Hi everybody,

This week I have a real treat in store for you—a brand new, just released special report on building a thriving, turn-key, Level Three business.

I need to let you know up front that the special report is fairly long, but may just prove some of the most important business reading you’ve done in a while.

The special report isn’t for everyone. It’s only for those of you who want to learn the inside strategies and structures to building a hands-off, truly passive, Level Three business.

Enjoy!

Special Report: The Seven Step Blueprint to Build a Thriving Level Three Business

Have you ever wondered if there was an easier, better, more profitable way to run your business?

Have you ever felt trapped on the treadmill working for business? Like you were working harder and harder just to keep your business going? Make your payroll? Cover your fixed expenses?

Or maybe your business is doing phenomenally well, but it demands that you put in long hours, cope with mounds of stress, or sacrifice in other important areas of your life as “part of the price”?

I sure have. At one time or another I’ve felt all of these things. I’ve been there and faced these exact feelings of frustration, anxiety, and overwhelm. Wishing there was a way to have things be different but feeling stuck or trapped, not knowing how to make things better.

My Story

I started my first “real” business at age 23. I was excited, ambitious, cocky, and ready to take on the world. That is until I went bust 9 months later!

What had happened? I jumped into a business I didn’t understand, didn’t have a real passion for, and didn’t do any of the prep work to make it succeed.

That was my wake up call. I thought, “ Hey, I need to learn how to do this thing called building a successful business. ”

They say the first sign of progress is admitting you have a problem, well boy did I have a problem!

I didn’t understand how to sell or market; I had no skill at how to structure or run a business;; and I had no clue how to manage cash flow and build financial controls!

I let my ego-fed pride blind me to my own ignorance.

I guess going bust helped me to break through the fear-based bravado and understand that I had a lot to learn.

So I studied. I read. I experimented.

I found mentors to guide me and partners to contribute their best talents.

I paid attention and focused on learning the key skills that had eluded me the first time around.

The result? Seven years later I was an “overnight” success-- a multi-millionaire with healthy six-figure income and a bright entrepreneurial future ahead of himself.

But there was a problem—a serious problem. I was burned out, stressed, and totally overwhelmed. I was working 60-70 plus hour weeks with lots of travel and meetings and details to manage. And if that wasn’t enough, I was in danger of losing my passion for the business because of all the “details” I was responsible for overseeing.

Sure the money was great, but this wasn’t what I had signed up for. I mean, I originally started my own business because I wanted to be in control of my own destiny. I didn’t want to work for anyone else (that is if anyone else would have even have had me!)

I wanted to build something great and grand. But in the end, I wanted one thing more than anything else. In fact, this one thing was the single deep desire that had really sparked me to open up shop . It’s what really drove and pushed me to keep going when the tough times hit.

I wanted freedom ! Freedom from people telling me what to do and how to do it. Freedom to do things my way. Freedom from having my future dependent on the whims or decisions of other people. And—gulp—time freedom.

I wanted to be able to let my business work for me, instead of me feeling trapped working to feed my business. The cash flow was great, but there was always next month, with its payroll and overhead, and the need to sell and handle “emergencies”.

I wanted out from the pressure. I wanted escape from the long hours and demands.

Was it too much to ask for my business to support me instead of me working to support it?

It was at that point I made a decision—to build a business that would work independent of me showing up each day. I focused on it, obsessed over it, took action on it. And, little-by-little, my business started to mature.

I found key team members, built strong operational systems, and outsourced much of the day-to-day work of my company.

As a result over the next 36 months my income skyrocketed, into the seven figures. But best of all, my free time kept pace. I had reduced my working hours to an average of 35 hours per week and increased my vacation time to 2-3 months a year.

I was just on the verge of taking my reborn company to “Level Three” (where the business would be truly independent of any dependency on me the owner) when I got an offer to purchase the company that I couldn’t resist. So I took the money. And I took all that I had learned about building a successful business and went and started fresh.

It was then that I learned some of the most exciting news of all. Those same skills and strategies I had spent years learning and perfecting, they worked even better the second, then the third time around!

Turning It Into a Repeatable, Turn-Key System

Most of you know by now that at the heart of all the courses I teach is my desire to turn my real world experiences into a simplified, organized, comprehensive, step-by-step system that other people can use to get similar or better results than I did.

It’s one of my greatest passions in life—distilling and sharing what I’ve learned in ways that empower other people to take their lives and their businesses to the next level.

Well, this time was no exception. I literally spent two years pouring over what I had learned from building multiple multi-million dollar businesses and how that process could be refined, simplified, and systematized.

When the smoke cleared and the dust settled I had done what I had sought out to do, create the master template for building a thriving Level Three business.

In fact, in a special 3-day intensive workshop we held this past June in Phoenix, I took 75 of my best clients through this step-by-step business development and success process.

I want to share the highlights of that amazing workshop with you in this special report.

In fact, I want to go one better and give you the distillation of all I’ve learned about building a Level Three business by laying out the overview of a seven-step business process, called the Level Three Business Blueprint™.

It’s my hope that you’ll be able to use this framework to fundamentally alter and upgrade how you conceptualize building your business so that in 36 months or less you can turn your business into a thriving, profit-generating, cash-producing, Level Three business.

Ready? All right, let’s begin…

Step One: The Level Three Business Audit—Determining exactly where your business is today.

The first step is figuring out exactly where you stand.

What kind of entrepreneur are you? What “baggage” do you carry that weighs you down?

What is the current status of your business in all its key areas? Sales and marketing? Operationally? Team? Financially? And Leadership?

Do you have quantitative systems in place to help you know exactly what’s going on in your business and why?

And the list goes on and on.

In the course I call this fact-finding process completing a Level Three Business Audit. At the heart it is a comprehensive, proprietary 93-question diagnostic tool that helps you analyze you the entrepreneur and each area of your business.

Imagine you are about to use a map to take you to your dream business. Your first step must be to accurately locate exactly where your starting point is. That’s what this step is designed to do.

Once you know where you are, you can move onto step two…

Step Two: The Level Three Visioneering Process™

Once you know where you are, it’s time for you to get totally clear on where you want your business to be going.

At the highest level this means actually crafting a vision, mission, and values statement for your company. For example, at Maui Millionaires, LLC our Vision Statement is: We bring the humanity back into wealth building.

Our Mission Statement is: We are the founders and guardians of the world’s premiere wealth-building community. We help generations of wealth-builders create, maintain, enjoy and share great wealth.

And our Value Statement is: We believe in dreaming big, giving back, and supporting each other’s highest good. The mission is always more important than the money. We do what we say we will do. We keep the business fun, energizing and engaging.

At the highest level, what does your business stand for?

But the Level Three Visioneering Process requires you to go well beyond just the vision, mission, and values of your company. It also means understanding what your business really is, and why your clients and customers buy from you. I call this uncovering your client’s “Deep Buying Desires™”—those key drivers that shape and control your client’s real buying behavior.

Once you understand this, then you can work to strategically design your business to capitalize on your uniqueness and create clear and consistent messaging. This is the essence of what it means to craft your business’s brand.

99 out of a 100 businesses get it all wrong. They start with what they want people to think of them. But truthfully, rarely are businesses able to control this. By the time they get around to “branding” all they are really doing is slapping a fancy new label on the way they’ve always done business. This doesn’t change their client’s perceptions or shape their client’s experiences.

A much more effective strategy is to systematically uncover what your clients actually do think about you, and then to harness this energy to propel your business to the next level.

I still remember in the course when I demonstrated a simple yet incredibly powerful interviewing technique to get your clients to reveal their real perceptions of your business’s unique advantages with you in just a few minutes. What struck me was how the participants responded when they saw how powerful this simple, scripted technique would be when they applied it to their own business.

When you’ve gotten very clear on your business from the big picture on down, then it’s time to move on to building your business’s foundation.

Step Three: Building Your Business’s Core—The Five Pillar Process™

Here's a great analogy about a powerful way to look at your business in relationship to the five core pillars: Sales/Marketing; Operations; Team; Financial; Executive Leadership.

Imagine an old house that gets its water from a well out back. The old pipes have no problem handling the pressure since the pump system never really gets too high anyway.

Imagine one day you find out your house is getting city water! How exciting you say. You eagerly await the day they hook you up.

Well that day comes and they hook you up. The moment of truth arrives and they flip the switch. All of the sudden water comes shooting out of your walls. Your old pipes handled the old pressure from the old well system fine, but the increased pressure from the city water hook up burst your pipes.

That’s what happens to many Level Two businesses as they grow. The systems that worked when they were a fledgling or even solid Middle Stage Level Two business just were not adequate to handle the pressure as the business grew.

This is why it’s so important that you start now to build the team, systems, and infrastructure in each of the five core areas so that your business will thrive as it grows.

I call this systematic approach to building out your core infrastructure The Five Pillar Process™.

Considering that we spent almost a full day of the workshop on this one area alone, let me do my best to give you some of the highlights you can use right away in your business.

How to Create Passive Streams of Income

Every business has what I call “drivers”, “sellers”, and “passive sellers”.

Drivers are systems or mechanisms that drive new business in the door. These include all your lead generating activities.

Sellers, or active sellers, are those systems or processes that allow you and your business to convert prospects into sales. These include your sales team, your direct mail advertising, etc.

Passive sellers are any sellers your business has that don’t require a live person to be there to close the sale. One strategy in your business should be to convert as many of your active sellers into passive sellers as possible.

For example, recently I turned a seller for Maui Mastermind into a passive seller that currently generates $2,000 per month of net revenue. Within the next twelve months that passive seller will be generating over $6,000 per month in net revenue.

That’s the power of a passive seller. They allow you to leverage technology or systems to create a passive stream of income for you, and once you get it right, you get to enjoy the cash flow over and over and over again!

A Secret Pricing Formula

One trap I consistently watch Level Two business owners fall prey to is the competing on price.

Did you know that there is a secret “pricing formula” that will help you escape the commodity trap so many businesses get trapped in where they price their products or services in relationship to either their competitors or their hard costs of production.

This is the worst way to price your products or services. It leads to ever thinning margins and a consistent pressure to lower prices.

You must learn to escape by pricing your products or services in relationship to the problems they solve, the pain they relieve, or the benefits they bring. But it’s more than just this. You need to learn how to position your pricing in a better context so that your clients perceive it as more valuable.

You do this by following a simple pricing formula, and also by designing your “Core Value Process™” to give your clients more value at a lower real cost in time and money for you!

Which in turn allows you to command a premium over your competition. All this by the rigorous application of one extraordinary, yet simple technique.

In fact, this one simple strategy has literally made me millions and millions of dollars, and it can do the same for you.

Then there’s Gateway Offers™-- your key first sale you want to make with your client that leads them down the optimal pathway which maximizes their results and your revenue.

And Revenue Precursors™, and…

I could go on and on about selling and marketing systems. It’s one of my favorite areas of business (in fact in the course I actually go through 45 separate techniques and strategies for increasing your sales and boosting your revenues) but let’s talk for a moment about managing your business’s money.

Financial Systems

The Financial area of your business comprises all the essential functions of collecting, tracking, distributing, and reporting the flow of money in and out of your business. It includes your billing procedures, collection practices, and accounts payable processes. It also includes all your financial reporting from simple profit and loss statements and statements of cash flow, to more sophisticated reporting that helps your business team make smart decisions.

Cash flow is the life blood of your business, and it is your financial pillar that makes sure your cash flow volume and health is always closely monitored. The financial area also monitors and fine-tunes your business’s use of debt as you finance growth or capital expenditures.

As a budding Level Three business owner you’ll need to learn how to build financial controls and systems that protect your company’s cash flow.

Did you know that according to industry studies over 70% of private medical practices have been the victim of employee embezzlement? How can this be? Because most people, including doctors, have never been taught the foundations of building strong financial controls and spotting the most common financial scams.

That’s why in the course you’ll learn the 7 keys of creating financial controls that actually work to protect you. These include separating out steps of the money cycle to multiple people so that you have adequate checks and balances, and requiring certain paperwork so you have a clear audit trail that makes it less tempting for any team member to even consider stealing.

This area of your business also includes dozens and dozens of techniques and tips to help you manage your cash flow and make sure your company creates healthy financial growth.

And we haven’t even touched on the Operational Pillar, the Team Pillar, or the Executive Leadership Pillar!

The next step of the Level Three Business Blueprint is to accelerate your business’s growth by using the four Level Three Accelerators.

Step Four: Implementing the 4 Level Three Accelerators™

There are four key Level Three Accelerators that make all the difference between Level Two and Level Three businesses. 1. Team 2. Systems 3. Technology 4. Outsourced Solutions

Let’s look briefly at each one.

Accelerator One: Team -- Leveraging the Passion and Talent of Other People

No great Level Three business is ever built without key team members. Great team members are your secret ingredient to growing your business exponentially. Here’s the challenge most Level Two business owners face: they hold tight to each of the five key areas of their business and in so doing strangle its growth.

The Level Two entrepreneur thinks he is spending time leading each area, but in reality he is focusing 70% of his time and energy in the area he likes best, 25% of his time in the area that is crying out the loudest and most urgently for his attention, and the other 5% of his time wondering if he’ll ever get a chance to take a deep breath and regroup.

The key is to get people to incrementally take over areas of your business so that you get 100% of their energy and talent focused on that key area. Plus, since you’ll hire on people whose passion and talent is for the specific area of the business you hire them to run, they will more likely than not be much better in this area than you.

For example, if you are primarily a sales and marketing person, your first critical hire is an operations manager. This will free up so much of your time that your business will get an immediate boost in sales. Or if you are primarily an operations person or “producer” for your business then your first key hire will be in sales and marketing. This will again give you a quick boost in sales.

Ultimately the right team members will not cost your business, they should raise your business’s bottom line and make you more profitable. If not, you didn’t bring on the right people at the right time.

Which leads us to an interesting point: At different points in the evolution of your business your business will need different types of people on its team. The operations leader in your business’s infancy may not be the leader you need when you grow to become a $10 million company. The controller that worked so well when your business was generating $700,0000 a year in sales may not be the CFO you need when you reach $22 million in gross annual sales.

Your team will change and grow over time, which is the best reason we can think of to make sure that everyone’s job includes building systems as they go so that the knowledge is captured in your system , and not just in the brains of your team members.

Maximize Your and Your Team's Unique Talents One key part of the course is using the “Unique Talent View” of your business. Too many business owners hire out of need, without a guiding plan.

Instead, you’ll learn that only by systematically getting clear on the key talents and skills you need to bring into your business as it develops can you optimally match your team’s talents to the needs of your business.

There is a simple yet powerful process to systematically lay out your talent needs for your business and strategically place team members in roles best suited to harness their talents and minimize their weaknesses.

Accelerator Two: Systems -- Repeatable Results You Can Count On

A system is any repeatable business process that allows your business to get a consistently great result.

The key words are repeatable and consistent . The systems you build need to reliably get you a predictable result. The very best business systems can be used by any member of your team who has undergone the proper training, and ideally that training is also a systematized part of your business.

Systems can be everything from the scripted sales process you have your call center use, to the spreadsheet your operations manager uses to sort out staff scheduling, to the monthly reconciliation checklist that your controller uses to make sure your financial records are kept in order.

In other words, systems are used in each of the five key areas of your business so that you can build a business that is never dependent on any one person, and that consistently produces superior results.

What do you think the single most important system is? Your master system to build systems! Believe it or not there is a simple way to architect this out so that as your business grows your systems actually stay organized and get used, versus just gathering dust on the shelf.

Of course your master system must also include a mechanism to improve and upgrade your systems over time. In the course you’ll see my 6-step system to optimize systems, but you can certainly design your own if you prefer.

Accelerator Four: Outsourced Solutions -- Building a Scalable Business that Is Leaner, Meaner, and Much More Flexible

If you want to grow fast, you'll need to be both flexible and scalable. One of the hardest things for a growing business to do is to staff up fast enough when they hit the wild ride up the growth curve. I want to let you in on one of the best kept secrets in the business world—outsourced solutions.

Every business has core functions that it needs its own team to produce. But most businesses would do much better outsourcing a great deal of their non-core business functions. Why? Because they get instant scalability in that area. Plus they benefit from the greater expertise the outside company brings in that area. Finally, they get the additional benefit of knowing up front exactly what their costs will be because they are paying for a result, and they have the control to turn up or down those expenses as needed to maintain proper cash flow levels inside their business.

For example, you might hire an outside call center to take your customer service calls. Or you might hire a PEO (Professional Employment Organization) to handle your human resources functions. Or you might higher on outsourced financial company to handle your accounting functions.

I believe in outsourced solutions wherever you can lower your real costs and create a better, more scalable result.

In the course I had all 75 business owners take a hard look at their businesses and see where they could tap into outsourced solutions to grow their businesses and bottom-line. I’m asking you to do the same thing.

Step Five: Creating Your Level Three Business Development Plan

At this point in the course we shifted gears to take all that we had covered and put it into the context of which stage of development your business is in.

There are five stages of a business’s growth into a Level Three business. And at each of the five key transition points as you move from one stage to the next, there are clear, predetermined areas you need to focus on and the specific leverage points you can tap into to accelerate your growth and profits.

That’s what step five is all about—fine-tuning your business develop plan to focus it on the highest leverage activities at its current stage. You can actually map this out on paper so you know exactly where to invest your time and money to take your business to the next level.

Once you’ve done this, it’s time to move to Step Six.

Step Six: Building Your Company’s Control Panel--The Quantification of Your Business

Every business needs a control panel to help your team measure, manage, and ultimately optimize each part of the business.

In step six you build in the quantitative measuring systems you need to really understand your business. When you do this process, it’s like you go from seeing your business in black and white to seeing it in bright, vivid, technicolor. And this will mean that you’ll instantly spot bottle-necks and leverage points. You’ll see ways you can double or triple your cash flow—almost overnight.

This may sound intimidating, but there is actually a simple five-step process that I teach to create powerful, meaningful metrics.

Once you have these metrics in place then and only then can you take the final step.

Step Seven: Business Optimization—Increasing Profits; Increasing Value

Creating meaningful metrics and simple scorecards gives you the information you need to take the final step—to optimize your business.

This isn’t a one off activity that you’ll ever completely finish with. As you’ll learn in the course it’s a living, breathing, ongoing discipline that you invest your business with.

The functional framework I created to help me do this in my business is a checklist of questions that you and your team need to ask on a weekly, monthly, quarterly, and annual basis.

Does this take work? Sure it does. But the results can literally mean millions of dollars of additional net profit.

I could go on about building your Level Three business but the bottom-line is that there is a clear, simple, structured, proven process you can follow—a blueprint if you will—to take your business to Level Three.

It’s exactly this comprehensive blueprint that I want to make available to you now.

It’s something that I hinted at earlier but now I want to make it crystal clear.

I hope you enjoyed this special report. In the months ahead I’ll keep coming back to share more ideas and insights on how to build your Level Three business.

I wish you the very best,

David Finkel