How Mauricio Espinosa Built a Scalable Coaching Model That Works

In this episode of Career Coaching Secrets, host Kevin sits down with Mauricio Espinosa, founder of G20 Coaching and author of Let It Happen, to unpack one of the most important—and misunderstood—topics in coaching: how to price your services based on the life you want to live.

Mauricio shares a clear, numbers-driven formula that helps coaches calculate their ideal income by starting with lifestyle goals, accounting for taxes, and working backward to realistic billable hours. He explains why coaches sell time, how to design group coaching and training offers to increase leverage, and how transparency in pricing builds long-term trust with clients.

The conversation also explores Mauricio’s journey from veterinary school to financial consulting and global leadership coaching, the key differences between coaching, consulting, and mentoring, and why leadership and change are the foundations of sustainable growth. This episode is a must-listen for coaches who want to scale their business intentionally—without sacrificing impact or quality of life.



Connect with

LinkedIn: https://www.linkedin.com/in/coachmau/
Website: https://g20inc.net/
Facebook: https://www.facebook.com/G20Inc/

Transcript

Mauricio Espinosa 0:00

I'm gonna give you a formula right here. Everybody can develop this with their own numbers. Okay. How much is your lifestyle? How much you need a month on your lifestyle? Not your just obligations. You have your obligations, you have your likes, you have your desires, you have your dreams. Divide, like say, I want to have a much bigger house. That's gonna cost me whatever. Okay. Divide that by the number of months that you want to make the first payment so you can uh be comfortable paying the mortgage and whatever dreams you have. Once you define that number, and then you can say, like, okay, for me it's $10,000 or more a month or $20,000 a month, or whatever whatever money it is out there, and add to that number whatever you have to uh pay in taxes. Because usually what we think on the number is the net, okay? And that's very important. A lot of people always work with the net, and then when it's time to pay taxes, they understand that that was not what they were working with. Okay, once you say, okay, I need $15,000, expenditure money and probably a little bit of saving in that. So $15,000 is really about $22,000 a month. Okay. Then divide that by the number of hours you can bill a client. So let's say that you can bill realistically 22 hours a week. So you divide by 22 per week and then multiply that by 52 weeks of the year, and then then you know then you know kind of your hourly rate. That's what what what that will give you is your hourly rate. It's okay. This is my hourly rate. Now you can say, like, okay, it's too high or it's too low. And that's the trick part on this. That let's say that the hourly rate comes at $500 an hour. Then you go, like, it's too high. I don't think there's gonna be a lot of people that can pay $500. But I know there's people that can pay $100 an hour. Then you need to be working with five at a time.

Davis Nguyen 1:50

Welcome to Career Coaching Secrets, the podcast where we talk with successful career coaches on how they built their success and the hard lessons they learned along the way. My name is Davis Wynne, and I'm the founder of Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, and even $100,000 weeks. Before Purple Circle, I've grown several seven and eight figure career coaching businesses myself and have been a consultant at two career coaching businesses that are doing over $100 million each. Whether you're an established coach or building your practice for the first time, you'll discover the secrets to elevating your coaching business.

Kevin 2:22

Welcome to Career Coaching Secrets Podcast. I'm Kevin, and today we are joined by Mauricio or Mao Espinoza. He is the founder of G20 Coaching and has been in the industry for 22, 23 plus years, which is insane. Uh, there's a whole story behind that. He's also the author of Let It Happen. Welcome to the show, Mauricio.

Mauricio Espinosa 2:46

Thank you for having me here, Kevin.

Kevin 2:47

Yeah. You know, one of the first questions I like to kick off this podcast with is the origin story, the lore. Because you could have chose to be a ton of different things. You could have chosen to be a car mechanic. You could have a vet?

Mauricio Espinosa 3:02

I was gonna be a vet. Yeah. That's cool. I actually did one year of vet school.

Kevin 3:07

Really? How did you end up in the coaching realm then?

Mauricio Espinosa 3:11

You wanted a story, right? Yeah. There isn't a story. I love animals. My thought was like, I'm gonna be taking care of animals. So I went to study one year of vet to find out that there's sometimes as part of your job is that you need to put those animals to rest. And I couldn't do that. Uh so at that point I decided like this is not my path. Every time I'm gonna have to do that, um, I'm gonna end up adopting an animal. I'm not gonna finish with a zoo in my house. I decided then I went into business school.

Kevin 3:44

And how did you stumble upon coaching from business school then?

Mauricio Espinosa 3:47

So there's a journey in there, right? Um, going into business school, I learned you know, everything that you have to learn about how business grows, and you understand that everything is people, really. Everything that's behind any business are people. And uh, those are the ones that can make a successful business or a business to fail. It's not a strategy, it's not capital, it's people. It really is. It's how you work with them. So, first I start getting a lot of to learn a lot of the finance of a business. So I became a financial analyst first as part of the journey. Then my thesis was as a consultant for a construction company, how to make it more profitable. And through that, that's that that was like my first steps into consulting. And there is a difference between consulting and coaching and mentoring and guiding. There's there's very fine differences. I went into consulting, you tell the people what to do. That's consulting. Coaching, you ask the people how they could grow. So coaching is a lot of questioning and trying to make them understand what they need to do. So you guide them through questions. Mentoring is a little bit of telling them and questioning them. Mentoring is more about my own gig and what I know what to do and teaching you how to do that. If I'm a very good, let's say, pianist, I'm not coaching somebody to play the piano. I'm teaching them and I'm mentoring them in how to do it. You can coach almost on any um industry. Because what you're trying to do is you're trying to unleash the potential of the person by telling, not telling them what to do, but by teaching them how to find the right solutions. So there is a fine difference in each one of them. So anyway, I started learning, then I went into working with a company. They hired me as a financial analyst slash consultant. And as I was doing consulting, I learned that it was a lot easier to work with the people when they understood things in a different level. So I started doing a little bit of coaching without noticing it was coaching. And I'm talking back in probably '98. And that's when I stumbled into the British Coaching Association. And then I signed up for a coaching certification back then, probably I want to say it was 98 when I stumbled into that. And then many years later, I got my master's in coaching for leadership and change in Oxford. But so there's there's there's a journey into understanding where I was wanting to go. And now I do a lot of coaching on leadership and change. So those are my two um primarily focus. From there, you develop strategies, and if you're in a business, it comes all down to tactics and numbers and a lot of things that they're starting to develop. If it's on the personal side, then also you start developing a lot from there. At the end of the day, one thing that is gonna be constant is change. And the only thing that is gonna make change a positive outcome is gonna be leadership.

Kevin 6:57

Yeah. You know, it's really interesting because you it sounds like it was a journey to find your specialty. It doesn't sound like, you know, one day you wake up and it's like, oh yeah, I just want to do this. Can you tell me the pro the story about how you discovered, like, you know, that you wanted to focus on leadership and change and kind of the people that you help out too? I'm sure that's shifted over the years.

Mauricio Espinosa 7:19

When I start as a financial analyst, saying everything in the finance world or on the consulting world, and uh, let's go all the way back to the 90s, okay? Everything at that point is very black and white. The numbers say three, we need to accomplish three. So you need to make the people do three. I don't care how they feel, I don't care how much we pay, I don't care. It was almost irrelevant. And those were the things that start. I was they used to call me the why guy because I will say, why we do this, why we do it that way. I was challenging the status quo of the normal black and white consulting back then. It's strategy, it's the system, it's the process, and if the people don't adapt to the process, the people is wrong and the process is right always. And I kind of start challenging that. I didn't I didn't like that for some reason, probably because I was part of that system in the consulting company that I was working, that I was able to feel how my growth was upon a lot of steps. So instead of allowing me to grow faster, therefore help the company to grow faster, the system that was created, the system was pushing me down. Although their strategy will say the opposite. So there's a difference between strategy in a company and how the system and the culture of the company works. And a lot of times that's not in alignment. Many of the times there's no alignment in that. And I see that right now when I'm consulting, but back then I was feeling that. So I will go into companies as a junior consultant and I will challenge the senior consultant that I was going with, asking me questions about why do we want the system to stay the way it is if we do A, B, and C could benefit the company? And the answer was always, well, we already established the system. Let's not mess with something that we know is working. So there was confusion about what works. So we gave a lot of power to the tools available for the company and less power to the people. Uh so it was like the beginning of understanding uh human conduct within the company. Although we have these great theories about mass low and the motivation scales and all that, it was like more a theory when you will tell ask a manager, how do you use it? Oh, I'm a leader. These are the theories. But in practice, the pressure of the results that I reflect on a financial statement were more powerful. And we don't have time to understand how we get to that part. So going uh going into companies, and I remember one time there was this client that I think he's the one that pushed me because I still I'm I was still a junior consultant. And I turned around and I talked to the senior consultant about my opinion, and the owner turned around and said, Okay, Mauricio, I know you say something to him. I'm the one who's paying. Tell me that. I said, Well, sir, and and you try to play, you know, the young uh junior consultant, try to be respectful, like, I'm not sure that's what I'm conveying to my partner over here. Say, no, I want to hear it. Even if it's wrong, I want to hear it. So I told him directly what it was, and he liked it. And he questioned my partner at the time and said, why have we not done that? That makes a lot of sense. And so we start going through that, and we so to make the story short, in that we start implementing a lot of changes within the way the people work and the culture work, at the culture of the company. And we start understanding that it was not that they didn't know what to do, because that many times you find this in coaching, I'm sure everybody finds this. It's not that people don't know what to do, it's people that don't know exactly what time to do it. So timing in coaching is very important. Uh, and coaching is you coach somebody on things that they already know. If you look at a football coach, the football if you become a football player, NFL player, the football coach is not gonna teach you how to play football. He's gonna coach you how to be better in business in life. That's what we do. We coach people to become better in what they already know what to do. So sometimes we have to send them back to practice, to training, to go, okay, you want to create better strategies, you first need to know strategies. So why don't you take a course on strategy so we can coach you on that? Otherwise, we're gonna spend a lot of time into teaching you how to do this. So then I'm not coaching, I'm teaching.

Kevin 11:56

That's a great analogy, I think. I I personally watch a lot of uh MMA and stuff. And like a lot of the techniques and stuff, most MMA like pro UFC fighters, they all know, right? But the coach is there to help strategize and all that too, just to help them become a better champion and all that too. And so it's really interesting. Now, since you're a coach, right? And I know you're talking a lot about your earlier when you started your business. How did you kind of discover like who do you help today? Do you notice any patterns with your ideal client profiles and all that?

Mauricio Espinosa 12:31

Yes. Um, so the company that hired me to come to the United States, it was a consulting company, just straight consulting in finance. They one of the reasons was to develop the international division. So that was the reason I came here to help develop the international division as a financial analyst. I grew with them into becoming the manager of the international division. So I was opening different countries with the same concept of consulting. But it was going slow to the normal speed of consulting back then here in the US. So the company came to a point that said, like, you know what, now we're not growing at the speed that we want. We're not getting the numbers that we want with the company. So we're thinking we might be close in the international division. Okay. And at that point, I said, Well, why don't you sell it to me? Why don't you sell that international division to me? And so I actually bought out that international division from them. And with a non-compete here in the US on whatever was that consulting and analy analysis that I was doing. So I was basically my market became the rest of the world. Like outside the US, you can do whatever you want. Here in the US, you can't. So I had that non-compete. Yes.

Kevin 13:45

What gave you that idea to buy it, uh to buy it out? That's so interesting. Because that's not the first offer.

Mauricio Espinosa 13:51

One of the things that I was doing with the company was doing mergers and acquisitions. So was was analyzing companies and uh consulting companies into acquiring or selling their own businesses. So it was something that's something that is always on uh on my head, right? It's a good opportunity. I didn't have money though to buy it. But you know, asking doesn't cost anything. So the moment they said okay, I says okay, so we decided a price, and they told me it was very nice price. They thought I was bluffing. Here's the thing they thought I was bluffing. They said, okay, but you have 24 hours. And it was the time that banks will lend you money over your so you can basically have a double mortgage. So I I I went to the bank and then my mortgage was like 180% of the value of my house. Oh wow. But I was having a house and a business at the same time. So the bank actually lent me the money and I came back and I bought the uh so I already started my business with a set of clients that I was working with them, and I just had to become very creative with all the support that it was needed to do and everything.

Kevin 14:57

What was going through your mind at the time? Was it like excitement? Was it fear?

Mauricio Espinosa 15:01

Was it a mix of I was scared to shit? I was scared as heck, but at the same time, there was a lot of excitement. Um so you understand when you start doing that, that your level of accountability to yourself increases by the thousands. And when you're working with a company, every mistake that you make doesn't necessarily get reflected in your paycheck. So you're learning because mistakes are part of the journey, right? We have to make mistakes. Otherwise, we don't learn. We don't learn on successes, we learn on mistakes, we learn on failures, we learn on stumbles. That's where the real lessons are. Every time you win and every time you have a success, there's not that many lessons there. It's just the reflection of a good job. That's what it is. So you're scared of, you know you know you're gonna fail, you know you're gonna make mistakes. So the reason is the question becomes how fast can I learn about this? How fast can I recover? How res, in other words, how resilient I can be, right? So I was scared of that. Because when you have your business, a failure like that or a mistake like that, it reflects right away on the income of the company. And if you at that point I was just me, right? I was me. Uh that, but if I had anything that would lose money to support my home, and you're very much depending on every single penny to do that. And there were months that they were tough. So you start scaling uh your practice. So one of the things that I learned, I said before, sometimes for you coaching, you have to send them back to training camp. Okay, so I develop a training camp. So I started looking like, okay, I have a lot of managers or a lot of business owners or a lot of leaders that don't know specifically, let's say, on forecasting. So instead of just coaching you how to forecast, basically teaching you how to forecast, I will develop a training in forecast. So say, okay, let's start doing so. I start having a line of very specific seminars that there are some coaches around here that are listening to this. Um, if you want to coach, you coach on upon the things that people know. We talk about uh the sports MA. Uh I have coach uh athletes that have gone to the Olympics. Uh it doesn't matter. You're coaching them up here in how to do their things better, right? Sometimes you have to send them back to the training room. Yes. So if you create your own training room also, that gives you a different source of revenue on one side, but at the same time, you're teaching also under the philosophy of what you want to coach.

Kevin 17:33

Oh, I see. So you're kind of teaching them uh so you have the coaching aspect, but then you also have like the the consulting arm or teaching them the techniques and tactics as well, from what it sounds like. Yeah. Oh, that's so interesting. That's so cool. And this was the birth of uh G20, is that right? It was the birth of G20. Now, you know, you also mentioned that you had a set of clients, right? But obviously, like you can't coast on those clients forever. You obviously want to grow that business to the G20 as well. So let's talk about like marketing. Like, I'm kind of curious, how did you like what kind of marketing?

Mauricio Espinosa 18:12

Let me tell you, there's two things over there. Yes, you can coach forever. The answer is yes. The average retention coaching client that I have is 23 years. Wow. I've been coaching now. I'm coaching in I'm starting to coach the second generation of some of my clients.

Kevin 18:27

Wow, that's so interesting. And what's the second thing?

Mauricio Espinosa 18:30

So uh so the first thing is yes, you can coach, and the second thing is marketing. If you do a good job, word of mouth is the most impressive marketing you're gonna have. And I really want you guys to think about this. If you're coaching somebody, what point you decide or the client decide that the coaching is done, that there is no more coaching to do? Where is the end line on coaching?

Kevin 18:55

Assuming that there is like a desire for growth, potentially it's infinite. Well, unless you die, but yes.

Mauricio Espinosa 19:02

So there is no reason to finish the coaching. Now, that has to do with the narrative, that has to do with the plan set, that has to do with many little factors. But if you're thinking like, okay, I'm gonna be coaching and coach it like myself, I coach leadership and a change, right? At what point a leader believes he has become the leader that doesn't need to grow anymore?

Kevin 19:25

At that point, he's not a leader anymore. I guess the other question I have in my mind is like 23 years, like if your average client is 23 years, right, so far. Sure, the desire for change could be there, but what makes someone want to continue with yourself? There's a few reasons I have in my head, but I'm curious about your experience.

Mauricio Espinosa 19:44

Well, is the model I I I think a lot of it is the model that I have created for coaching. I see. So the the model is very important. I think the model has a lot to do with it. Because it's not a model it it's a model of best practices and benchmarks. So what when when I'm coaching, G twenty refers to uh twenty groups of twenty. Okay. Although I do individual coaching, I do a lot of group coaching. And this group coaching, what it does is I I I I bring people as a group with uh similarities to be growth. So so that group becomes like a like a little brotherhood if you want to.

Kevin 20:24

Like a mastermind.

Mauricio Espinosa 20:26

So what we do is we meet together uh three times a year, and then we do a lot of Zoom calls and video conference about specific topics, and that they are helding themselves accountable in their growth. So it's not that you're just going coaching to to one person. Now you have a group of other of other Kevins that they're doing the same thing as Kevin, right? Where they're telling you what they're doing to increase either revenues, to increase their presence, or to have a better marketing, or there's there's so many topics if you're talking uh uh as a business or as individuals, then that creates a system that almost works by itself. And uh it's like you're going to the gym, you know, you you buy a and we work on memberships. So if you go to the gym, at what point you stop going to the gym? Stop what what point you stop going to to a doctor. Or so there's this there's this concept that if you are gaining what you're paying for and you make it affordable also at the same time, it's almost like a no-brainer to be part of that community. So the way we're we're working is I try to create a community of people with this desire to grow. And once they belong to a group, they very rarely want to change or move out of the group because they can see the power of that group, where today, like I say, I'm moving into third generation. That the grandpa is telling the kid, uh the his grandkid, like you have to stay in this group that it was good to me for four years, it was good for your dad for 15 years, now it's gonna be good for you.

Kevin 22:05

Yeah, it's really interesting because when you said word of mouth has really worked for you, I think knowing your business model and knowing that you have a long retention for that. Like one of the things I noticed with word of mouth is like, or referral-based businesses is that is that you can't really control the deal flow, right? Like, sure you can influence it by asking for referrals and stuff like that. But one of the things I've noticed is that there's not a steady flow of clients, but you've got a huge amount of uh if you have good retention through your model, right? You don't need to worry about the ebbs and flows of the deal flow, I guess, or the lead of generation. Is that right?

Mauricio Espinosa 22:44

That is you start having one of the best problems a business owner can have. And he's like, I can't take any more clients. I see. I have to grow into my coaching body. So I have to start developing coaches within G20 so we can grow. Because every person, like everyone is gonna have a limit. How many clients can you really take care of? Yeah, I and it's very important that really to say to have how much income you want to create for your lifestyle that you want without jeopardizing the relationship and the outcome that you give as a provider, right? Because we're providing a service to them. Yes. Because like any doctor. A doctor has any amount of patients that they can see. We also have a specific amount of people or companies that we can be coaching. There is time, we sell time. That's what we sell, we sell time. So then at that point, you have to start growing your practice and you have to start bringing coaches, and you have to start certifying the coaches in the methodology, into the philosophies, into the way to do things. And then we start we're able to start creating more groups and we start coaching on that manner. Now that that can really scale very fast because you have the group as your base, but then you have all these people that sometimes they want to do something specific, then you have a sideline of direct coaching with one of them, or to their companies, or to I mean, there is so many, there's so many branches that can come out of that.

Kevin 24:11

Two questions. Well, let me ask the first one, right? I know that you do group coaching in groups of 20 people, but how many people do you feel like are how many people, how many clients are you working with at the moment? Because I'm really curious because you scaled this business to multiple like six figures uh per month, right? And so I'm just wondering how many people, clients do you kind of serve service and how do you handle that capacity as well?

Mauricio Espinosa 24:36

So I have a group right now of uh seven coaches with me. Um and we have about almost, I want to say about 400 clients working consistently right now.

Kevin 24:50

Yeah. And my second question for you, too, since you're talking about the question, the best problem in the world of hitting capacity. You know, I know I notice a lot of coaches, they struggle with like pricing. They don't know what to charge, how to package it, the initial numbers, right? To quote someone, I guess. Of course, you don't, Mauricio, you don't have to give any hard numbers, but how do you think about pricing? Because earlier you said you want to make it affordable and stuff. And how did you kind of structure your pricing? And what were like, are there any key lessons that you kind of learned that shape that perspective today?

Mauricio Espinosa 25:24

Well, for me, I'm gonna give you a formula right here. Everybody can develop this with their own numbers. Okay. How much is your lifestyle? How much do you need a month on your lifestyle? Not your just obligations. You have your obligations, you have your likes, you have your desires, you have your dreams. Divide, like, say, I want to have a much bigger house that is gonna cost me whatever. Okay. Divide that by the number of months that you want to make the first payment so you can uh be comfortable paying the mortgage and whatever dreams you have. Once you define that number, uh, and then you can say, like, okay, for me it's $10,000 or more a month or $20,000 a month, or whatever whatever money it is out there, and add to that number whatever you have to uh pay in taxes. Because usually what we think on the number is the net, okay? And that's very important. A lot of people always work with the net, and then when it's time to pay taxes, they understand that that was not what they were working. Okay, once you say, okay, I need $15,000, expenditure money and probably a little bit of saving in that. So $15,000 is really about $22,000 a month. Okay. Then divide that by the number of hours you can bill a client. So let's say that you can bill realistically 22 hours a week. So you divide by 22 per week and then multiply that by 52 weeks of the year, and then then you know then you know kind of your hourly rate. That's what what what that will give you your hourly rate. It's okay. This is my hourly rate. Now you can say, like, okay, it's too high or it's too low. And that's the trick part on this. That let's say that the hourly rate comes at $500 an hour, and you go like it's too high. I don't think there's gonna be a lot of people that can pay $500. But I know there's people that can pay $100 an hour, then you need to be working with five at a time.

Kevin 27:17

That makes sense.

Mauricio Espinosa 27:18

Then how can you scale to have coaching sessions on groups of five? Or that's where the training part comes in place. And you say, okay, out of my 22 hours, $500 times 22 hours, okay, this is how much I need to make a week. Okay, how can I divide that between training and coaching? Because in training, I can have 10, 12 people within the hour. So my training seems like it's cheaper, but I'm always looking for the amount of people that I need. So what I'm really looking is for my hourly rate. There's one thing that we need to remember as coaches. Okay. We sell time. We sell time. The coin that we use is knowledge. So they want to hire us because our knowledge, our experience about how we can help and guide people, and they're gonna pay us by the hour or by the minute. When I start doing in 2008, after the uh financial crisis, I had to start charging by the minute, not by the hour. I will do a Zoom call of 12 minutes, I will charge 12 minutes. And I will tell the I will tell my clients, like, you know what? If it's gonna take us 12 minutes, I'm gonna charge you 30 minutes. You're gonna say we start at 11 and we finish at 11, 12, you owe me 12 minutes of my time. Transparency became very important because that creates credibility. They they they start trusting that you're not gonna over overcharge them or undercharge them. And then, you know, the more results you show them, that's very important. You know, some people that do coaching because they like the name coaching, but they don't that they they they they never learn the gig of coaching. Uh there's a little bit of that. If I'm gonna start coaching you, Kevin, I need to have a diagnosis of where Kevin is right now and where he wants to be coached, where he wants to go. So there is a methodology in coaching, I'm sure everybody knows the grow methodology, right? Goals, reality, options, and will. And with that one, in your first session, you need to understand where the person I'm coaching or the company I'm coaching is at, and then I have to keep the growth of that person in charts so they can see how they're advancing. If I just keep it as conversations and I don't do my homework at office, my office work, you know, then you're gonna start losing the momentum because then it happens what we talked earlier. Then I'm gonna think I'm done with this client, or the client is gonna think, okay, I'm done. And then you show them a chart of their growth and say, you really want it, you're really done? Look what's happening over here. Now, if you keep that in front of the client every X amount of sessions, or the group, however you're doing it, then that creates a very specific type of motivation. And what I say very specific is because there's a psychology effect on when you see growth versus when you feel growth. You know, I can get used to. If you start just feeling it, you get used to. But when you visualize it, then you don't want to stop that trend.

Kevin 30:17

A few thoughts, and then we'll move on to the next question. I'm very curious about the perspective on this because I've heard multiple different thoughts about pricing strategies and stuff. And some I it's it's really interesting because you prefer the hourly, uh kind of like calculating the hourly rate. What are you ever experimented with like, or what are your thoughts about people who talk about like value-based, like coaching, price anchoring based off the value you provide to someone? For example, about the 12-minute thing that you're talking about, right? Like if a plumber comes in and takes 12 minutes to unplug the toilet, right? But it costs like a lot of money. The classic example is like, well, you know, I spent, I don't know, 12 like X amount of years learning how to do this really well, right? And I should be compensated for that value that I provide, right? Or another example, like in sales and marketing, a lot of people will charge for the multiplier that you kind of uh like a percentage of the value that they create and all that. What are your thoughts about that? Or do you feel like it's irrelevant to coaching?

Mauricio Espinosa 31:21

No, it is very relevant. That's basically what I was telling you. Because what I want to do is one thing is me as a coach, I know, let's say I know my hourly rate is $500. Right. I see. Now, how how can I translate that into what the client needs to pay? I can do memberships, I can do um again, kids, I can do um, I can do different ways of putting it in front of the client, you know? That way I just know I need I just know for me to make my date worth, my hour has to bring $500 any shape or form.

Kevin 31:56

Got it. That's so it's kind of like going to your floor. I see.

Mauricio Espinosa 32:00

And then there's some days, there's some days that you can finish saying, like, man, my hour today was a thousand dollars for the type of programs that I sold.

Kevin 32:08

Yeah.

Mauricio Espinosa 32:09

And there's days that if you used average, you go like, okay, today my hour was 50 bucks. You say uh you have to keep in mind, again, you're gonna have hours, and that's why I say 22, because you're gonna have hours of desk work, of admin work, of marketing work that doesn't bring you money immediately, but you have to learn how to capitalize that later on. So if you say, like, okay, I work 40 hours, I'm gonna divide it by 40 hours, you're lying to yourself because you're not 40 hours in front of clients. And if you are 40 hours in front of clients, then who's doing the rest of the job?

Kevin 32:44

I see. Very interesting. I want to switch gears here. One of the concepts that you're talking about was you specialize in change and leadership and this kind of like uh infinite game of growth. And it's really interesting. And your I guess your career now, you've been in the game for quite a while. I'm kind of curious, where do you want this coaching business to take in the next few years? Do you have desires to scale more? Do you want to grow your team more? Do you have secret dreams that no one knows about? I would love to hear about that. Well, if there's secret, they're gonna stay secret. That is true.

Mauricio Espinosa 33:16

No, there's, you know, let me tell you a secret, but don't tell everybody. But we're here in the podcast. Now, there's a lot to be done still. Uh we came with a new, it's not new, it's really the leadership methodology framework that I've been working for many years. And then I finished the book recently, the Let It Happen book. And the next steps is I'm gonna be certifying coaches into the letter happen methodology. And we're gonna create a whole ecosystem around it. And so we can coach the coaches, we can certify the coaches, uh, so they can go and work with people. We're gonna give them all the uh business part to not just the methodology, but how to how to do it. But at the same time, we're gonna be doing a lot of the benchmarking and the best practices within those coaches that they're gonna be certified so they can keep learning um uh within themselves and understanding how things are working better. Uh, we have a group already set up with um uh they're gonna be coaches from uh, I think there are 14 different countries that they're signing up to be certified. We did a little testing in Germany this year, back in September, and uh everybody that came to that one-day workshop, everybody sign up for the certification. You have to be a coach, you have to have at least seven years of coaching experience proof with invoices. We need to know that you're doing this for a while, so you can scale up your own business and you can grow with it, and then you can see what's happening not just in one part of the world, one city, but really all around the world, because at the end we're working with humans, right? And uh the way that human conduct works is very interesting, very similar. It's just how cultures can push to one way or push to the other. That's the big the biggest next step. Start doing certification, bringing those 25 years of experience of coaching into what growth capacity to have coaches deliver this in different places.

Kevin 35:18

As you're thinking about building out this well, as you are building out this certification, something that comes to mind, right? Like, especially on Instagram and social media, it's always easy to see the highlight reels of things going really well. But I'm very curious about some people call them challenges, but I like to think of them as growing pains. Are there any like growing pains that you're kind of noticing in this season of business right now? Like kind of anything unexpected, I guess.

Mauricio Espinosa 35:42

Yes. I mean, there's we when we talk about change, there's two types of changes, basically. The one that comes and slaps you on the face and tells you, here I am, and then you're just reacting. And the silent, the silent one, that it just comes inside and it just takes time. And also, like, you go, like, what is happening? One day you just wake up almost and it's like, what's happening here? That's the kind of change we're living these days. It's a silent change. But it's as powerful, honestly, it's as powerful as the change we live through COVID. That we're gonna see a lot of big outcomes out of this: the economy, the tariffs, artificial intelligence, geopolitical moves, geoeconomical moves. If you look at all these things, small, big things, but on a small scale, when it comes to the to the average person on the street, it doesn't seem like it's affecting you, but it's affecting you so much that all of a sudden, if you're a small business owner or medium-sized business owner, and it depends on which part of the economy you're at, is affecting you more or less, but it's affecting you nevertheless. If you're an employee, if you're a director, the way you're strategizing. So it's a silent change that people are not recognizing yet, and they're not reacting. So we're still trying to lead and forecast and plan like it was two or three years ago. That's crazy. I mean, to 2025 was a very challenging year for many business owners, no doubt.

Kevin 37:09

Yeah. Yeah, it's kind of insane. Like, even the last year, like with the rise of AI and all that, it's changed the game kind of interestingly enough. I'm kind of curious, like, with all these changes, how is it impacting how are you thinking about your business? Like, do you feel like I don't know, how are you guys preparing personally for your business right now?

Mauricio Espinosa 37:30

Well, as a coach, what we like is problems. What we like is chaos. What we like is complexity, because that's what that's what gives us value to be coaching, right? So, what are we preparing? We are understanding all these things. I make sure that my coaches understand everything. We're we keep learning every time. We keep uh making sure that we understand these trends and we understand where we can find the alternatives, because some of these ones are wicked problems, so we're not gonna have solutions. So we need to understand which was our wicked problems, which was our problems, which was just threats, and understand our theories behind it so we can be more in tune with our clients. And so there's a lot of again, we sell time with the knowledge that we have. But what are we trying to achieve when we're coaching somebody? Their growth. And their growth, what are the blocks of the growth? It's either you know your internal narrative, but why the internal narrative is changing, what's the external factors that are affecting your internal narrative? So on you start kind of putting all this into perspective, and you can narrow it down to a to a model that we can go like, okay, these are the factors that are affecting the outside. Okay, so now the inside, which we work with the inside, these are kind of the areas that we can work a lot better with our clients. So the moment we understand what's happening in the world, how's that affecting to the per to to an organization or to a person, then we are better prepared to coach that person because we have the tools available to put to the clients so they can understand what to do and how to grow. So if you are right now looking at the world, I believe coaching, coaching business is one of the ones that has the most potential of growth.

Kevin 39:25

Last question for you, Mauritiel. How do people find you and connect with you?

Mauricio Espinosa 39:29

Well, we have uh we are in all of the social medias, uh, Instagram, Facebook, TikToks, LinkedIn. Um, you can find me in let ithappen.net. That's where you can also look at the book and uh look at uh how that certification is gonna come. Uh, you can go to maospinosa.com. You're gonna find my personal website over there, or you can go to g20inc.net uh to learn more about how the business is working and shaped and all that kind of stuff.

Kevin 39:58

Wow. So from that. Mau. I actually used to be a pharmacist, so I have really bad writing. And I'm looking through my notes right now, trying to decipher what I wrote down. But here are some of the highlights that what really stuck out to me. It's like, one, I thought it was so interesting to hear your initial path as a vet and how that transformed into business consulting. And then eventually you bought like you buying that business too, which was pretty insane. Just kind of shows how crafty you were, even in your younger years. And then also like I loved the tactical that you had of like the pricing and stuff too that you provided us as well. And then what was also really interesting, the general theme of like change is always gonna happen. And it doesn't always have to be I think sometimes like when I talk to people about AI, they're like doom and gloom and all that sort of stuff. But I thought it was very refreshing to see like um these timeless principles of change is always gonna happen is how we like react to it that I felt was like helpful for the coaches listening to this as well. Anyways, oh yes, and the last thing too, uh I'm gonna add a fourth thing because this one really stood out to me. As someone at your I don't want to say your age, but your uh your season of business right now, it's very inspiring to see that you want to do so much more. And I think it's like usually when people get older, I see people try to wind down and stuff, but it's really it's really refreshing to see someone like yourself do want to do so much more. Anyways, that's my long-winded way of saying I appreciate your work matters. And just thank you so much for generously sharing your time, your stories, and wisdom on the podcast today. Thank you so much.

Mauricio Espinosa 41:41

Thank you, Kevin, and thank you to everyone.

Davis Nguyen 41:43

That's it for this episode of Career Coaching Secrets. If you enjoyed this conversation, you can subscribe on YouTube, Spotify, Apple Podcasts, or wherever you're listening to this episode to catch future episodes. This podcast was brought to you by Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, or even $100,000 weeks, all without burning out and making sure that you're making the impact and having the life that you want. To learn more about our community and how we can help you, visit join purplecircle.com.