna, whatever it is. They get priority placement, they get a 15 year roadmap, and they get annual council reviews where they've had a life event, a baby, an injury, and we're presenting to the board about, you know, what we'd recommend. So they get priority.

[A]

And what's the price on that?

[C]

That one is $100 a square foot as well. But there's a 200k stewardship retainer annually.

[A]

Okay. Have you sold many of these?

[C]

No. Well, short answer, the top two, tier two and three, are what we're adding the tier one we've been doing for 20 years.

[B]

So that's what I'm.

[C]

I'm like, I don't know, I've run this through the AI, like, different ways. I just don't know how to build this ladder.

[A]

Yeah. Hmm. Well, I'm not actually sure if a ladder is the approach I would use with this, with the business you have.

[B]

Okay.

[A]

Because when you talk to me through all, all three of those, the first one made a lot of sense and the other two, I was like, kind of squinting a little bit.

[B]

Okay.

[A]

Because fundamentally, let's say you did tier one and then I said, hey, can you do my yachts too? You'd probably be like, yeah, sure. Right. And it would just be like at tier one. And so for fractal pricing to really work, it needs to be like five times the price. And so like going up by like 20%, that's like, it's too. It's too undifferentiated. Does that make sense?

[C]

Yeah.

[A]

And Also for me, 10 year, 15 year commitment sounds very heavy.

[C]

Okay.

[A]

Like, I think the richest people in the world want flexibility, we want options and we want speed, and we want to make sure that it's very easy. And that when I pay you, I don't have to redo it because then I would hate.

[C]

Right, right.

[B]

So.

[C]

And the goal is like, I want to be working with families through all their generations, I want to be doing all their properties. So rather than them hiring a designer in Spain and Dubai and New York, I'm doing all their properties.

[A]

So here's what I think you should do. I actually think your annual retainer should be de minimis. It should be like a rounding error in this project. And the reason for that is. I'll explain why. So we do this in home services a lot. And the way that it works is like, if I sell you a $100,000 thing, right, I would say, hey, we do a maintenance plan for $500 a year. And again, it's a tiny percentage of the thing, and it's because you don't care about the money. And it should be positioned as insurance. Like, I'll come by once a year just to make sure everything's working the way it should. All that kind of jazz, right? And it's like, that's what most people do anyways. And so what it does is it gives you an excuse to always meet with them every year. And as soon as you walk into a rich person's house and you're an established vendor, they're going to have shit for you to do.

[B]

Okay?

[A]

So to me, that's. You probably need more continuity or want more continuity, I'm guessing. In the business.

[B]

Yes.

[C]

But I want to help people at a deeper, more integrated level, almost like a fractional board advisor for their properties. So, like, we don't replace their estate manager, we partner with them.

[A]

Yeah, I got it.

[C]

I guess my concern that makes me nervous is that I don't want to be like, just doing, oh, we're going to, you know, will you help us refresh our bathroom or redo the kitchen and, like, small renovation projects. I want to do the whole home.

[A]

I think that that's all going to come down to, like, the how rich the people that you were talking to are. You know what I mean? And as much as I may. You may hate to hear this, like, the small jobs get the big jobs.

[B]

Yeah.

[A]

You know what I mean?

[C]

I do hate to hear that.

[A]

Yeah. But the thing is, it doesn't mean they're less profitable, Right? And if you think about it as, like, this is me maintaining the business so that in three years or what? Because the thing is, rich people buy houses and yachts and planes all the time, right? And so, like, every year they're going to buy something, or every other year they're going to buy something. So if it's an off year, you still make money, you still keep the relationship, you're still top of mind. And then I would like, when I go there, I'm like, hey, what else do you have in the, in the pipeline of acquisition that we need to be looking at? And then that you can price that way because, like, fundamentally your pricing already scales with the size of the thing. Right? So you could have like a yacht pricing, a jet pricing, and a house pricing. That would make more sense to me than having these tiers. And then. Okay, and then the maintenance plan I would weave into it. You don't call it maintenance, call it street, whatever, whatever you want. It's, I'm coming by once a year, make sure your shit's not fucked up. But then when I'm there, I'm going to ask you what other shit you got going on. I'm gonna sell you more shit.

[C]

Okay, so it's more of, here's my core offer. And then I have a continuity plan that is just included and it's like an annual retainer and. Okay. And then I can figure out some really great inclusions to include with that. Do you think that the $80 a square foot for the core offer is figure we typically do 10,000 square foot home.

[A]

I literally did the math in my head. I was like, yeah, I was like, okay, so 800 grand. It's funny because when you said the $80 a foot, I, I wrote it down and I was like, the first thing I'm going to tell her is that this number means nothing to me. And what I mean by that is like, I don't know what $80 a foot is. I've, I've. The, the likelihood is most especially new customers, this will be. They're. They're either going to only buy from you because of your referral. Right. Or they're pricing out three different people. And at the end of the day, if you come up more buttoned up, more professional, better finishes, better looking aesthetic, you'll win the business. Right, because they're coming to you, not because they're trying to save money. They're coming because they want the best shit.

[C]

Right. And we've decommoditized ourselves by saying we're a wellness advisory, which positions us really as only one in the world at this point that deals at the level of wellness that we do and interior design. So we're not a commodity. And they can't really price this out. Apples to apples.

[B]

Sure.

[C]

So it's opened a lot of doors, including with like the Rockefeller family office. But I, I just want to get, you know, the pricing dialed in. So you're saying that if I were to pound a family off as, like,

[A]

their CEO, if you said 100 a foot or $80 a foot, I have no clue. They're just going to do the math and just figure out how much it costs. You know what I mean? Like, it means it's whatever, but giving

[C]

them that formula is okay.

[A]

It's fine. They're just going to do the math. So it isn't like you could have that be internal and just price the job and send it to them.

[C]

Well, yeah, yeah.

[A]

You know what I mean?

[C]

I want to, like, give them something so that when they get on the call with me, they're not completely blindsided. Like, I'm trying to set the expectation of. Yeah, we do 20 million minimum for the value of your home. And, you know, I think if you

[A]

set that up front again, I don't think the $80 really does much, but if you set that expectation up front, that, like, we only deal with ultra, ultra high net worth and family offices and it's $20 million plus, you know, estate's minimum. They're already guessing you're more than 100 grand, right?

[C]

Yeah.

[A]

Right.

[C]

Okay.

[A]

So I would. I would. I would not do this ladder. I would have maybe. I don't even really care about the ladder in general. You're going to price your jobs because you're so bespoke anyways. You're bespoke. And so I think the key point is, like, sell whatever you can get away with. A lot of people, like, if you're a soul at the table, as long as you give them exactly what they want, they'll love you. Add in the continuity so that you can keep getting business from them, and it'll stack year over year.

[C]

Okay. Okay, well, I'll just go $100 a square foot and the continuity, and you'll figure out some awesome features for that.

[A]

100 is a nice, simple number. Right. Very easy to do the math.

[C]

Yeah, super easy. Do it in your head. I love that.

[B]

Okay.

[C]

Amazing. Thank you so much, Alex. And I'm coming to L1 in March, so I will see you soon.

[A]

Rock and roll. Appreciate you.

[B]

Appreciate you. Take care.

[A]

You bet. All right, let's go. Let's rock and rock and load, baby.