The campaign
Ninety-seven weeks. Each one's promotion demonstrates the strategy it is selling — not describes it. The reader watches the method work on them, then reads what it was.
It solves the hardest problem a two-year campaign has. You do not send ninety-seven lessons. You run ninety-seven live demonstrations and let people notice.
The first quarter, drafted
Sequenced by speed of payback rather than book order, because a subscriber has to get a result before being asked for anything.
Where a strategy cannot demonstrate itself — the mindset ones, weeks 70 to 97 — the promotion becomes a worked example from a member's own business. That is the honest substitute.
Pricing — the recommendation
Jay's own 2020 numbers constrain this: $15,000 public, $5,000 inaugural, $300,000 done-for-you. Two things follow.
Jay live is what carried the $15,000 — thirteen sessions of his personal attention. This is not that, and pricing it as if it were gets found out in one call. And the $5,000 was never a discount — it was payment for feedback, case studies and testimonials, with commitments in writing.
Free, always
No email wall
Ten questions. Returns one constraint and the strategies that address it.
The most useful thing we do costs nothing. Gating it would trade the whole positioning for a few addresses.
Self-serve
per year
All 97 with deck, chapters, stories, video and overview. The AI guide. The diagnostic re-run whenever the business changes.
Annual, not monthly, deliberately — a 97-week product sold monthly invites cancellation at week six by people who'd have succeeded at week thirty.
13 weeks, capped
includes the Library for 12 months
Live facilitation, peer pods, weekly challenges with success tests, the tracker, and the gate.
Not $15,000 because Jay isn't live thirteen times. Not $5,000 because that was a one-time exchange on an unproven program. The seat cap is the offer.
Deal Making — the existing Deal Makers product as an add-on, not a rebuild. It already has a master course, a book, a challenge and nine transcripts.
Jay consulting — application only, at his own rate. Never listed, never discounted, never bundled.
One cohort at $3,000 on the 2020 terms — attend, apply, report, testify — explicitly as the run that produces the case studies this program does not yet have.
Say out loud it is one-time. Then never repeat it, because a repeated inaugural price is just the price.
Who to market to
Roughly $1m to $25m. Below that the owner has no time to implement; above it the decision goes to a committee and the sale changes shape.
The signal isn't size, it's a specific stall — revenue holding but profit flat, one channel getting more expensive every quarter, something that used to work having quietly stopped.
Consultants, coaches, agency owners, association heads, list owners. Not because they refer — because they're the better clients.
An advisory practice has the same geometry as any business, usually with worse lifetime-value discipline and a single referral channel. They buy for themselves, then apply it across a client base, and it spreads without a referral program existing.
Reach is never a reason to admit anyone, and the diagnostic never shows a visitor their reach score. Getting that wrong would corrupt the cohort and be visible within a month.
What they can realistically expect
The line we do not cross
Jay's 2020 copy claimed "100% to 500% or higher rapid-results profit boost." That number is not reused here. It is his to make and it is unsubstantiated in anything currently held — that landing page still carries unfilled "INSERT SUCCESS STORIES HERE" placeholders. A claim that was never evidenced in 2020 does not become evidenced by being repeated in 2026.
And said alongside it, every time: results depend entirely on implementation, and the program measures that rather than promising around it. The tracker counts commitments kept, not attempted. A member who does not do the work gets the diagnosis and nothing else — and the copy should say so, in Jay's own register. The 2020 gate did exactly this, and it is the most trustworthy thing in that whole launch.
The weekly cadence
Three sends a week. Two give — complete in themselves, nothing asked for. The third reveals what just happened, and only then asks.
The two gives carry the demonstration. A reader can act on them, get paid, and never hear from us again. So by the time anyone is invited anywhere, the strategy has already worked on them, from the inside, and they watched it do so. The proof arrives before the request rather than alongside it.
Ninety-seven weeks. Two hundred and ninety-one sends. Week one below, drafted in full — the template for all of them.
Week 1 · Monday · Give
The money is already in your building
Jay's description of this one is the least glamorous thing he teaches, and it is the reason it goes first.
Low hanging fruit is the ripe and ready fruit that is easy to harvest. Obvious — once you know what to look for.
Open your records. Find everybody who bought from you at least twice and has not bought in the last twelve months. Not the ones who complained. Not the ones who left loudly. The quiet ones, who simply stopped.
That list is the most expensive thing you own. You paid to acquire every name on it, more than once, and then the relationship went quiet without anyone deciding it should.
Count them. Multiply by what an average one used to spend in a year. That number is this week's work. Do not do anything with it yet — just make yourself look at it.
Thursday I will send you what to actually say to them, which is the part most people get wrong.
Week 1 · Thursday · Give
What to say to someone who stopped buying from you
Do not send a newsletter. Do not send an offer. Do not send anything that looks like it went to more than one person, because it did and they will know.
Send one paragraph, individually, from your own address. Ask what changed. That is the whole thing. No pitch, no discount, no re-engagement campaign. A question you actually want the answer to.
Here is the part nobody warns you about: some of the replies will not be pleasant. You got expensive. You stopped calling. We found someone closer to us. Somebody newer took over our account and never rang.
Those are the valuable ones. They are the only honest market research you will ever be handed free, and every one of them is a fault you can fix for the clients who have not left yet.
And a number of them will simply buy again. Nothing ever went wrong. They drifted, nobody came back, and the relationship stayed warm the entire time.
Thirty of them. This week. That is the whole assignment.
Week 1 · Sunday · The ask — earned by the reveal
Why you got these emails
You are reading this because you bought something from us once, and then went quiet.
We did not buy a list. We did not run an advertisement. We did not build a new audience. We went back to people we had already earned and had stopped talking to, and we asked.
Which is precisely what we spent the week asking you to do.
We ran the strategy on you before we explained it, because a demonstration is worth more than a description, and because we would rather be judged on whether it works than on whether it sounds good.
That is week one. There are ninety-six more, and every one works the same way. Some weeks you will spot it before we say it. That is the point.
If you want to know which of the ninety-seven your business is actually missing, the diagnostic takes four minutes and costs nothing. You get the answer whether or not you ever buy anything, because a diagnosis that is really a lead-capture form is neither.
P.S. Next week: there are only three ways to grow a business. What you did this week moved two of them at once, which is why it worked.
Week 85 in seven forms — the ascension
Written when this was week one; it now opens the final quarter, where the upsell to Deal Makers and Jay consulting happens. The language holds — but it now speaks to someone twenty months in who has banked results, so its call to action becomes Deal Makers rather than the diagnostic.
One · The endorsed email, sent by the partner to their list
The thing I wish I'd known before I hired a sales team
Most of what I forward you, I forward because it is good. This one I am forwarding because it changed a decision I was about to make badly.
I was three weeks from hiring two salespeople. Sixteen thousand a month before anybody sold anything. Then someone asked me a question I have not been able to put down since:
Who already sells to my exact buyer, and does not compete with me?
I wrote down four companies in about five minutes. One of them had a sales team sitting idle for two months of every year. We are now in a conversation that costs me nothing until it produces revenue.
The question came from Jay Abraham's work on Power Partnering. His line for it is blunt: everything you cannot afford to build, somebody has already built and is not fully using.
He and Brian Oney have put ninety-seven of these together, and opened the front of it as a diagnostic. Ten questions. It tells you which single constraint is actually holding your business, and it costs nothing.
I took it. It did not tell me what I expected.
→ [Take the diagnostic] — [Partner name]
Two · The cold email, from the house list
Ninety-seven ways to grow profit. You are running three.
Jay Abraham has spent a career on the geometry of a business — ninety-seven distinct ways to compound a bottom line rather than push a top line.
Any one produces a geometric result on its own. Used together they stack. That is the entire mechanism, and it is arithmetic rather than optimism.
Here is the part he says out loud before anyone else can say it for him: nobody applies all ninety-seven. Three to five already compound.
Which makes the only question worth asking a narrow one. Not what else could I be doing — you have enough of those. It is which three am I not doing that I should be.
Ten questions, about four minutes. One constraint, specific enough that you could argue with it. No email wall — you get the reading whether or not you ever buy anything, because a diagnosis that is really a lead-capture form is neither.
~ Brian Oney, for The Abraham Group
P.S. This week's strategy is Power Partnering. If you received this from someone you trust rather than from us, that was not an accident — it was the strategy, running on you, before you read its name.
Three · One-to-one outreach, to a prospective partner
An idle asset of yours, and what it is worth
[Name] —
You have something you are not fully using: [the specific asset]. I am not asking for it. I am proposing a structure where it earns you money it currently does not.
Your audience gets a genuinely useful diagnostic — ten questions, free, no email required, returns a real reading. You get [the specific consideration]. It costs you nothing up front and pays only in proportion to what it produces.
I would rather show you the arithmetic than describe it. Fifteen minutes?
Before that, so it is not fifteen minutes of introductions: I would want to know what business you are in, what you most want to grow, and one thing about you that has nothing to do with either.
— Brian
Four · Short form, social
A. Nobody applies all 97. Three to five already compound. The work is not doing more — it is finding which three you are not doing.
B. "Everything you cannot afford to build, somebody has already built and is not fully using." — Jay Abraham. Ninety-five per cent of one Microsoft division's thirty-two billion runs through partners. Shopify's partner ecosystem: six point nine billion. This is not a small-business workaround. It is how the giants got large.
C. (posted the next day) Yesterday's post reached you through someone else's audience. We paid nothing for it. That was the strategy. This is week one of ninety-seven.
Five · What the partner writes above the forward
Three minutes, and it is the question I mentioned on our call. Worth your time even if you do nothing with it. — [Name]
Deliberately short. A long endorsement reads as a paid one.
Six · The reveal postscript — the device, stated
One last thing, and then we will leave you alone this week.
Everything you received about Power Partnering arrived through somebody else's relationship with you. We did not buy the placement. We did not rent a list. Somebody who had already earned your attention lent it to us, and was compensated only out of what it produced.
That is the strategy. We ran it on you before we explained it, because a demonstration is worth more than a description and because we would rather be judged on whether it works than on whether it sounds good.
There are ninety-six more. Each week we will use the strategy we are teaching to teach it.
Some weeks you will spot it before we say it. That is the point.