Ticky Bush shared key takeaways from the Acquisition.com Scaling Workshop attended by Alex and Leila Hormozi, aiming to scale his business from $6M in 2024 to $12M+ in 2025.
The workshop emphasized resource allocation, focusing on leveraging team time, capital, and attention to achieve the highest risk-adjusted returns.
Additional topics included metrics tracking (LTV:CAC), prioritization, training, dashboard creation, brand-building, hiring strategy, and fostering a culture of iteration and excellence.
The insights provided are intended to drive strategic decisions, process enhancements, and improved business outcomes in the upcoming year.
Action Items
Q1 – Ticky: Build a centralized dashboard consolidating core business metrics, ensuring visibility for all team members.
Q1 – Ticky: Integrate LTV and CAC metrics into team dashboards and establish regular tracking.
Q1 – Ticky: Shift company core value from “Relentless Tempo” to “Relentless Iteration” and communicate this to the team.
Ongoing – Ticky: Identify and prioritize projects expected to deliver at least a 40% improvement in key metrics before initiating changes.
Ongoing – Ticky: Document and delegate business functions by clearly mapping responsibilities and training staff to cover leadership tasks.
Ongoing – Ticky: Intensify efforts on YouTube and other content channels to strengthen brand, improve employee pipeline, and boost LTV/CAC.
Workshop Lessons and Takeaways
1. Resource Allocation & Prioritization
CEOs should act as obsessive resource allocators, focusing team time, attention, and capital on the highest ROI projects.
Prioritize identifying the single biggest problem (“biggest fire”) and solve it before addressing smaller issues to avoid spreading resources too thin.
Underinvestment in determining what is actually worth doing was highlighted as a current gap.
2. Value Creation in Scaling
Maximum value is created when scaling profit from $3M to $10M, largely due to both increased earnings and higher business valuation multiples.
Building operational robustness (e.g., leadership team, removing founder dependencies) is essential to increase valuation multiples and make scaling sustainable.
3. Key Metrics: LTV and CAC
Lifetime Value (LTV) and Customer Acquisition Cost (CAC) are critical metrics for scaling decision-making.
Projects and initiatives should be evaluated based on their projected impact on LTV or CAC, with tracking mechanisms established for ongoing measurement.
Regular dashboards and reporting on these metrics are required for disciplined management.
4. Centralized Dashboard & KPIs
A single, accessible dashboard with clear, actionable metrics that every team member uses daily is essential for effective operations and accountability.
Each team member should have a clear Key Performance Indicator (KPI) tied directly to overall business performance.
Current metric tracking is fragmented; centralization and transparency are required.
5. Internal Selling & Team Building
Growth from founder-led to manager-led to executive-led organizations requires founders to “sell” to managers and executives to retain and motivate them, not just customers.
High-performing employees often originate from existing programs or content audiences.
Employee experience parallels customer experience: both are critical and intertwined.
6. Brand Building & Content
Investment in brand (especially via YouTube and organic content) simultaneously raises LTV and lowers CAC for both customers and employees.
Consistently associating new value with prior purchases strengthens customer loyalty and future buying behavior.
7. Training & Delegation
Every business function is trainable; limitations in delegation are typically due to insufficiently specific training, not unique founder skills.
Break complex roles into component tasks and train multiple people to cover them rather than seeking “unicorn” hires.
8. Standards & Excellence
High-performing organizations maintain an “excessively intentional” standard, with repeated and detailed training and operationalization of best practices.
Excellence results from attending to a large number of small details, not from pursuing a single “silver bullet” improvement.
9. Hiring vs. DIY at Scale
Post $3–5M in revenue, new initiatives should start with hiring or contracting the right “who” rather than the founder learning and executing everything themselves.
Opportunity cost of founder involvement in departments best handled by experts is significant at this scale.
10. Change Management
Any significant business change should be expected to result in a temporary 20% dip in performance.
Strategic changes should be pursued only if the expected uplift is 40%+, accounting for risk and recovery time.
11. Culture of Iteration & Feedback
Company growth is determined by the cumulative speed of learning (intelligence) of its people.
Core value shift proposed from “Relentless Tempo” (speed for its own sake) to “Relentless Iteration” (continual improvement in the right direction).
Rapid, specific feedback (reward and punishment) accelerates iteration and skill development across the team.
Decisions
Shift company core value from “Relentless Tempo” to “Relentless Iteration” — to promote rapid, directional learning and improvement across the organization.
Open Questions / Follow-Ups
How will the new dashboard be structured, and which specific metrics/KPIs will be included for each function?
What is the timeline and responsible party for recruiting/hiring experts for new initiatives (e.g., director of marketing, affiliate/referral lead)?
What steps will be taken to ensure consistent training standards across different teams and functions?
How will feedback loops (reward/punishment) be operationalized for real-time performance management?
Which specific “biggest fire” will receive primary focus in Q1 as the first company-wide priority?