Coach Georges Hanna

10/09/2026

3 weeks from now, we're excited to have Georges Hanna , Founder of Smart Income Lifestyle, as our next facilitator for the Pan-Atlantic workshop.💜✨️

This workshop is designed to help entrepreneurs understand how to utilise artificial intelligence to support their business‼️

If this interests you, register NOW using the link below!! https://www.eventbrite.ca/e/director-of-ai-tickets-1991562622415?aff=oddtdtcreator

We can't wait to see you there on the October 29th at 6:00PM - 8:00PM AT🌟

10/07/2026

Score contracts before you chase them. Revenue alone won’t tell you which accounts deserve your time.
Look at profit, retention, expansion, relationship value and ex*****on demands. Is that contract worth winning?

10/07/2026

10/07/2026

I would score contracts before I chase more of them.

A full pipeline can still be full of the wrong opportunities.

If you sell monthly B2B services, picture two accounts:

One wants a large proposal, a deep discount and direct access to you whenever something goes wrong.

The other starts smaller, fits your delivery system and has additional locations you could serve.

Which deserves more attention?

The revenue number alone cannot answer that.

Before asking, “Can we win this contract?” ask, “Is this contract worth winning?”

I call this the Contract Value Score.

Five lenses—not a magic formula:

1. PROFIT
What remains after serving the account?
Revenue matters. So does the cost of keeping your promise.

2. STAYING POWER
What supports a lasting relationship?
A recurring invoice is not evidence that the client will stay.

3. EXPANSION
Is there a credible path to more services, locations or higher-value work?
“Maybe they’ll buy more” is hope, not evidence.

4. RELATIONSHIP VALUE
Could serving this account well create access to other qualified buyers?
An introduction has potential value. It is not booked revenue.

5. EX*****ON DEMAND
What will winning and managing this account require?
Include acquisition effort, onboarding complexity and owner involvement.

The financial starting point is simple:

Monthly revenue × expected months retained × gross margin.

That estimates lifetime gross profit—not net profit.

Acquisition costs and overhead still matter. Delivery costs already included in gross margin should not be subtracted twice.

And expected retention is an assumption to test, not a promise.

The score helps compare opportunities. It does not turn uncertain forecasts into facts.

This is where Contracts 100 becomes more than a target list.

It is not about finding 100 random companies.

It is about focusing your relationships and growth effort on accounts capable of producing greater commercial value.

An impressive prospect can still be a poor fit.

A smaller account can still deserve priority.

And neither should win your attention just because someone replied first.

When your growth priorities are clear but your team keeps chasing whatever feels urgent, that is Ex*****on Drift.

Ex*****on Certainty starts with a shared standard for what deserves attention.

You stop being the owner who approves every opportunity.

You become the leader whose team knows what a valuable contract looks like.

If your team scored tomorrow’s opportunities without you, would they choose the accounts you would choose?

10/06/2026

The first invoice is not the finish line. A contract’s future value must be earned through retention, renewal, expansion and referrals.
Are you building the next chapter of your client relationships—or leaving it to chance?

10/06/2026

You worked six months to win the client.

Then treated the first invoice like the finish line.

For a business selling monthly contracts, that is an expensive way to think.

“How much is this client paying us?”

Useful question.

Incomplete question.

What is this relationship economically capable of becoming?

Imagine signing a $5,000/month client.

You could see a $5,000 sale.

Or you could see the beginning of a relationship worth protecting.

An illustration:

$5,000/month retained for 36 months = $180,000 in revenue.

That is before expansion or referrals.

It is also before delivery costs, acquisition costs and overhead.

And those 36 months are a scenario—not a guarantee.

The opportunity is real. The future revenue still has to be earned.

That changes what deserves your attention after the sale.

The handoff.
The first month.
The promise someone forgot.
The problem nobody escalated.
The renewal nobody discussed.

These moments can shape whether the relationship lasts three months or three years.

I look at the economic lifecycle this way:

Acquire → Retain → Renew → Expand → Refer

Acquire: Win a relationship worth serving.

Retain: Keep delivering the value that justified the decision.

Renew: Give the buyer a reason to continue.

Expand: Earn additional work when there is a real need.

Refer: Earn enough trust to deserve an introduction.

Each stage carries potential value.

Each stage also requires ex*****on.

If your sales team celebrates the close while your delivery team inherits unclear promises, you have created the conditions for Ex*****on Drift.

The contract is signed.

Its future value is exposed.

This is why Contracts 100 extends beyond finding the next account.

It is the discipline of turning what you already sell into larger, longer or higher-value commercial commitments—and building the relationships that support them.

The owner’s role changes too.

From chasing the next invoice to building a company that can earn, protect and grow valuable relationships without constant owner rescue.

That is one question we examine in the $2,000 Contract Growth & Market Potential Assessment:

Where does credible contract growth potential exist—and what is preventing your business from realizing it?

Because spending more to acquire clients makes little sense if you keep neglecting the value of the ones you already won.

Where does your business give the least attention: retention, renewal, expansion or referrals?

10/05/2026

A $10K contract can be worth more than a $50K contract. Margin, retention and expansion matter more than the headline revenue.
If you ranked clients by profit and demands on your time, would your biggest client still be your best?