Alex Hormozi’s 60 reels, mapped: 31 frameworks + 13 principles

Bet where the upside compounds 1

Take the bigger bet when the payoff compounds, and cash in when delaying has stopped paying.

• Bigger bets as the business scales — A decision frame for judging growth spend against current profit and upside rather than against an earlier, smaller business's income.

Hire for the role you can actually fill 3

Split an impossible role into findable ones, pay for the outcome and build the bench before the founder is the bottleneck.

• Hiring and compensating a leadership bench without losing owner control — A compensation and decision-making structure for a leadership bench that scales performance without eroding owner control or margins.
• IQ per square foot as a leading hiring and growth indicator — IQ per square foot is an interesting leading indicator for growth.
• Stop hiring unicorns — split the role — A hiring framework: split one impossible role into three findable ones instead of chasing a single unicorn.

Build demand deliberately 4

Engineer the path from stranger to buyer — hooks, a sales motion, referrals and activation — instead of waiting for demand to appear.

• Finding a marketing/ads hire — Marketing director costs $150K–$250K depending on scale.
• Lead-gen paths for a family office scaling legacy planning — A chosen, repeatable lead-gen path with realistic event-funnel math to scale legacy planning toward 21 trusts a month.
• The post social era of brand building — A reframing of brand building for the post-social, algorithm-driven media environment
• Zero-to-millionaire business roadmap — A structured path from $0 to a scalable, million-dollar business.

Design a high-value offer 1

Package a specific transformation with the proof, guarantee and bonuses that make the price feel small against the outcome.

• Designing an honest, high-value offer — 300k in ten months selling communication skills to senior leaders

Measure what moves the business 1

Pick the few metrics that actually move the outcome, benchmark them and review the scorecard instead of guessing.

• Franchise growth is solved by fixing restaurant unit economics — Every franchising problem is solved by the North Star metric of unit economics

Narrow the focus until it compounds 2

Serve one customer type, sell one offer and repeat the highest-leverage action instead of spreading across many.

• Focusing a creator business on one offer — A simpler, focused business with traffic concentrated on one offer and repeatable iteration on the highest-leverage constraint.
• Why side hustles stall and the simple business basics — Side hustles often fail from lack of focus rather than lack of complex metrics

Charge on standards, not the market 8

Set the price from the standard you hold and the value the customer gets, then charge enough to fund that standard.

• Compress 13 years of business advice into a fast list of growth rules — 13 years of business advice can be compressed into one video.
• Diagnosing and removing a brokerage's growth constraint — A concrete hiring-and-onboarding plan that de-constrains the brokerage's supply of brokers while accepting a short-term profit and volume dip.
• Growing a tutoring center with packaging and a scholarship funnel — A packaged, scholarship-led offer funnel that fills unused tutoring capacity and raises revenue per student
• Out-standard your customers, then charge premium prices — If you hold standards higher than your customers and charge a lot for it, you can make an ungodly amount of money.
• Retain service staff with frequent small pay bumps, funded by premium pricing — Small, frequent pay bumps across a career, funded by premium pricing, keep trained service staff from leaving.
• Sales pricing tactic: raise price + guarantee — raise prices by 20%
• Van Westendorp pricing analysis — A more accurate initial price for a new offering, read from segmented pricing curves.
• Why adding software does not make a business valuable — Software does not inherently make a business valuable

Retain customers deliberately 1

Engineer retention: onboarding, activation, renewals and win-backs are a designed sequence, not a hope that the customer stays.

• Reducing subscription churn through activation-based onboarding — An activation-focused onboarding process aimed at lowering month-over-month churn.

Sell with a process 2

Run a repeatable sales process — discovery, objection handling, urgency and a clear close — instead of improvising each call.

• CLOSER: six stages to structure a sales call like top 1% teams — Structure sales calls like the top 1% sales teams by running them through the six CLOSER stages.
• How to escape poverty through cost cutting, income growth and skill-building — Luck isn't real

Tell a story that sells 1

Wrap the lesson in a story with a character, tension and a turn — genre, arc and emotion do the persuasion that a list of tips cannot.

• 50-5-3 turns one ad into 150 to 750 ads a week — Write 50 hooks, 3-5 meats and 1-3 CTAs to produce 150 to 750 ads per week.

Protect the downside 0

Treat legal, compliance, security and contract risk as a design input — the cheapest time to fix a liability is before it ships.

No framework note from this account rolls up here; the principle is in the slice because the account note mentions it.

Run the business as a system 1

Put a cadence, an environment and consequences around the behaviour the business needs, so it repeats without willpower.

• Scaling by installing leadership reinforcement — Leaders who own the reinforcement cycle so departments keep running when the founder is not in the room.

Test whether the business runs without you 6

Before you sell, scale or exit, prove the business can produce without the founder — and separate a bad assumption from bad execution.

• Before selling your business, test whether it can run without you — Testing whether the business can keep making money while you take time off can spare you the regret of selling a business you'll wish you still had.
• Deciding whether to sell your business — People always want what they don't have.
• Pivot vs push: a product-market-fit decision test — A rule of thumb for separating a bad assumption (pivot) from bad execution (push through).
• Should you pivot or push through — Pivot when a fundamental assumption is proven untrue by business activity
• Talking-video content system — A batch of talking-video ideas with scripts ready to review and record, produced quickly from existing notes.
• Turning play visits into birthday party bookings — The owner leaves with a per-channel LTV/CAC comparison and a scripted in-person conversion motion to lift birthday party bookings.