Two a Week.

Two.

Hold on to that number.

Because when Andrew asked that question, Kofi had a good answer.

It just wasn’t the real one.

Kofi Akyeampong and his business partner, Kay, run Enfluence Digital, a performance marketing agency.

They run Meta and Google ads for local service businesses, the kind with great reviews and loyal referrals that have never tried paid ads, or tried once and got burned. Kay handles the tech: the websites, the automations, the analytics, the pixels that connect the ads to the CRM.

They were doing around $15,000 a month.

Kofi wanted to double that soon. The real goal was $100,000 a month, consistently.

And he knew exactly what was standing in the way.

He explained what that felt like:

About 70% of their time went into client work and client calls.

Kay put it even better later in the conversation.

That same day, Kay had spent eight hours building a website for a client.

Meanwhile, their own onboarding automation sat waiting.

Maybe that sounds familiar.

You’re so good at doing the work for other people that you never get to the work that would make your own business easier.

Kofi had a plan for getting out.

Hire.

He’d already gone through a hiring process. One person was on the team and doing well. He was lining up two more: one for media buying, one for automations and tracking. Once they were in place, he could focus on sales and acquisition, and Kay could focus on their own systems.

But new hires need to know what to do.

So Kofi and Kay were trying to write SOPs, standard operating procedures, so the people they brought on could step in and follow them.

The goal was two a week.

And most weeks, they weren’t even getting those done.

And that’s when Andrew asked his question.

Kofi’s answer was honest.

Andrew asked what one of their SOPs looked like.

A checklist, Kofi said. Step-by-step. A bit more detail. A video explaining the process and the thinking behind it.

Andrew asked how much of the day went to the work they wanted the new hires to take over.

Half, at least. Plus calls.

Andrew asked whether they already had checklists for that work.

They did. Kofi had even put them in a book he’d written. The problem was that the work had become so second nature to the two of them that most of it lived in their heads.

Here’s what Andrew saw.

They were writing SOPs about work they were already doing every day.

But they were writing them separately. In time they didn’t have.

Andrew told them straight.

Then he gave them the principle he uses to scale businesses:

Not multitasking. He was clear about that. You don’t do your accounting while you build ads. That just makes both take twice as long.

It’s something else.

The fix was almost embarrassingly simple.

Log in. Start the recording. Talk through what you’re doing as you do it. Why this ad is underperforming. What you’re checking. What you’d change.

Andrew knew how that would feel.

When the task is done, hit stop. Loom saves it and turns it into written steps. Move on to the next thing and hit record again.

At the end of the week, hand the pile of recordings to a VA who cleans up the steps, fixes the misspellings, checks the links and files everything in Notion.

Andrew suggested five hours a week. Even at five dollars an hour, that’s $25.

And the hours they’d been struggling to find for one or two SOPs?

Andrew said that time could now be used to batch "20, 30, 40 SOPs from the week."

This wasn’t a theory.

Andrew opened his own Notion and showed them.

When he was running operations at LeadGenJay, every time he handled a customer problem or granted someone access, he turned on Loom first. Each video, its written steps and its full transcript went into Notion, where an AI assistant could search them.

When his assistant didn’t know how to handle something, she didn’t have to ask him. She asked the database.

Kofi got it immediately.

Then Kay jumped in.

Kay also had a worry.

They’d been reading Profit First, and he kept coming back to Parkinson’s law. Create more space and something rushes in to fill it.

Andrew’s answer went further than SOPs.

When he builds something for a client, he said, he doesn’t just build it for that client. He asks how he could build it so it fits the client and works in his own business. That’s how a webinar system he built for a partner turned into a whole piece of software. Every job became something he could use again.

Then he turned the question on them.

Kofi didn’t hesitate.

That was the real answer to the question from thirty-three minutes in.

They weren’t short on SOPs because they were short on time.

They were short because they’d been treating their own business as a separate job, to be squeezed in after everyone else’s.

A few weeks later, Kay gave an update on one of the group calls.

Struggling to finish two a week.

Then forty-five.

And Kofi posted this:

Close to a year of waiting.

Done.

And with the time that freed up, a book he’d been putting off for months, written over a weekend.

Kofi and Kay didn’t need to work harder.

They were already working forty, sixty hours a week. They were good at what they did. Their client work was going well.

They didn’t need some expensive new tool, either. A screen recorder and a place to keep the videos would do.

What they needed was to stop treating documentation as one more thing to add to a full plate.

The work they did every day for clients was their training manual. They just weren’t recording it.

Andrew didn’t hand them a process.

He showed them that the process was already happening, all day, every day, and that it only needed a record button.

He still teaches the method to other clients, and he still says where it came from. When another business owner told him he couldn’t find time to document anything, Andrew said:

Kay had described the trap perfectly. Always fixing somebody else’s gearbox, never your own.

The answer wasn’t finding more time to fix their own.

It was filming themselves fixing everyone else’s.