Most people chasing $1M a month are chasing the wrong thing. They think the answer is more leads. It isn’t. The answer is keeping the money you already have coming in.
I’ve done $141M+ in sales, and the milestone I’m proudest of is hitting $1M a month in recurring revenue. If I had to do it again in 2026, starting today, here is exactly how I would do it.
Recurring revenue starts with the offer
A sale that happens once has to be replaced next month. And the month after that. You are on a treadmill that never stops.
Recurring revenue works differently. If your client keeps getting value from solving a problem that stays important to them, the revenue stacks on top of itself instead of resetting to zero. The key is that your results have to stay relevant as the client’s business grows. If what you do only matters for the first few months, they will leave, and you are back on the treadmill.
So before you think about ads, funnels or hiring, look at the offer. Does it keep solving a problem that matters a year from now? If not, fix that first.
The old model I used to run
For a long time my main offer was a $16,000 package that covered four months. About 30% of buyers upgraded to a $48,000 package that covered twelve months. At scale we were bringing in around 100 new clients a month.
That sounds great until you look at what it took. Huge ad spend. A lot of staff. Heavy overhead. And churn, because roughly 70% of people never upgraded. On top of that, many of those clients were beginners. Putting a beginner into a program built for scaling is like putting a kindergartener on the court against LeBron James. They are not ready for it, and nobody wins.
The model I use now: a share of the upside
Today I only take clients who are already doing at least $100,000 a month. That rule alone screens out about 99% of the people who reach out. The goal is to help those clients scale to $1M or $2M a month.
Here is how it works. I take 20% to 40% of the client’s profit. There is a $5,000 monthly floor in case the share comes in lower than that, plus a $5,000 setup fee. Contracts run two years instead of four months. Honestly, a client doing $100,000 a month almost never hits the floor.
Look at the math. Two clients came in at $75,000 and $100,000 a month. One hit $1M a month in 60 days. The other took about 12 months. At a 20% share on a $1M month with a 50% margin, that is $100,000 a month to me from one client. Two of them is $200,000 a month. To match that under the old model I would need about 50 clients paying $4,000 a month, with all the staff and stress that comes with it.
I only need a handful of exceptional clients. That means waiting, and it means saying no to a lot of people. That is the price of this model, and it is worth paying.
The two things I look for in a client
When your income depends on your client’s results, you get very picky about who you work with. I look for two things.
First, an exceptional CEO. A great operator makes results so much easier to produce. You can hand them a plan and they actually execute it.
Second, a strong offer in a market that isn’t a bloodbath. Fitness is a red ocean. Everybody is fighting over the same buyers. Compare that to offers like helping someone get a green card or get into an Ivy League school. Those are outcomes people want badly, and the competition is not nearly as brutal.
A small team beats a big one
Under the old model, one account manager oversaw other account managers, and each of them handled around 50 clients. Quality started slipping past 50, and some managers ended up with as many as 150. Everything ran through DMs, chat, calls, group calls and modules. It worked, but it was messy.
Now the structure is simple. I act as the strategist for the bigger clients. Then there is a copywriter, a project manager who executes the plan, and a media buyer. A few others help with one off tasks. That’s it.
Compare that with how a typical service business grows. From zero to $20,000 a month, the founder does everything. At $20,000 you have about four people: two setters, an account manager and a virtual assistant. Between $100,000 and $300,000 you are up to about six setters, a sales rep, a few account managers, a few assistants, plus a media buyer, a funnel person and a copywriter. From $300,000 to $600,000 you add more setters, more reps, more account managers and a director. By the time you are between $600,000 and $1M a month, you are looking at 40 or more employees.
Fewer clients, less overhead and fewer staff is just easier. It is also much easier to spot when someone is underperforming, because there is nowhere to hide.
Delivery caps your growth, and churn decides it
Most info product businesses stall out around $1M a month. The reason is fulfillment. They sell more than they can deliver, quality drops, and the problems compound.
Your acquisition can never outpace your delivery. When results slip, clients leave and your reputation takes the hit. So don’t scale your spending faster than your team can serve people well.
And watch churn like a hawk. Say you bring in $100,000 in new revenue this month but lose $80,000 from clients who left. You only grew by $20,000. When you are small, a few losses sting. When you are doing several hundred thousand a month, churn can decide whether you grow at all.
Your job changes as you grow
When the business is small, the founder does everything. That is normal. But at $1M a month, your job is to turn what works into systems other people can run, so the company is not capped by how much one person can carry.
The client experience cannot depend on someone remembering to do something. Every role needs a clear owner and a clear standard for what good looks like.
Then you find the single biggest constraint in the business, fix it, and move on to the next one. There will always be a next one. That is the job.
So if I were starting over today, this is the order I would follow. Start with a painful problem and stay close to your clients until the offer is good enough that they keep paying. Make your client acquisition predictable. Don’t let spending get ahead of delivery. Once the model repeats, turn it into systems your team can run without you. Then attack one bottleneck at a time, forever.
The takeaway is simple. $1M a month is not about getting more people in the door. It is about an offer that stays valuable, clients who can actually win, a team small enough to stay sharp, and keeping the revenue you already earned.
Want to know what’s capping your business right now? Take my free 90 Day Ceiling Plan. Answer 18 questions and get a written plan, built on your own numbers, that names the one thing holding you back and what to fix first.
