No abras una nueva sede hasta que el modelo actual funcione y crezca sin ti

And so if you're, like, thinking through this, my litmus test for this is that, number one, you shouldn't care about your second location before the first one can run without you. Period. Number two, don't go to a new one until the old one is growing without you for six months straight. That's my rule of thumb. Six months straight of growth without you doing it.

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So one of our internal mottos is nail it, then scale it. And the reason for that is that a lot of times small business owners will get really aggressive and really excited and want to expand faster before they've really solidified their core model. Basically, it's like it might take you less time to get your second location, but it'll take you more time to get your 10th location. And so I want to make sure that those fundamental unit economics are right. How much does it cost to open? How quickly can we get it to be profitable? How long does it take for that location to pay for itself…

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Don't be that gym owner. Get it so that you are bored out of your mind for months on end, and you keep hitting KPI, you keep growing, you keep becoming more profitable. If you can't leave the business for six months, and it still grow, you are not ready, the business model isn't ready.

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I'm going to open a second location. But as soon as you open your second location, all of a sudden the profit from your first location drops. And so then what happens is now you're doing twice the amount of work as you were doing before, but you're making the same amount of money. And then you think, okay, well, now this is the model. This is stasis. So I'm going to open a third location. And so then you open a third location and both of your first two locations go down just a little bit more. And so now you're working at three locations doing three times the work.

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Because here's the really fun fact. The fastest way to the fastest way to five locations isn't the fastest way to 50 locations. You might go slower for your first one, two, three, four. But by doing it that way, you set up the infrastructure, the foundation to be able to then aggressively go from four to 10 and then from 10 to 50. But you can't do that if you have all these hodgepodge deals on the side.

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the machine that builds the locations. So then you have launch teams that fill it up before it opens, you turn it over to management,

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