A quick note before we begin

This episode was recorded at the end of 2025, when I was running a programme called Six Figure Safety and selling planning sessions for 2026. Six Figure Safety no longer exists in that form, and those planning sessions, dates and promotions have expired.

I’ve kept the two client examples and the strategy behind them, because the useful bit is not what I happened to be selling that December. It is how we found revenue inside work, assets and demand that already existed, rather than reacting to a cash goal by creating yet another offer from scratch.

Listen to the episode

In this episode

I had just come off a coaching call with two clients, and one of them had, quite frankly, bullied me into recording this.

On the call, we had found two completely different ways for them to make more money without either client needing to invent, build and launch a massive new thing. One already had an offer people wanted, but no current space to sell. The other had spotted a problem her ideal clients kept experiencing, and was sitting on a very good way to turn that problem into conversations.

In this episode, we’re talking about:

• the question to ask before you try to close a revenue gap;
• how to make money when your main offer is already sold out;
• why an audit is often stronger when it includes a conversation;
• how a free diagnostic can become market research and a sales pathway;
• the difference between an ascension model and what I call a problem pathway;
• why cold leads may need a smaller trust-building step before a larger investment;
• and why none of this replaces sorting out the cashflow underneath your business.

Why is a money coach talking about offers?

Because you need to sell something to make money.

Very astute, I know.

Money management matters. Cashflow matters. Paying yourself matters. But there is a point at which we can stare lovingly at the spreadsheet for as long as we like, and the spreadsheet cannot create revenue that never entered the business.

This is why I have never seen sales strategy and money strategy as two separate rooms. Your offer affects how much you can make. Your price affects how many sales you need. Your capacity affects what you can actually deliver. The timing of those sales affects cashflow, and the profit left at the end affects what you can pay yourself.

They are all in the same business, babes.

So when a client says, “I want to make more money,” we cannot begin and end with a mindset prompt. We need to know what she is selling, who wants it, how they reach it and whether the numbers actually stack up.

First, do you need the money or want the target?

One of the clients on this call wanted consistent $10k months.

Before we built a plan, I wanted to know whether $10k was a need or a want.

Was there a cashflow gap? Did the business need that revenue to cover delivery costs, tax and her pay? Was a quieter month about to create a genuine problem? Or was $10k a benchmark she liked, a challenge she wanted to meet because consistency felt good?

In her case, it was the second one. Her cashflow was okay. She did not need to produce emergency money to keep the business upright. She wanted to practise hitting a number consistently.

That distinction changes the plan.

If you need cash urgently, you look at sales speed, warm leads, payment timing, outstanding invoices and the fastest responsible route to revenue. If the number is a want, you have room to test, collect data and build something that supports the longer client journey.

Neither is more legitimate, but pretending a want is an emergency tends to create frantic offers, unnecessary discounts and a sales plan that feels like somebody has set fire to your calendar.

Before you build anything, ask:

1. What does the business actually need to bring in?
2. By when does that money need to land?
3. What happens if it does not?
4. Is the target funding a real commitment, or have I become emotionally attached to a nice round number?

If you cannot answer those questions yet, start with the money. Episode 6 explains business overflow, and Episode 9 looks at building the business around the life it needs to fund.

Client one had sold out, which sounds like an excellent problem

This client worked in systems and client experience. Her main offer was a done-with-you programme, and after a successful launch she had sold the available spaces for the next few months.

Lovely. Champagne. Tiny parade.

Except she still wanted to create more revenue now, and she had decided that being sold out meant she had nothing to sell.

It did not.

When we looked at the business properly, she already had three assets:

• an audit;
• a one-to-one call;
• and a course.

The problem was not an absence of offers. The problem was that none of those things had been arranged around the buying decision somebody needed to make next.

This is incredibly common. You have a folder full of things you could sell, old workshops, calls, audits, templates, mini trainings, but they exist as disconnected products rather than a pathway. Then, when the main offer is unavailable, you assume the answer is to create product number eleven.

Usually, I want to interrogate the ten things you already have first.

An audit is not always enough on its own

Her standalone audit cost $250, while a one-to-one call cost $400. Bought separately, that was $650.

I asked whether the audit came with a call.

It did not. The buyer received the findings, then went away to work through them.

Now, some people love that. Give them a document, point them towards the homework, do not make them join another bloody Zoom call, thank you very much.

But plenty of people do not want a report dropped into their inbox with twenty observations and no space to say, “Right… but what does this mean for my business?” They need help interpreting what matters, what comes first and what they should actually do next.

The audit spotted the problem. The conversation turned it into a decision.

So we combined the two.

The new offer bundled the audit and the call for around $500, rather than the $650 cost of buying both separately. The exact price is not a recommendation for your business, it was based on her prices, her capacity and the purpose of that particular offer.

The useful question is: does the way you deliver the insight match the way your buyer can use it?

If your audit gives somebody information but leaves her unable to prioritise it, a call may increase the result. If your call repeats findings she could easily absorb alone, the conversation may be unnecessary. The format should solve the problem, not exist because everybody on Instagram suddenly decided audits were cute.

We gave the offer a reason to matter now

Because this happened at the end of the year, the bundle became a review of the client’s systems and customer experience, followed by a plan for the year ahead.

That timing made sense. People were already reflecting on what had worked, what had been clunky and what they did not want to drag into another year.

This does not mean you need a Christmas bow around every offer. It means timing can sharpen an existing problem.

Look at what is already happening in your buyer’s world:

• Are they planning a new quarter?
• Are they entering a busy delivery season?
• Have they just finished a launch?
• Are they about to take time off?
• Has the same operational problem appeared three times in a month?

A relevant moment gives an existing offer context. It does not manufacture false urgency, and it does not require a brand-new curriculum.

The small offer had a much bigger job

This bundle was not only a way to make a few hundred dollars while the main programme was full.

It was a bridge.

Someone who wanted the done-with-you programme but could not join yet could buy the audit and call. She could experience the client’s thinking, understand how she worked and leave with a useful result. When capacity opened later, joining the larger programme would not require the same leap of trust.

The client also had space before the next round of programme delivery began, so the offer used available capacity without committing her to another huge project.

That is the bit I want you to notice. We did not ask, “What random little thing can we sell this month?” We asked, “What problem can we solve now that naturally helps the right person decide what she needs next?”

The first question creates a product. The second creates a client journey.

Client two had a 2am idea, obviously

The second client was a content creator and social media manager who wanted to sell a retainer space.

She came to the call with an idea born at 2am, which is when the brain likes to deliver business strategy with absolutely no regard for working hours.

She had noticed that she regularly coached herself through resistance to showing up online. She would avoid posting, avoid stories or feel weird about being visible, then work through what was happening beneath that.

And she realised her clients experienced the same problem. In fact, some of them hired her precisely because they could not show up consistently themselves.

The idea looked a bit like journalling, although neither of us particularly wanted to call it journalling. I use reflective writing in my own work, and still have a completely irrational aversion to the word.

Ugh. Journalling.

No idea why.

But that tiny naming wobble contains a real offer lesson. You can change the language around a mechanism without changing what it does. If your audience recoils from “journalling” but responds to a “visibility audit,” you have not become deceptive. You have translated the process into the problem they recognise.

The free resource was designed to create a conversation

We mapped a free visibility or social media mindset audit, delivered through a Notion dashboard or Google Doc with short trainings and prompts.

It would help somebody explore the emotional side of showing up, then move into the data:

• What had she posted?
• What response did it receive?
• Did she actually ask for the sale?
• What did she expect would happen?
• What did the numbers say happened?
• How did she feel once the facts were in front of her?

That combination matters because “my content is not working” is often several different problems wearing one trench coat.

Maybe the content is reaching the wrong people. Maybe the offer is unclear. Maybe there is no call to action. Maybe the posts are fine, but the business owner disappears for three weeks whenever visibility starts feeling uncomfortable. Maybe she is judging the whole strategy from one Reel she hated making.

I am allowed to say that, by the way. I have historically been very capable of posting consistently while refusing to make Reels because I did not want to be quite that visible.

The resource helped the lead separate feeling from evidence. Then she could submit her numbers through a form and receive a short diagnostic call.

Not a free hour. We were thinking fifteen to thirty minutes, enough to interpret the information and identify what was actually happening.

A useful free call can win three ways

When it is designed properly, that call works for everyone involved.

First, the potential client gets an actual result. She understands her data, spots the gap in her content and leaves with a process she can repeat. The free resource is not a thinly disguised brochure.

Second, the service provider gets live market research. She hears the exact language people use for the problem, what they have tried, what they believe is stopping them and what they want instead. That information can improve the retainer, the messaging and the content selling it.

Third, the relationship becomes warmer. The lead experiences what it is like to have this person look at her content and make sense of it. There does not need to be a weird, hard pivot into “so, are you buying my retainer right now?”

The thought you are trying to create is much simpler:

Oh. She could be doing this for me.

Perhaps not today. Perhaps not on the call. But the lead can now picture the support in a way that a list of retainer deliverables could never quite achieve.

We also discussed a limited paid session where somebody could build a month of content ideas with her. That could sit between the free diagnosis and the full retainer for people who wanted support, but were not ready for done-for-you delivery.

Again, the point was not to cram a low-ticket, mid-ticket and high-ticket offer onto a Canva diagram because somebody said a funnel needs three boxes. It was to respond to different versions of the same problem.

Use the calls to find demand, not invent it

If you use a diagnostic call like this, record what you learn.

What does each person say she wants? Where is she stuck? What has she already paid for? Why does the full service feel too much, too soon or simply wrong for her? What smaller result would genuinely help?

Patterns may show you that the retainer needs better positioning. They may also reveal a group of people who do not want somebody to create all their content, but would happily pay for monthly co-creation, feedback or accountability.

That is how a useful back-pocket offer appears. Not because you got bored on a Tuesday and invented a mini course, but because several real people asked for the same kind of help.

Data first. Cute name second.

Move from an ascension model to a problem pathway

The traditional ascension model tells us to move people from low ticket, to mid ticket, to high ticket.

That model can work. But price alone is not a client journey.

A £27 template, a £500 workshop and a £5,000 programme do not automatically belong together because the numbers get larger. If they solve three disconnected problems, the buyer is not ascending anywhere. She is wandering through a digital department store.

I prefer to think in problem pathways.

A problem pathway asks:

1. What problem does this person know she has now?
2. What result can help her take the next sensible step?
3. What new need becomes visible after that result?
4. What level of trust, support and commitment does each step require?

For the systems client, the pathway moved from reviewing the systems and client experience, to interpreting the findings, to implementing deeper changes inside the done-with-you programme.

For the content client, it moved from recognising the visibility problem, to understanding the content data, to getting help with ideas or handing over more of the work through a retainer.

The price may rise along the pathway, but that is a consequence of the support and problem being solved. It is not the organising principle.

Mind the trust jump

A free resource can lead directly to a high-investment offer. People do make that decision, particularly when the need is urgent, the result is clear and the buyer already trusts the person selling it.

But for a cold lead, free download to multi-thousand-pound commitment can be quite a jump.

The people who joined my larger programme without a smaller step tended to be past clients, referrals or people who had been close to my work for a while. The trust had already been built somewhere else.

At the time of this recording, I used paid planning sessions as a bridge. Somebody could get a useful standalone result, experience my thinking and, if she joined the longer programme within a set period, have the session fee credited towards it.

That exact promotion has gone, but the mechanism is worth keeping. A bridge offer can reduce the trust jump without becoming a pointless paid audition.

The smaller offer must still be worth buying if the person never continues. Otherwise you have created a cover charge for the thing you actually want to sell.

Please do not build six bridge offers before fixing the main one

There is a danger here, because “make more money from what you already have” can become an extremely sophisticated way to avoid selling the main offer.

You do not need a quiz, audit, paid call, workshop, sprint and three-part email course before somebody is allowed to work with you.

Start with the actual friction:

• Is the main offer unavailable because you are sold out?
• Is the buyer interested but not ready for the commitment?
• Does she need a smaller result before the larger problem can be solved?
• Would you benefit from hearing more directly from qualified leads?
• Do you have capacity now that cannot be used for the main delivery?

If the answer is no, the bridge may be clutter.

And if the main offer is unclear, adding a cheaper one rarely fixes it. It may only give you two confusing things to sell instead of one.

Episode 10 on my pricing decision goes deeper into why price, buyer, result and the wider client journey have to work together.

This strategy did not replace money management

There was one very important detail about both clients in the original episode. They had already spent around four months working on their cashflow and money management.

They knew what was happening in the business. The foundations were not on fire. We were not trying to sell our way out of a mess nobody understood.

That meant we could enjoy the fun bit, looking at offers, demand and ways to make more money, without every decision being loaded with, “This has to work immediately or I cannot pay myself.”

Sales and cashflow need each other.

More sales without a system can create a busier version of the same panic. A beautiful cashflow tracker without enough sales becomes a very organised record of the problem.

The aim is visibility over both: what the business needs to generate, and the repeatable route for generating it.

Audit what already exists before you launch something new

If you want more revenue, resist the urge to begin with a blank Google Doc and the words NEW OFFER IDEA!!!

Look at what you already have:

• What is selling, but currently unavailable?
• What do people need before they are ready for it?
• What useful assets are sitting disconnected in your business?
• Where does an insight need a conversation attached to it?
• What problem do qualified leads keep describing?
• What do existing clients ask for after the current result?
• Where do you have genuine capacity?
• What could create a useful result now and a natural next decision later?

Then check the maths. How many can you sell? How long will each one take? What will delivery cost? When will the money land? Does the pathway lead towards work you actually want to do?

You may still decide to launch something new. But it should be new because the demand and pathway require it, not because creating feels safer than selling.

Sometimes the revenue is already sitting inside an audit, a conversation, an old resource and a problem your clients keep mentioning.

You just have to stop treating them like unrelated bits of your business.

Continue listening

How to Forecast Business Revenue When Income Is Unpredictable

Want to find the revenue already hiding in your business?

You may not need another launch. You may need to know what the business actually has to produce, which offer can produce it, how that offer fits your capacity and what happens to the money when it lands.

That is the work we do inside Momentum. We look at the offers, sales rhythm, cashflow and take-home pay together, because there is no point making more revenue through a model that still leaves you guessing every month.

Apply for Momentum, and we’ll build the route to consistent revenue from the business you actually have.