Inside a Mastermind Built Around Hitting $1M a Month

This Is What A Mastermind Dedicated To Hitting $1M/Month Looks Like

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Author: Jeremy Haynes | founder of Megalodon Marketing.

Published April 20, 2026

Earnings Disclaimer: You have a .1% probability of hitting million-dollar months according to the US Bureau of Labor Statistics. As stated by law, we can not and do not make any guarantees about your own ability to get results or earn any money with our ideas, information, programs, or strategies. We don’t know you, and besides, your results in life are up to you. We’re here to help by giving you our greatest strategies to move you forward, faster. However, nothing on this page or any of our websites or emails is a promise or guarantee of future earnings. Any financial numbers referenced here, or on any of our sites or emails, are simply estimates or projections or past results, and should not be considered exact, actual, or as a promise of potential earnings – all numbers are illustrative only.

Four times a year, something remarkable happens. A group of high-performing business operators meets in person at my flagship program mastermind events with one main intention: to put our heads together and create centralized intelligence.

We share what’s working, what’s not, which software performs, and which AI strategies produce results. We highlight specific case studies and strategies that members are actively executing. At this particular event, we recognized six businesses that hit significant revenue milestones. They took the stage and shared exactly what worked, exactly what didn’t, and gave us actionable insights. Between sessions, we worked to learn from one another and build real connections.

Why Being Around Other Operators Changes How You Think About Your Business

When we ask members what they gained from the event, they typically mention one or two key insights they picked up from someone on stage or in conversation.

But the most profound thing we hear repeatedly is that everything feels normal. Possible. Real. Whatever level they’re at—even the biggest operators—they all end up feeling smaller. That strategically allows them to position themselves to go bigger as a result of feeling small.

According to research on peer influence in business environments, proximity to other high-performers significantly impacts decision-making and goal-setting behavior. Proximity profoundly affects your psyche and makes everything feel more possible when upwards of 150 people are all doing similar work, making more, making a little less, making it in different ways. It normalizes success because most of these people don’t see this in their normal day-to-day environments.

At this particular mastermind, I opened my talk with something I observed among everyone at the highest and lowest earning levels: identity. How characteristics, traits, beliefs, perspectives, and other factors can either limit you or propel you to the next level.

How High Performers Practice Detachment to Move to the Next Level

One consistent pattern among high-level earners is their willingness to strip down who they currently are. You generally can’t carry forward your current self to the next level. The next level requires a new version of you—an iteration of self.

Top performers practice the art of detachment. They refuse to hold onto anything that might not benefit them anymore. No matter what it is. A habit, a thought, a belief, a perspective, a way they dress, what they wear. Anything.

They detach from any specific thing they believe needs to transition into something that can benefit them more. It’s remarkable to witness.

How One Business Owner Brokered an Exit Deal in a Different Niche

Results are not typical. Your results will vary and depend entirely on your individual capacity, business experience, expertise, and level of desire. There are no guarantees concerning the level of success you may experience. The testimonials and examples used are not intended to represent or guarantee that anyone will achieve the same or similar results. We don’t believe in get-rich-quick programs. We believe in hard work, adding value and serving others. As stated by law, we can not and do not make any guarantees about your own ability to get results or earn any money with our information, courses, programs, or strategies.

One member became our first to earn from a single deal—one of the more interesting trophies I’ve ever given out.

To be clear, this operator has a business helping people become CFOs. This award had nothing to do with that. He had someone inside that offer who owned an ecom business doing somewhat well. The store owner wanted to give up and pursue other ventures.

The operator was shocked. He offered to help sell the business in exchange for a percentage. He structured the deal so that if he got a dollar above a certain threshold, he would receive a much more substantial payout. He ended up securing a significant exit for the owner and earned a substantial payout within a 30-day period from one revenue source.

We heard how he brokered this deal, the circumstances around it, and he gave us a breakdown of how to sell a business and position it to exit.

What Makes a Business Actually Sellable According to M&A Advisors

The operator shared that developing better operations is critical. If you disappeared for a couple of months, would the business still run? Would it still exist? Would social posts still go out? Would email still go out? Would your sales team be managed? Would people still get paid?

If you can’t step away, no one else can step in and take your place. Nobody wants to pay money to buy a job.

The biggest test is the bus test. If you got hit by a bus tomorrow, would the business still make money? The business this operator helped sell had an owner working about one hour per day. The new buyer didn’t face significant challenges coming in and reaching the previous owner’s level. It would take a couple of weeks to get up to speed, but the risk was minimal. The business was running on autopilot.

The sales process, depending on where you are, can take a couple of months. Once you reach the actual deal process, numerous things can happen from the beginning of LOI all the way to close.

LOI at the beginning is someone promising to buy your business based on whether everything is true. Then they go through due diligence. Anyone who’s sold a business knows due diligence is painful. They ask all kinds of questions you think are obvious, then they want you to prove the answer. And there are 200 of those questions.

They do this to turn over every single stone on top of your business to ensure you’re representing things accurately. After that, depending on the source of your buyer, they will probably come back and offer you less money.

That’s where the negotiation phase comes in. Maybe you come to an agreement, maybe you don’t. Having someone to guide you is critical.

How Business Valuation Actually Works When You Try to Exit

If you’re trying to increase your valuation—how much your company’s worth—this is about expanding your multiples, changing some of your revenue structures, making it more of a business and less of a job, decreasing customer concentration risk, and examining what you did over the last 12 months.

What you did over the last 12 months is quite important. People often think about growing their business and believe they’re going to double or triple next year. Does the new buyer care about that? No. He only cares about what you did, not what you think it’s going to do.

He’s going to take your forecast that says you’re going to triple your business, throw it in the trash, and use his own assumptions to see if it’s worth buying your business. Buyers purchase your company based on what it did, not what they think it can do.

Your company is worth whatever the market will pay you. I’ll sit down with clients and they’ll say their accountant valued their business at a certain amount. Do you have offers for that amount? If you don’t, your company’s worth zero. Your business is only worth what the market is willing to pay.

What Happens When You Switch from Defense to Offense in Your Business

I was on my balcony when I received a message from one of my flagship program members. Devastating news. He had met with a bankruptcy attorney earlier and thought he would have to drop out at the end of the upcoming billing cycle.

This caught me off guard. Sometimes members will communicate with me at high frequency, then go take action and return with great news. In this case, the member had isolated himself, hadn’t talked to me much, and out of nowhere hit me with this devastating news.

I could imagine his mindset. I’ve seen people up close going through something similar. So I called him. I talked him through the mental side first to make sure he was okay, then transitioned to business tactics and what he needed to do.

He got up on stage and received a trophy. He was talking to bankruptcy attorneys in September, and by April, he had turned it around.

He had a new offer and commented on one piece of advice I’d given him that worked exceptionally well. I told him he was playing defense and needed to switch to offense. He said that was extremely beneficial to hear at that specific low moment in his life.

Why Spending More on Ad Testing Can Actually Get You Data Faster

This operator shared a couple of tactical lessons from his experience. When considering a test budget, he learned this multiple times: You can spend a small amount per day on a new campaign and take 10 days to get a certain amount of data. Or you can do that in one day and get the same amount of data by spending more.

This shift in framework represents a poor person’s mindset versus a rich person’s mindset in his view. Spending heavily per day when you’re on the brink of bankruptcy doesn’t make sense. You need to save every dollar. But you’re actually trapping yourself by doing that because you’re taking 10 days to iterate on your tests. It will take you months to figure out what works.

Whereas if you can iterate every single day or every two days, you’ll learn much quicker and scale faster.

Lesson two follows the same vein. If ad spend is at a certain level and close rates, show rates, and everything remain unchanged, and the business has some amount of cost associated with running it—not just commissions but operating costs—at that lower ad spend, you might be losing money.

But with the exact same funnel stats and higher ad spend in a month, you’re actually making significant profit. That clicked at one point in his head. He was on the brink of bankruptcy and his initial thought was to enter preservation mode and not spend money. But the actual solution was to spend more money, which sounds counterintuitive. But that’s what it took.

You have to put yourself on the line sometimes. This is terrifying when you’re about to go bankrupt—to say you’re going to spend significant money on ads this month. But they scaled into it and that’s what allowed them to turn things around.

The overall theme: embrace the hard path. Everything you’re doing right now that feels hard promotes growth. Pain is growth. It’s uncomfortable. You don’t want to do it. Whatever it is, you’re probably thinking of something right now that’s slowing you down that you don’t want to do, and you know you need to do it. Just go out and do it.

How Two Operators Built a Marketing Agency Using Twitter Traffic

We rarely, if ever, give out a trophy to a marketing agency. But two operators proved us wrong in this case. They were the second or maybe third since we started to receive a trophy as a marketing agency. They did it with a low average order value. Impressive work.

Out of all possible ways to get there, it was in the blue-collar niche, which is extremely high friction with significant resistance. And on top of that, much of their traffic was coming from Twitter.

How to Identify the One Constraint Holding Your Business Back Right Now

Everybody who operates at a high level knows you have to identify the constraint at that level of your business. There’s one big thing. Book more calls, increase close rate, whatever it is—retention. And then take aggressive action toward that constraint.

A business will grow until it hits its constraint. Then you unlock that constraint and reach the next level of growth, and there’s going to be a new constraint there.

What happens is typically this problem’s really hard. It’s like the first time you have to build out a sales team. The first time you have to build out account managers. It’s difficult. It’s challenging. It’s somewhat intimidating. You think you don’t want to hire these people, you don’t want to let them down, or maybe you’re not confident in yourself. Maybe you need an identity shift.

The identity shift could be the constraint you’re facing. You might just have to shift identity to “I am that person” or put yourself in an environment with people that allow you to level up to that point. Replicate what they do. Ask for advice. That’s the entire value of this to me.

You have to understand how to identify your constraint. In your mind, you will recognize you have multiple constraints in the business, but what is the constraint? What is the thing actually holding you back from going from one level to the next over the next 60 days?

What Happens When You Turn a Support Product Into a Standalone Software Business

I’ve had a longtime flagship program member—at least a few years—who’s been a student even longer. He joined one of my first agency owner courses through Master Internet Marketing, which is the type of business he had way back then. He scaled that up and did exceptionally well. He actually exited from that.

He had since started a coaching business helping other agency owners in that same niche scale up and make more revenue. He had started a small suite of what I’d call support products—ways to supplement those people, like video editing services.

One of these was a tech product, specifically an AI offer. It’s a software play and he called that company Auto HDR. If I’m not mistaken in the stat he shared in his talk, I think he said somewhere upwards of a large volume of real estate-based photos a day is what their software is cranking out.

He reached a significant revenue month, not through the agency, not through his coaching offer, but through this essentially support product that was originally intended for his coaching group that ended up being a standalone offer on a tear.

Why Personal Brand and Distribution Are More Valuable Than Software IP Now

Not everyone here is in SaaS. You’re selling info products. I think it’s an exciting time to be doing that because personal brand, community, and distribution just flipped to becoming more valuable than the intellectual property of the software being developed. That’s remarkable.

According to research on creator economy business models, audience ownership and direct distribution channels now represent significant enterprise value independent of product IP. If you have a significant following and people know you for you, it might have just gone from a less sellable business to more of an asset because that’s irreplicable. Whereas software is highly replicable.

If you can do what these operators did where one partner has the community, you just need a product to sell to it and someone who can build the product. If you have a community in a specific niche, that could be tremendously valuable. That could be a multiple of whatever your info product is.

If you can find that person, make sure they’re technically competent and high agency. I think that’s a remarkable opportunity for many people.

The Youngest Member to Hit a Significant Monthly Revenue Milestone

There’s one trophy I wasn’t able to give away at this event. A 17-year-old operator reached out right before the event and said he couldn’t accept his award due to a family emergency.

That would have been our fifth award winner for this specific event. We ended up having four of the five do an actual presentation.

This young operator joined the group at 16 and was already at a high level. He hit a significant monthly milestone. He has an algo trading software inside of the prop firm niche specifically—a technical software product inside of the prop firm space. Super niche-down offer. He hit that milestone. That’s our youngest award yet.

How Two Dubai Operators Built Multiple Businesses Under One Holding Company

We had two operators all the way from Dubai. They managed to make their way to Miami, Florida. They finally got in front of us and accepted their award. These operators have been on a tear.

They gave us a tremendous talk. You can see a significant difference between operators at different levels. The higher revenue operators got up there and talked about how their holding company owns all these different companies they’d created. How one of the business partners has the role and responsibility of considering all the other offers that can be presented and the different stages when those offers should be presented to the buyers they’ve acquired. The other business partner was responsible for the traffic and getting everybody to come in and buy in the first place.

They have a symbiotic business relationship as partners and they perform exceptionally well. They’re very straight shooters. Those operators are dialed in.

It’s also remarkable how you can see in any of the higher earners an extreme level of peace, calm, and tranquility versus the earlier stage earners who are typically still high energy and almost somewhat erratic.

But the higher revenue operators are always calm, chill, dialed in. They’ve got a huge support staff around them, tons of customers. They’re very well insulated. If you picture falling from the sky and you didn’t want to hit the ground hard, how many safety nets could you place between you and the ground so you could softly land before you’d ever come back to Earth? That’s essentially how those operators are. They’re way up there in the clouds just operating calmly.

Why You Should Treat Your Fulfillment Team Like a Second Sales Team

Most of you love marketing and sales. Are you bored when someone talks to you about fulfillment? You think it’s all about the marketing, all about the sales?

Let me reframe that belief. Start seeing product and fulfillment as your second sales team. That makes sense. Why? Because you’re doing marketing, you’re getting leads, you’re scoring them. You’re scoring them, they come into your sales pipeline, and then you’re converting them.

It’s the exact same thing. It starts again. Your fulfillment is your new marketing to get to another sale. You’re operating your fulfillment team just like a sales team.

Their big strategy in business has been the ascension window. When a client comes in, they start by mapping the customer journey with precision. Their HubSpot doesn’t stop as a CRM once the first sale is made. It actually begins there. Their fulfillment pipeline is even more precise and detailed than their sales pipeline.

Once clients come in, they know exactly where they came from. Their goal is to ascend them, have them upgrade very quickly to the next level. To the next level, to the next level. Then you have what they call the end of their term. They sell a six-month program. At the end of the term, they have what they call a renewal conversation.

They come in, get them their first wins, try to ascend them, upgrade them, and then close them again. That’s the goal. That’s the renewal.

Why Most of Your Enterprise Value Comes from the Second Sale, Not the First

If you’re just chasing the first sale, you’re not building equity. You’re not building enterprise value. Why? Because a significant portion of your enterprise value actually comes from the second sale. And also, if you like making money, a significant portion of the profit margin comes from the second sale as well.

But unfortunately, many people do not focus on this. Yet you have an exceptional talent. It’s very difficult—go check with all the other businesses in the marketplace. It is so difficult to acquire a client in profit. Most companies go negative to acquire a client. You have that talent, but you stop there.

I’m fairly certain that comes from a belief—you yourself are scared of talking to your customers and asking them if they liked this, if they like the product. You have that belief that says they will never buy again because your product is not that good.

But it’s actually not true. Once you start talking to them and you start asking them for feedback—candid feedback—number one, you’ll be able to fix what’s needed, and number two, you’ll realize people will buy again even if they haven’t made a ton of money thanks to you.

Some people fail or never start and they buy again. Because they say it’s their fault, not yours. So that belief that they have to be wildly successful to buy again is false. Completely false. A significant portion of their renewal revenue comes from people who didn’t perform. You’re just not making the ask. So obviously you’re not going to make the sale.

What Makes This Mastermind Different from Other Business Communities

The most rewarding thing about my flagship program and the fact that I run this mastermind is the quality of person who walks through my office door at my events to learn. I can’t stress enough how valuable it is when you’re officially around people in life who actually care to grow—and not just grow, but grow at a fast rate to a significant level.

I’ve learned a tremendous amount as a person and as a business owner. The community is very active. People actually grow here. Seeing people receive trophies at various revenue levels really helps us reach the next level of operating differently in terms of speed, finding the bottleneck, and operating with speed and scaling aggressively.

This will be a significant decision you make. You have to move through. You have to get around people doing it. There are levels and things you don’t know and won’t know unless you get around those who can help you see clearly.

If you don’t understand the value of this, you are immediately disqualified already. Do you not get what’s happening here? You will be in a different environment. This is the next level.

At first, it was like a talking point—yeah, I want to do it. A lingering conversation. But now, I actually believe it and now my brain is wiring to think about how it could actually happen.

How to Apply for the Flagship Program Before We Hit Capacity

As the mastermind continues to grow, we’ve officially capped it at 250 people. There’s a hard limit. At the time I write this, we’re officially in the high 220s for slots remaining. We just crossed the 230 mark.

We’re going to slam into that ceiling of 250 people. We’ll lock everybody in at that point. All those members will be grandfathered at their current rates. Anybody who wants to join after that will officially be on a wait list.

If and when one of those 250 people drops out, we’ll put out the bat signal to all the people on the wait list and give everybody an opportunity at once—like a feeding frenzy for who wants to replace that slot the fastest.

I can’t stress enough, if you officially want to get into this, now is the time to do so. We’re cutting deals to people who take action within 48 hours of applying, willing to join to show us you’re the right type of person because that’s the part that matters most.

Buying is honestly the easiest part of this whole process with this group. The tough part is getting in there, learning a tremendous amount of new material, and turning around and taking risk and action on everything you actually learn to go out there and get more results and represent the group well.

You become the product when you become part of this group. You become a representation of us as a community and us as a unit and my specific skill sets as an educator and as a teacher.

We want to only let in the right people. We care deeply about this community. And since there’s only going to be 250 of us, we don’t just take people’s money because they offer it. We do decline many people.

We have at this point a little over a 24% approval rate. Many people don’t even qualify because you have to make a certain amount of money. There’s a time commitment you have to be willing to commit to. And on top of that, you have to be the right type of person.

We want ethical people who are good. We don’t want you to come in and be a coach by any means, but we do want people who come in with willingness to actually participate in the group, which just means talking about things, being part of the conversation. We love members like that. We don’t just want a bunch of ghosts inside our community since it has such a high level of activity.

If you’ve ever been sitting on the fence and you wanted a good reason to finally pull the trigger, now’s the time. Be one of those 250 or not. This mastermind will continue forward and we’re all going to grow as a unit into the next version of ourselves with or without you. But hopefully, it’s with you.

If you’re ready to apply, you can learn more about Master Internet Marketing, our 7-week live comprehensive training, or apply directly to our flagship program.

About the author:

Jeremy Haynes

Owner and CEO of Megalodon Marketing

Jeremy Haynes is the founder of Megalodon Marketing. He is considered one of the top digital marketers and has the results to back it up. Jeremy has consistently demonstrated his expertise whether it be through his content advertising “propaganda” strategies that are originated by him, as well as his funnel and direct response marketing strategies. He’s trusted by the biggest names in the industries his agency works in and by over 4,000+ paid students that learn how to become better digital marketers and agency owners through his education products.