Over the last 10 years, I’ve helped successful business owners and entrepreneurs to create ultra successful, high converting webinars (8 Figures or more) of their products and services.
The reason I’ve been able to do this is because of my background in Computer Science, technical consulting, and my studies of how people think and behave.
You see, I used to be a Senior Manager for the Big Five consulting firm Ernst and Young. I have a Masters in Computer Science and am a certified Unix Administrator, SAP Technical Consultant, Oracle DBA, and MIcrosoft Certified Systems Engineer.
When I was working with Ernst and Young, I got assigned to some HUGE and very complicated SAP implementation projects. SAP is the German equivalent of Microsoft.
They basically created a very complicated but comprehensive software that consolidates everything that big companies are doing with MULTIPLE software programs into ONE.
I was one of the FIRST to LEARN SAP and get Certified by their German headquarters as I knew it was going to be in extreme demand and I could command premium rates for implementations.
Typically when a large Fortune 100 company decides to IMPLEMENT SAP, they hire a firm like Ernst and Young and it usually takes about 300 consultants and at least 3 years to complete. Plus around 100 million dollars as each consultant is billed out at an average of $350 per hour.
The reason is because most companies are using 250 to 300 DIFFERENT software systems to run their business and NONE of them TALK to each other.
SAP solves this problem but you have to extract the DATA from all of these separate systems and IMPORT them into SAP, which can be very tedious and time consuming.
But once it is IMPLEMENTED, the company’s processes are all INTEGRATED and it actually SAVES them multiple millions of dollars and allows them to MAKE more revenue because they are being more EFFICIENT.
Over the course of 10 years, I worked on some of the LARGEST SAP implementation projects in the world, both with Ernst and Young, and my OWN consulting company, including Union Carbide, Reliant Energy (the Light Company of Houston), Enron, G.E. Capital, The Coca-Cola Corporation, and Florida Power and Light.
What I learned at Ernst and Young was the importance of BEST PRACTICES.
They had a huge database of project plans of OTHER successful SAP implementations and best practices for hardware, technical architecture, networking, and software landscapes.
So when we started a NEW project, we didn’t have to start from SCRATCH, we could simply download the master project plan from the LAST implementation and then modify that according to the new client’s specifications.
This sped up the implementation and saved the CLIENT lots of consulting fees.
My job as the lead Technical Architect was to install SAP on all of the Unix servers, UPGRADE SAP as required, and manage all of the software revisions and changes that went into PRODUCTION.
On every SAP project we had a landscape of servers like the following:
Sandbox -> Development -> Quality Assurance -> Production
The Sandbox server was where you could try anything that could possibly BLOW UP. New developments, bug fixes, new custom code, etc.
And since it was the Sandbox, it wasn’t a big deal, as it was on a separate network and not connected to the other servers.
If it DID work, then you could get it approved to be entered in the Development server.
Once it passed the tests in the Development server, then you could get approval to TRANSPORT it to the Quality Assurance server.
We had a TEAM of change management consultants that would ensure that all tests were done in the QA Server BEFORE they were approved to ultimately go to Production (the live server that was running the whole business).
If the change was approved, then it was scheduled to be moved into Production, usually at a very slow time, around 3 o’clock in the morning.
This whole process of making ONE change (like adding just a semi-colon to a line of CODE), would typically take around 8 WEEKS.
Plus we had back-up strategies in place in case the change caused problems, we could back it out and not affect Production.
Any problem in Production would mean losing millions of dollars every minute it was down or not working so this was CRITICAL.
On my last project at Florida Power and Light (the electric company of Florida in Miami), I was assigned to lead the UPGRADE of their SAP system to the latest version, 4.6.
I was the only one in the world who had DONE this particular upgrade (at Coca-cola), so I already knew all the BUGS, all of the TIMINGS, and had a 28 page project plan on every single STEP down to the SECOND.
The upgrade of an SAP system takes around 48 hours and involves dozens of people to do THEIR parts.
You have to have Payroll involved, Accounting, Sales and Distribution, all of the Power Plants, and this requires a LOT of coordination.
I started the upgrade on a Saturday at 2:00am at the Florida Power and Light office in Miami.
I kept running it and every step was completing successfully and right on time as I had in my plan.
At 2:00pm the next day, the upgrade was in a phase that took 2.5 hours (database import), so I LEFT the office and drove to my HOUSE in South Beach to monitor and run the upgrade from THERE.
You can run the upgrade remotely and I had already tested this and done it successfully at Coca-cola.
The problem was that the big boss at Florida Power and Light wasn’t AWARE of this.
He saw that I wasn’t in the office and FREAKED out.
He called me on my cell phone and said, “Where the hell ARE you?”
I said, “I’m at home”.
“WHAT?”, he said.
Yes, I’m doing the upgrade from here.
“You’re at home doing this 300 million dollar upgrade in your UNDERWEAR?”
I laughed and said, “Well, I’m NOT in my underwear but YES”.
I explained to him how I was running it remotely and there was no sense of me staying in the office, especially since I hadn’t eaten and could do the same things from HOME that I could do in the office.
“What if something goes WRONG?” he said.
It won’t, I replied. Upgrade is completing perfectly and we are right on TIME.
He finally cooled off and let me go so I could FOCUS.
The complete upgrade finished without ANY problems and the next day at the office I was basically a HERO.
But that was because of MONTHS of planning, testing, and PERFORMING the exact SAME upgrade in the Sandbox, Development, and QA Servers BEFORE even THINKING about touching PRODUCTION.
What is the POINT of this post?
Well, I now see a lot of people offering cookie cutter programs teaching newbies how to do webinars.
I saw one the other day that said, “I’ve done 83 webinars in the past year”.
Well, I’ve upgraded Coca-cola’s financial system.
I’ve done over 7 THOUSAND LIVE WEBINARS.
You don’t get RESULTS from a cookie cutter webinar video training that includes ebooks and pdf’s that sells for $997.
You have to approach each webinar like a PROJECT, just like I did with SAP.
You don’t just throw one together and go LIVE.
There’s a whole process similar to using a Sandbox, then migrating to Development, the QA, BEFORE you go live.
The way my approach is DIFFERENT is I work with each client INDIVIDUALLY and I also focus on helping them to sell ULTRA HIGH END SERVICES without strategy sessions DIRECTLY from the webinar.
My two last 8 Figure Webinar Project clients who engaged me made 1.2 million and $560,000 respectively from their FIRST webinar that we did together.
That’s because I created a formula to sell year long MASTERMINDS and MENTORSHIPS without the BELIEF that you have to indoctrinate prospects FIRST with a front end program.
So here’s MY offer to YOU.
If you have a high ticket offer and you would like to create an ULTRA successful webinar, one that will generate 8 figures or MORE for your business this YEAR, I have space for ONE new client.
Minimum ROI you can expect is 300% from your investment with me.
If you want to think BIGGER than 7 figures and would like me to help you IMPLEMENT an 8 Figure Webinar Project with you, with an impeccable focus on DETAIL and PERFECTION.
Give me some info about yourself here ->
I look forward to working with you on YOUR 8 Figure Webinar project.
All the best,
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