Last updated on October 9th, 2026 at 12:42 pm
Josh Latimer went from delivering pizzas to building multiple companies. But when his software company kept losing money, he thought he needed more customers.
He was about to find out that wasn’t the problem.
The Pizza Shop Owner With the Corvette
Josh Latimer met his first entrepreneur while delivering pizzas. The man who owned the local Domino’s franchise was also Josh’s football coach, and as far as Josh could tell, he was rich. He drove a Corvette, and Josh didn’t know anyone else with money to compare him to. So in his mind, a Corvette was what rich looked like.
But the Corvette was leased. His coach had only had it for about a year when cheese prices went up and he couldn’t cover the lease payment anymore, so the car went back.
Still, from where Josh stood, his coach had made it, and seeing that up close was enough to get him hooked on the idea of running his own business. He played Tony Robbins cassette tapes in the car while he made deliveries and read Rich Dad Poor Dad.
First, he tried the respectable route. He sat for his securities licensing exams and landed a job as a personal banker at JPMorgan Chase, the kind of job that made his mom proud. But Josh hated sitting in that cubicle. He nicknamed it the Soul Sucker 9000, and when he finally quit, he chose a line of work his mom liked a lot less.
Squeegees and a 1993 Chevy Cavalier
Josh quit the bank to start cleaning windows. He drove around in a junky 1993 Chevy Cavalier, knocking on doors and trying to make a buck.
His mom didn’t take it well. She’d been proud of the bank job, and now her son had walked away from it to clean windows. She told him he was ruining his life, and then didn’t speak to him for a week.
For a while, the business didn’t do much to prove her wrong. Josh was poor, living in a trailer park and going door to door looking for work.
But eventually, the company started to grow. It reached $50,000 a week, and he had a crew working for him, most of them part time because the work was seasonal. It was never huge, but it had grown from one guy knocking on doors into a company with almost 30 employees.
Seven Days to Sell Everything
In 2015, Josh felt like God was telling him to move to Costa Rica, and he didn’t want to go.
He doesn’t like heat or bugs, so he calls Costa Rica “the hot bug place.” His wife, Ashley, likes the beaches, but Josh knew so little about the country that he thought it was an island.
He also had no easy way to leave. His business wasn’t listed for sale, and neither was his house. So Josh told God that if the move was His idea, He’d have to help Josh wrap up the house and the business first.
Within seven days, he had offers on both. Josh sold the window business to a private equity firm, sold the house and moved to Costa Rica with Ashley.
What Private Equity Did With His Business
The firm that bought Josh’s company was putting together what’s called a roll-up, buying up similar local businesses and combining them into one bigger company. The idea was to make the combined company more valuable than the individual businesses on their own.
The new owners also went to work on the business itself. Josh says the first thing private equity does after buying a business is raise the price, and then raise it again. His old company’s prices went up, and the new owners set up a call center to phone every customer on his list every six weeks to ask if they needed anything.
Josh had never done anything like that. He ran one promotion in the spring and one in the fall, and calling customers every six weeks sounded like overkill for a local window cleaning company. Some customers did get annoyed, but the business took off.
Watching them work, Josh figured out that private equity isn’t always run by good people, but it is run by smart ones. They took the same customer list he’d built and found a lot more money in it by charging more and getting those customers back more often.
The Software Company That Ate His Paycheck
Josh and Ashley spent a little less than two years in Costa Rica, and the whole time, neither of them could figure out why they were there. But Josh did discover Russell Brunson there, listening to John Lee Dumas’s podcast on a beach, and he bought what Russell was selling.
Costa Rica is also where Josh started a podcast of his own for window cleaners, something he never would have done if they’d stayed home. It went on to get a million downloads, and it launched his software company, SendJim.
Josh had written the first code for SendJim back in 2012, before he sold the window business, as a tool for his own company. SendJim automates direct mail for local businesses. When a carpet cleaner finishes a job, for example, it can mail the customer a series of thank-you postcards and letters and send mail to the customer’s 10 closest neighbors.
Building software in 2012 was expensive, though, and SendJim lost money for years while Josh worked on it full time without taking a paycheck. He made his money coaching other home service business owners, and the coaching brought in a lot of cash. But all of it went straight into SendJim, and eventually, the company had Josh headed for bankruptcy. So out of desperation, he joined Russell’s Inner Circle.
A Truck Full of Watermelons
On Josh’s first call with Russell, Russell wanted to understand how SendJim made money, so Josh walked him through the numbers. A customer was worth about $500 to SendJim over their lifetime, and it cost about $1,000 to get one.
Russell told him that was a problem, then explained it with watermelons. Imagine you buy a truck full of watermelons for a dollar each, drive them to the market and sell each one for 50 cents. Selling more watermelons wouldn’t fix that. It would only make you poor faster.
SendJim was losing about $500 on every customer, and Josh had come into Inner Circle asking for help with marketing. But more customers would only mean more losses, so Russell told him they needed to change the business model first.
The other move Russell pushed him toward was combining Josh’s coaching and his software into one offer. It was the same thing Russell had done with ClickFunnels, pairing it with his original Funnel Hacks course.
The changes turned everything around. Josh credits Russell with saving SendJim in 90 days, and he says the company has gone on to do almost $40 million.
After years of stress, Josh was ready to step back from SendJim, so when a new business partner brought in a CEO to run it, he handed it off. The company has grown since, and Josh still sits on the board.
With SendJim in good hands, Josh could put his energy where his heart had always been, helping the little guy.
Why Bigger Made His Coaching Worse
Josh’s coaching program started out for window cleaners and pressure washers, and he had no idea how much demand there would be. Nobody in home services was running a formal coaching program or mastermind yet, so he built one, and it kept growing.
But the bigger it got, the worse it became for the newest members. When the program was small, members cried, paid off credit cards and even saved their marriages. As more people joined, the program started to feel more corporate, and the average member got less out of it. Being customer number 800 wasn’t the same as being customer number four.
Josh started thinking about how he could give more people the experience those early members had. But while he was working through that, an offer came in for the coaching program, and he sold it to a large CRM company. Then he took two years off.
When he came back, he started building what he calls decentralized coaching. Josh certifies people to launch small local mastermind groups of three to five business owners. The people leading these groups don’t need a big following or a rented Lamborghini. Their job is to bring local business owners together, and when they’re run well, the groups grow on their own, since every new member makes the group more valuable to everyone else.
There are now more than 100 of these groups, called F.R.A.P.™ chapters, in 23 states and a few other countries. And every one of them is built on the same four-letter system.
FRAP Starts With the Price
FRAP stands for frequency, referrals, average ticket and pricing. Josh believes every dollar a business has ever made came through one of those four, whether the owner had a name for it or not.
Frequency means getting customers to come back more often, like the six-week calls private equity made to his old customers. Referrals can come from teaming up with other local businesses, which his FRAP chapters make easy, since a flower shop and a restaurant in the same group can promote each other. And average ticket is about selling a little more with each purchase through upsells, add-ons and packages.
But when Josh sits down with a business owner, he works through FRAP backward, starting with pricing, because it’s the one an owner can change today. It’s also the same move he watched private equity make with his old window company.
Part of why Josh starts there is how quickly a price increase adds up for the owner. Say your business brings in $100,000 a month, and after you pay your team, your ads, your insurance and everything else, you keep $10,000. If you’d charged 20% more for the same work, you’d have brought in $120,000 and kept $30,000, because charging more usually doesn’t add any costs. A 20% price increase would triple what you take home.
Even so, raising prices is scary for a lot of owners. Some are afraid their customers will leave. Others feel like charging more makes them a bad person, and Josh knows that feeling well. He grew up with religious programming that taught him wealth was wicked, and for years he ran his businesses with one foot on the gas and one on the brake.
But when owners finally take their foot off the brake, what happens is usually a lot less dramatic than they feared. One of Josh’s certified coaches worked with a $5 million lawn care company that was nervous about raising its price even a couple percent. When it did, 11 of its 4,000 customers asked to cancel. The company called all 11 and kept 10, and Josh says that one small move created more than $100,000 in profit.
If that still feels like too much, Josh starts smaller. He once worked with a woman who broke down crying over a price increase, so he asked her to raise her price 1% and check in with him the next Monday. Nothing happened. So she raised it another 1%, and they kept going like that for a few weeks until she was ready to go bigger.
And once an owner gets that first win on pricing, the other three letters feel a lot less scary.
What Josh’s Story Teaches
Josh spent years trying to grow by getting more customers. He knocked on doors to build his window business, and later, when SendJim was losing money on every new customer, he went to Russell asking for more marketing. But his biggest breakthroughs came once he figured out how to make each customer worth more.
So how much is each of your customers worth to you right now? It’s easy to skip that question when all your energy goes into finding new ones, but it’s the question Russell dug into on his first call with Josh.
You might not need a lot more customers to grow. A small price increase, a reason for people to come back or one more thing to add to their order can bring in more money without finding anyone new.
And if you’re just getting started, you get to set up your offer this way from day one. Pick a price you feel good about, and add more to your offer over time.
Whether you’re scaling an offer or launching your first one, ClickFunnels gives you the tools to build it around your customer.