Geo

Posting this because I plan to take Twitter more seriously. I’m Geo. - Closed over $1,000,000,000 in sales - Average ticket price $100k-$200k - My biggest sale was $62M Recently turned 50. Best mental and physical shape of my life What i’ll be posting about: - The proven sales methods I’ve used to close high-ticket deals (backed by 25 years of experience) - The psychological triggers I’ve used to get the “yes” - Elite-level communication tactics for anyone looking to sell - The traps that beginner closers fall into that cause the call to fail instantly So many people get sales wrong. Let’s change that.

Most uncomfortable truth about cold calls? The more you explain, the less they want to meet. Sounds backwards? Let me explain: If you spend 10 minutes explaining exactly how your product works, You've satisfied their curiosity. Why would they book a meeting to hear what they already know? So you are not selling the solution in a high-stakes call. You're selling the gap. You want to be just opaque enough that they realize they have a problem they don't fully understand. You want to hint at a "clinical architecture" they currently lack. And you aren't being vague because you're unprepared. You're being conceptual because you're high-status. When a call is opaque but grounded in authority, it triggers a "need to know" in the prospect's survival brain. They don't book the meeting because they want your product. They book it because they want to close the loop you just opened. Prospect: "What does this do?" Me: "It closes a gap in your portfolio that's costing you about £400K a year. But I can't explain the mechanics over the phone. Let's schedule 20 minutes and I'll show you exactly where the exposure is." Booked. Every time. The caveat? This requires skill. There's a razor-thin line between being "opaque and high-status" and just being "confused and unprepared." If you sound like you don't know what you're talking about, you're dead. But if you sound like you know exactly what you're talking about and you're choosing not to explain it over the phone because it's too valuable to compress? They'll book. Stop explaining everything on the cold call. Start creating gaps. Make them need to know. Then book the meeting.

@MikeTheElite 100% Professional indifference is palpable

@TheGeoMethod Calm sells better than panic, people can feel when you’re not desperate

I learned to close £1B+ deals by doing the opposite of every excited rep I'd ever met. They talked fast. I talked slow. They raised their voice. I lowered mine. They rushed through the pitch like they were scared the prospect would hang up. I paused mid-sentence and made them wait. I even once slowed down in the middle of a pitch and watched a fund manager lean forward in his chair. We'd been talking for 15 minutes. I was walking him through the structure. Upbeat. Professional. Clinical energy. Then I got to the close. And I shifted gears. I slowed down. Paused between sentences. Lowered my voice. He leaned in. Because when you slow your pace, you force the prospect to lean in. You signal that what you're saying carries too much weight to be rushed. It creates a vacuum of authority that they have to fill with their attention. A vacuum so delicate that being loud and fast can’t initiate. Rather it just makes you sound like an amateur who's lucky to be on the phone. Speed is a weakness here. It signals that you don't value your own time. And the best closers I've ever managed understood that communication is an arena of gear shifts. You have to know exactly when to move the needle based on the stage of the deal. The Opening: Upbeat and professional, but clinical. You need energy, but it has to be controlled. You aren't a cheerleader. You're a specialist. The Business End: This is where you downshift. When you actually mean it…when you're delivering the worst case or the final terms, you slow down. I've spent 20 years refining this. Even now, I have to consciously audit myself to ensure I downshift when I'm moving toward the close. Because if you sound like you're in a race to finish your sentence, you've already lost the room. I closed that fund manager for £4M by controlling my pace. Sound like a leader, not a telemarketer. If you want them to believe you, make them wait for the next word.

@voided I've seen the film I've heard the story Yet it never gets old Fuck yeah

His name was Chris Gardner. In 1981 he was a medical supply salesman in San Francisco. He had a wife, a baby son, and about $10,000 in debt he couldn't climb out of. One day he saw a man parking a Ferrari outside a building downtown. He walked up to him. He asked two questions: what do you do, and how do you do it? The man was a stockbroker. Gardner went home that night and told his wife he wanted to become one. She left. He enrolled in a training program at Dean Witter Reynolds that paid almost nothing. He had to move out of their apartment. He had no place to live with his son. For nearly a year, Chris Gardner and his toddler son slept wherever they could. Shelters. Bathrooms. Parks. The floor of a subway station. Every morning he put his son in daycare, put on his best suit, and walked into the office like nothing was wrong. Nobody at Dean Witter knew. He became their top trainee. Got hired. Worked. In 1987 he started his own firm. By the mid-1990s he was a millionaire. He wrote a book. Will Smith played him in the movie. He tells the story in speeches now and always ends the same way. He looks at the audience and says: "The cavalry ain't coming. You have to be your own cavalry."

@NoHypeFinance facts ive spoken before about sales being the space between the words

@TheGeoMethod The pause does more work than the pitch.

@shangenflow Becoming your own best client first is something people don’t think about enough. Seen a lot of people miss this. Hard to sell something convincingly if you haven’t done it yourself.

WORST THINGS AGENCY OWNERS DO IN 2026: - Copy someone else's funnel because it looks like it works - Consume 10 podcasts a week and never execute on a single idea - Help clients build audiences while your own profile has nothing on it - Box yourself into one skill because some YouTube video told you to - Wait for someone else to believe in you before you start BEST THINGS AGENCY OWNERS DO IN 2026: - Become your own number one client before you serve anyone else - Post content today, not next week, not when you feel ready - Chase better clients than the ones you already have - Build new skills even when the ones you have are still working - Self-audit every single day and ask what you need to be doing to grow further

@talesreisa Handling objections well closes more deals than any perfect pitch. Many never figure that out because they get nervous as soon as resistance shows up.

Most closers hear an objection and start tap dancing. “Totally understand.” “That makes sense.” “No pressure.” Shut up!! Their objection is exact rope they’ve been hanging their future with.

@HenriBranding Competence and confidence are not the same thing. Plenty of people who are genuinely exceptional at what they do never say it out loud, and spend their whole career watching louder people with less get further.

You've spent years getting good at something. That's the easy part, it turns out. The harder part is deciding that what you've gotten good at is worth saying out loud under your own name.

@JudasPhiGates8 This used to happen in my own businesses. Enough revenue coming in to feel like things were working and an issue nobody was looking at because we'd all just accepted it as normal.

A bottleneck left unchecked eventually becomes the business model. This is why more volume does not always help. → more leads reveal the sales leak → more clients reveal the delivery drag → more content reveals the positioning gap → more revenue reveals the margin flaw Volume does not repair architecture. It reveals it. What stays undiagnosed becomes normal operations. And once the company adapts to the constraint, overwork starts looking like discipline. That is the real danger. Not that the business breaks. That it keeps producing revenue while quietly consuming your freedom. Diagnose the bottleneck before the business designs itself around it.

@Oliver_Clingain Every founder I've seen hit a wall eventually figures out the same thing. Control feels safe right up until it's the thing stopping you from moving forward.

Honestly? The decision that helped me most in my business wasn't a marketing move. It was ADMITTING I needed help. I'd been running Ascenxion solo for the better part of a year. Doing every role. Sales Admin Delivery Reporting Outbound Telling myself it was discipline. It wasn't. It was fear of giving up control. If I let someone else handle a piece of the business, what if a client got worse service? what if the quality dropped? what if they did it badly? So I held everything. And quietly burned out trying to. The day I made my first hire was the day the business actually started working. Why? I was finally free to think. I went from operator of everything - ... to founder of something. It changed the trajectory of the entire company. If you're holding everything alone right now, I get it. I held on too long too. But the business will hit a ceiling that has nothing to do with skill. It'll be a capacity ceiling. And the only way through is help. Doesn't have to be a full-time hire. Can be a contractor. A part-timer. An assistant. Just somebody. That first delegation was the unlock for me. It usually is.

@NoHypeFinance Honestly this is just how it settles in. Nobody builds something unstable on purpose. They just keep making the convenient choice and one day realise one bill or emergency is enough to break it entirely.

Nobody wakes up and decides to build a fragile life. It happens one "this makes sense right now" decision at a time. Until the whole thing only works when nothing goes wrong.

@natolisnuggets The reps I've seen struggle most were the ones who confused being liked with being trusted. A prospect who never pushes back isn't engaged they're just being polite.

Sales reps: you can't be afraid of friction in your deals and you can't be a 'yes' man or woman with prospects. You need to be able to challenge them & stand your ground. Here are a few softening statements to accomplish this: 1. Is it okay if I challenge you on that? 2. Can I ask a potentially uncomfortable question? 3. Mind if I pushback on that? 4. Mind if I share a different perspective? 5. I guess I am a little confused, you mentioned X but what I am hearing is Y.. Can you help me understand how... 6. You probably already thought about this, but… 7. How would your CEO react if.. 8. Keep me honest but... 9. Doesn't seem like this is a fit -- maybe I am wrong? You're not being rude at all. You are preparing them for a tough question or challenge statement in order to understand the true 'why' It does both of you no good to just nod and agree.. No friction no deal.

@FrontierBDesign Truth is, the vouch hire is the costly one because it feels safe. Someone else’s confidence in a person is not the same as that person being right for the role you actually need filled.

Hiring can be the most expensive mistake you make all year. Unclear role. Unclear expectations. No accountability. No metrics. Hiring system based on gut feeling. Here's how to design a role you're about to hire for: 1. List every task that role will own 2. Put a number next to each one (what does success look like) 3. Identify the one number that role lives or dies on 4. Write the first 30 days as a scorecard, not a to-do list Hire based on the scorecard. Not the resume. And certainly not because Dave over at SiteOne said "he'd vouch for him".

@RushRicketson The slow phase is the one most people quit in because there's no feedback telling you it's working. And that's exactly why the ones who stay in it end up so far ahead of everyone who didn't.

Everyone wants the breakthrough moment. Few respect the build-up. The slow phase: No attention No validation No external proof That’s where skill is built. And when momentum finally shows… It looks like luck. But it never was.

@tapeyy5 The right prospect was never going to be bothered by the call. That's the whole thing. Most of the fear is about the wrong people but they were never going to buy anyway.

I used to be terrified of cold calling. It wasn't the rejection. It was the fear that any prospect could ask me a technical question I didn't know the answer to, and the whole call would collapse. So I'd hesitate before every dial.

@seanb2b This conversation happens in sales every single day. Someone thinks the message is the problem when it's mostly the person they're sending it to.

Agency owner: "I need better copy" Me: "What's your ICP?" Them: "B2B companies that need leads" Me: "That's not an ICP. That's why your copy doesn't work" Dialled-in ICP before emails Or you're guessing

@erichustls The moment you have enough passive income to stop, and you choose to keep going anyway, is when you realise money was never really the point.

Most people think wealth is about money. It’s not. Wealth is control over your time, your energy, and your attention. Money is just the tool.

@Timetivity I've noticed the people who call things unrealistic are the ones who've never been around anyone who pulled it off. Their environment sets their limits without them even realising it.

You need to have someone to look up to. Most people are average and therefore they think only average things are “realistic.” But if you have someone who actually accomplished what you want to do, then there’s no reason to even think it’s unrealistic. Someone did it. You can do it too. It’s that simple. If someone says it’s unrealistic, this person immediately makes it unrealistic for themselves. Never listen to such people. Listen to the ones who did it.

@Campaign_Create Thanks m8 Fun too!

@TheGeoMethod That’s a powerful reframe! 🫡

I asked only one question to collapse the prospect’s entire defense mechanism. He'd just said: "I don't know." I replied, "What would you say if you did know?" He froze. Stared at me. Then his eyes shifted. You could see his brain trying to process the trap. Because to imagine what he would say if he knew, His brain had to access the very information he was pretending he didn't have. It forced the truth to the surface. He said: "Well... if I'm being honest... I'm worried the board won't approve it." There it is. That's the real objection. Now I can actually handle it. I said: "Great. So it's not that you don't know. It's that you're worried about the board. What specifically are they going to push back on?" He told me. I handled it. Closed £5M shortly after. Most reps would've accepted "I don't know" and moved on. But "I don't know" is never the real answer. It's a stall. And if you accept it, you lose. But I only had the balls to push like that because my pipeline was packed. I had 50 other appointments that week. If he got offended and walked, I didn't care. I had 49 others. That's the biggest benefit of a massive pipeline. It's not just the money. It's the freedom to play. When you're desperate for one deal, you're a servant to the prospect's excuses. But when your diary is packed, you can turn every call into a laboratory. You can test. You can tinker. You can see what makes it break and what makes it close. Are these the right answers for every scenario? Of course not. Everything is situation-specific. If you're at the end of a £62M deal and the CEO is exhausted, you don't play games. But when you're in the trenches? You have to move. You have to be louder, quieter, faster, or slower.

Most cold call training programs push for 3-6 month sales cycles. Multiple touchpoints (demo, proposal, committee meeting, negotiation) The call is just to "get a meeting" I’ve trained sales reps for the last 20+ years in the toughest niche: B2C HNWI capital raising. You only get ONE chance to speak with the prospect. The cold call is 80-90% of the sale. When you're raising £50K-£5M from a high-net-worth individual, you close them on the call or you lose them forever. That's why every word, every pause, every tonality shift matters. B2B trainers teach you how to "get a meeting." I teach you how to close on the first call. Waitlist down below. thegeomethod.com/course-waitlist