Guiding early-stage SaaS founders to 7-figures | SaaS Coach & Advisor | Top 0.5% Global Podcast | 400+ SaaS Founder Interviews | Ex-Microsoft & Disney

There are two dangerous traps for SaaS founders today.🪤 Trap #1: The "Old School" Grind. Thinking you need to hire a massive team, burn VC money, or work 80-hour weeks to scale. 🪤 Trap #2: The "AI Hype" Illusion. Thinking ChatGPT will magically build a business for you while you sleep.I believe in a third way: Powered by AI. Guided by Humans.The fundamentals of business haven't changed. You still need product-market fit, a sales engine, and retention strategies. But the speed of execution has changed forever.I help bootstrapped founders use "Pragmatic AI" for leverage (to stay lean) while relying on time-tested strategies (to stay profitable).Where the insights come fromI host The SaaS Podcast (Top 0.5% globally), where I don’t just interview guests; I deconstruct their playbooks.After 450+ interviews with successful founders (and my background at Microsoft &amp; Disney), I’ve turned these patterns into actionable programs to help you cross the chasm from "building" to "scaling."How I can help youDepending on where you are in your journey, I have a specific roadmap for you:1. For Early-Stage Founders ($0 to $10k MRR) You have a product, but you need traction. Stop guessing. 👉 SaaS Club Launch: A proven program to help you find your ideal customers and reach $10k MRR faster.2. For Scaling Founders (6-Figures to 7-Figures) You have revenue, but you want to scale without breaking the business (or yourself). 👉 SaaS Club Mastermind: A private community where I work with you directly to optimize your funnel, operations, and strategy to hit $1M+ ARR.3. For Listeners &amp; Builders Get weekly SaaS insights, founder case studies, and actionable strategies delivered straight to your inbox. 👉 The SaaS Club Newsletter &amp; PodcastReady to start?You don't have to build alone. Choose the path that fits your current stage here: ⬇️ https://saasclub.io/join-community/

Omer Khan

You’re an overbooked consultant.

That means:
	•	clients want your help
	•	revenue is coming in
	•	projects keep piling up

But every new win adds pressure instead of freedom.

Your business works, as long as everything runs through you.

Most of the consultants I work with are:
	• Selling custom, tailored services
	• Juggling multiple packages and scopes
	• Stuck in delivery fire drills
	• Saying no to new projects because capacity is full
	• Quietly afraid that more growth will break the business

So they try to fix the wrong things:
	• Better pricing models
	• More marketing
	• More productivity
	• Subscriptions, retainers, or “unlimited” offers
	• Even abandoning services for coaching or courses

None of that solves the real issue.

The real problem is design.

Overbooked consultants don’t have a scalable unit of value:
	• One ideal client
	• One core problem
	• One defined outcome
	• One fixed scope
	• One delivery system that doesn’t depend on them

Until that exists:
	• Growth feels dangerous
	• Income stays fragile
	• Time off costs money
	• Hiring makes things worse, not better

I help overbooked consultants:
	• Collapse complexity into a single signature service
	• Price it based on delivery reality, not guessing
	• Systemize delivery so non-experts can execute
	• Stop selling custom work that traps them
	• Build a service business that scales without switching to coaching or workshops

If you sell expert-led, done-for-you B2B services and demand is no longer the problem you’re probably closer than you think.

If this feels uncomfortably accurate, you’re in the right place.

DM me "SPRINT" to learn more about how I help you.

Juan Guerra

There are 2 strategies for growing a service business
 
One builds a job, the other builds an asset.
 
The paths are similar, but the approach is not.
 
Many self-employed experts strive to charge as much as possible and work with a few clients a year.
 
Aaaabsolutely nothing wrong with that.
 
But this path doesn't lead to building a business.
 
It leads to building a job.
 
Why?
 
Because it forces the founder to design all the systems around them.
 
Leaving them to trade their time for money.
Selling access to their expertise
 
A lot of the advice I found is designed around this.
 
Which is why I struggled for 4 years.
 
I didn't want to build a job,
I wanted to build a business.
 
So what was the strategy that worked for me?
 
• I stopped selling tailored services.
• No more multiple packages for different budgets.
• And stopped trying to charge what I'm worth.
 
Instead, I developed a signature offer that could be sold in multiple ways.
 
A signature offer that was:

• Fixed in scope 
• Fixed in price, 
• Paid in advance
• Solved one problem
• And delivered the same outcome for everybody.
 
Allowing me to streamline our marketing, sales process, and our delivery.

Finally, every project is built on the last one
Rather than starting from scratch.

The expertise was productized.
 
Eliminating founder dependency, increasing capacity and profits, and scaling the business beyond me.
 
If you are coming in fresh, determined to grow your service business this year.

You've made sure to set boundaries to avoid burning out and keep things going.
 
Developing a signature offer is worth looking into.
 
What's strategy are you applying for 2026?

Founder @ Scaleyard | Helping consultants eliminate founder dependency | Scale your business without burning out

Making proposals was a big pain for me.

These 3 tools changed that.

For me, a proposal meant:
 
Lots of hours researching and guessing.
Lots of hoping that what would propose would work
Lots of guessing prices based on the value I felt they were getting
 
It was so painful for me that I procrastinated.
 
A lead would come in, and it would take me a week to build the mental capacity to make the proposal.
 
Until I developed a system that took me 5 minutes
 
Here are 3 tools that made it possible:
 
1. 𝗖𝗮𝗻𝘃𝗮 - it added design and made the document evolve. It made it look proper. 

I found a design I liked, adapted it to my brand, and restructured the document to match the flow of a sales presentation.
 
With the finished document, I had a template I could easily duplicate and adapt. This saved a lot of time. But eventually, I needed more automations. I wanted something that could integrate into my CRM.
 
𝘛𝘩𝘦 𝘤𝘰𝘯𝘴: back then you couldn't sign it here so you still need an extra step and extra tool
 
2. 𝗣𝗿𝗼𝗽𝗼𝘀𝗶𝗳𝘆 - this became my tool of choice. It has its own builder. It tracks where people spend their time. It gives you data on what's working and what's not. 

But more importantly, it made us look like a bigger and more established business.
 
𝘛𝘩𝘦 𝘤𝘰𝘯𝘴: they own all the data; if you close the account, you lose it all, as I did. You still need a CRM to manage your sales pipeline.
 
3. 𝗛𝗶𝗴𝗵𝗟𝗲𝘃𝗲𝗹 - the tool I use now. It's part of my CRM and payment collection process. 

Everything is one place together with my automations and email sequences. It just makes it super easy to track everything. And everything happens within one tool.
 
𝘛𝘩𝘦 𝘤𝘰𝘯𝘴: less customizable than Proposify (but that can be a good thing) plus no A4 size page, only letter so if they are in Europe and want to print it, the formatting will not look exactly as you planned.
 
In the end, what matters more is not how things are on your end, but on the way the client experiences it.
 
Think about the experience you want them to have as they interact with your business and make that the goal.
 
Developing this system took me months of testing and experimenting but I went from hours wasted, to under 5 minutes.
 
Now, the system will only get you so far.
 
If your offer is not clear.
If your positioning is not clear.
If your pricing structure is not clear.
If your sales call structure is not clear.
 
Making proposals will always take more than 5 minutes.
 
—
 
Today, we build this system out for clients when they book their Signature Offer Sprint with us.
 
In the Sprint, we focus on clarifying everything else too so that proposals do take 5 minutes, AND also have higher prices and higher winning rate.
 
DM if you want to know more about the Sprint.

It's harder to grow a consulting business 

than it's to scale it...

In an expert business like yours, 
growing further means:  

→ More calls  
→ More tasks  
→ More research
→ More delivery
→ More nights and weekends
 
In other words, more... YOU.
 
A couple of years into the business, and the pressure of a new client shows up.

New problem, new scope, new set of demands.  

You're not scaling — you’re starting from scratch over and over again.
 
And you know that path leads straight to burnout.
 
Here's the thing.

Most people confuse scaling with growing fast.  
They imagine chaos, complexity, and reduced quality.

They picture their current business, 
with more projects.
 
But real scaling?  

It’s doing one thing at a higher volume without sacrificing quality or control.
 
It’s packaging your expertise into a signature service  
→ one that can be sold in multiple ways  
→ without changing the scope every time
 
So every new client doesn’t mean new stress.  

It just means repeatable mastery.  
Deeper positioning.  
And marketing that compounds, not resets.
 
𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝘀𝗰𝗮𝗹𝗲:  
✅ You stop chasing custom everything  
✅ Your operations tighten  
✅ Your message sharpens  
✅ Your delivery gets faster and more refined  
✅ Your energy goes up, not down
 
And that’s why scaled consultancies grow faster.

Not because they hustle harder, 
but because each project builds on the last.
 
I was told services don't scale soooo many times, 
I actually believed it...

Until one day, clients were happy, projects got delivered, and I wasn't part of them.

Are you growing or are you scaling?

Most expert-led businesses suck at pricing their service
 
Here is how to stop wasting hours guessing prices
and taking projects that lose you money.
 
Stop looking at the market.
Stop selling to the market.

And instead, sell to YOUR market.
 
Most business owners start by looking at the market.
See how much others charge for a similar service.
And then try to deliver a little bit more for less...
 
I know because I was there.
 
I would jump on sales calls where I'm the third service provider they speak with that day.
 
So naturally, I would feel pressured to drop my prices to win the project.

A little bit more for a little bit less.
Not a good position to be in...
 
So what worked?
 
Everything changed once I was able to stand behind my prices with confidence.
 
That's when I stopped feeling the pressure to lower them because I knew that if I did, I might as well close the business.
 
Once you figured out your baseline price, you give yourself a floor you can't cross.
 
Ensuring your business stays "profitable” 
and more importantly, you keep your sanity.
 
I'm talking about the minimum price you need to charge so that delivering your service DOESN'T cost YOU money.
 
The amount that if you charge less, it doesn't make sense to sell the project anymore because you are working for the client for free.
 
In other words, you are subsidizing THEIR business.
 
Getting crystal clear on how much it costs me to deliver my service opened the door to a healthy and sustainable business.
 
Because suddenly, projects that used to look profitable,
it turned out they were losing money.

They only looked profitable because I wasn't including the cost of my work in delivering the service.

Why?

One word, fear.

I actively underpriced myself to win projects.
 
Because I felt that if I actually charge that much,
no client would pay for it.

And looking back, it's true.

If you increase your prices without restructuring your offer the value you provide will not change.
 
And if the value clients get from you is less than your price, they will NOT pay more.

So that's why I say, stop looking at the market
and look at your business instead.

Figure out how much it costs YOU to deliver your service and then price it accordingly.

Then focus on increasing the value of your offer so they feel it's a no brainer deal.

--

I'm working on a bot that helps you audit your pricing and business to give you an idea of how much you should charge to make it profitable.

If 10 people comment "AUDIT"

I will build it ;)

For a long time, I believed flexibility was key to growing my business.

When revenue felt uncertain, saying yes felt safer than saying no.
Different clients, scopes, and projects.

It looked like we were growing our portfolio of services.
In reality, it was a loss of control.

Every new project became an exception and every exception made quality harder to maintain.
That made the business depend on me more and more.

What I didn’t see at the time was this:

Businesses need standards, and you can’t standardize a business that’s too flexible.

Standards don’t fail because teams aren’t capable.
They fail because the business keeps changing underneath them.

I wrote about this in the latest issue of The Scale Memo, and why simplifying the offer was the turning point that finally made consistency, delegation, and scale possible.

👇 You Can’t Standardize a Business That’s Too Flexible

By the time business owners realize that hiring, delegation, and SOPs didn’t solve dependency, they usually reach the same conclusion: “If I want cons

Open article: You Can’t Standardize a Business That’s Too Flexible by Juan Guerra • 4 min read

You Can’t Standardize a Business That’s Too Flexible

For a long time, I thought my problem was sales.

If I could just close more deals… build a bigger pipeline… create more cash buffer…

things would finally feel easier.

What I didn’t see was this:

Every time delivery filled up, selling had to stop.

The business had hit its capacity, and I couldn't manage to continue selling.

That’s why cash flow felt unstable. That’s why growth felt heavy. That’s why more clients didn’t bring relief.

There was an invisible limit shaping everything, which, without managing it, it would have made me walk away from the business altogether.

I wrote about this in the latest issue of The Scale Memo:

“The Invisible Limit That Stopped My Service Business From Scaling.”

👇 Read it here

For a long time, I didn’t think my business had a growth problem. It was working. Clients were coming in. Revenue was there. And yet, something felt o

Open article: The Invisible Limit That Stopped My Service Business From Growing by Juan Guerra • 4 min read

The Invisible Limit That Stopped My Service Business From Growing

Want to future-proof your service business?
 
Build your moat with a replicable customer experience.
 
Most service providers are too stretched to think about customer experience.
 
They focus on delivery. 
Getting the job done.
 
But here’s the truth no one talks about:
 
Your offer gets them in the door.  
But it’s your experience that keeps them coming back.
 
The world is moving toward experiences, not just services.
 
That means the businesses that design a replicable and rewarding experience will:
 
• Build stronger brands
• Get more referrals
• Lower delivery + acquisition costs
• And increase lifetime value
 
But here’s the kicker:
 
Most think it starts with planning.
Or culture.
Or hiring “better” people.
 
It doesn’t.  

It starts with what you sell.
 
When every project stops starting from scratch, you gain the clarity to systemize your customer journey.
 
And when your experience is designed to scale, it can be delivered consistently… 

Without you having to be involved in every single step.
 
That’s what future-proofs your business.  

That’s how you build a brand, and a service that scales beyond yourself.
 
🔁 Clients come for the result.  
❤️ They stay for the experience.
 
Agree?

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The Battle

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Juan Guerra

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Engagements

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