0 Client, je Répare ce qui l'Empêche de Signer en 30 Minutes

With this audit, I am, uh, I am

really impressed. So the message,

I would never have thought to put uh

you send dozens of messages

per week and nobody replies.

What do you change first?

If you don't know the answer to that, you're

going to waste months optimizing the

wrong thing. That's Mohamed who

contacted 430 leads with the right tools

but he signed zero clients. In this

video, I show you the three pillars

of prospecting. I identify

exactly where it breaks down and I reconstruct

its target and message in front of the

camera. And just before we start, if

you have a blockage in your

business, I'm opening applications for

the next free Audi. The link is in the

description. Before we break everything down,

we need to speak the same language,

Mohamed, because when prospecting

yields nothing, the natural reflex is to

go and touch what we can't see. So

the tool, the template, the email, the number

of messages sent. But that's not how

it works. The

prospecting process is based on three

pillars. First, there's the target, who

exactly are you sending to? Secondly,

the message. What are you saying? And does that

trigger a response? And

then there's the infrastructure side: how do

you send it and does it actually arrive?

Does it get past spam filters?

These three pillars work together.

And what is important to understand is that if

one of them falters, the prospecting will

not yield any results. So no

matter how strong the other two

pillars are, you can have the

best message in the world. If your target

is bad, you won't get any response.

You can have the perfect target, but if your

infrastructure is broken, the emails

will never arrive. So before

optimizing anything, we

identify which pillar is the real

culprit. And that's exactly what we're going to

do for you now, pillar by

pillar. So the first S+P could

be the infrastructure. It's always the

first place people look

when something isn't working. That's normal,

it's human because it's what we

see most easily, the tool, you know.

Looking at what you've set up,

first you use Airscale to

build your lead list and to

check the deliverability of your emails.

If we go into instantly and look at

your campaign which is currently running here at the

lead level, we see that there is a 5%

bounce rate. The bounce rate is the

percentage of emails that do not reach

their recipient. You're just at the

5% mark. I would like to see

2-3% here. You can do another check

here directly in Instantly. In fact,

they have their own verification tool and it will

allow them to verify that your emails

are valid. But frankly, you're already

at 5%, so that's enough. Then, for

sending, you use Instantly. So

, what do you have now? You have three

domains, you have nine email accounts. And

when we look here at the health status of

email accounts, we see that it fluctuates

between 98% and 100%. So they're top-notch

. And then the last point is that

your indicators, you sent 432

messages or you contacted 432

people, you received zero

positive responses, but you received five

negative responses and you received 33

absences, in fact, people who are

absent from their office. So,

contrary to what one might

think, this is good news. If your

emails were going to spam, you

probably wouldn't have received anything, not even

absence notifications. So technically, the tools

you use, your infrastructure,

it's clean, it's more than

enough to get answers.

So we have the infrastructure mapped, that's

not where the problem lies. And that's where

it gets interesting because if

the infrastructure is correct and you have

no response, it means the

problem is elsewhere. It's either in

the target, or it's in the message

you send. And that's where we're going to dig

now, starting with the target

because it's upstream of everything else

. The target is the first one, and that's where

you have the biggest problem

in my opinion. So the target you have

chosen is insurance and

financial services in France with between 50

and 500 employees. And Mohamed, I'm going to

be direct with you. That's where

everything falls apart on paper. Your target

seems logical, it's large

institutions with between 50 and 500 people.

The decision-makers are the CEOs, the CFOs,

the data managers. It's a sector with

large budgets, real data challenges,

and people who are generally reachable on

LinkedIn. All these people

are generally available on

LinkedIn. So on the surface it seems to be

holding up. But there is a test that I

apply every time I call

the four-criteria test. And when we

play it on your niche, it

tells a slightly different story.

So the first criterion is heroin.

Does your offer save

your prospect money or time in a

direct and visible way? And your

offer here is that you identify

reliability risks in

critical dashboards. So, data reliability

is an indirect benefit. No one

feels it in their bank account or

on their calendar. That's why

I gave it a 2/10. Next, the

market. Are your prospects

easy to reach cold and used to

integrating new tools? CEOs

or CFOs, data managers, they are

all on LinkedIn, they have

professional email addresses, they

regularly integrate new tools into

their work environment. So,

I'd give it an 8/10. That part

is good. Next, the third

criterion is LTV, lifetime

value. Is a new customer

worth at least €1000 to your prospects? And on that score,

institutional budgets

in insurance, banking, and

financial services are

generally well above that.

So, I'd give it a 9/10. That

criterion is good too. The fourth

criterion is the regulatory

and procedural aspect. And that's where everything

falls apart. Insurance and

financial services is one of the

most regulated sectors in France and

worldwide. So every new tool goes

through the IT department, goes through the

security committees, undergoes an external audit, and so on

and so forth. So adoption is

slow by design in this sector. It's

not a question of will, it's

structural in finance,

in insurance. So on that point,

I put a 1/ and so a criterion that

has 1/10 is enough to kill your prospecting.

You, you have two weak points, the "

hou" part and the regulatory part.

Still on the target, you

also sent me a Google Sheet file with what

you scraped from Airscale.

Looking at this list, the problem is

confirmed and becomes

even more specific. So there, you scraped

exactly 1242 leads on broad criteria,

so from 50 to 500 employees across

several positions that we looked at earlier

. The problem here is that a

CEO in a company of 50 people does

not have the same role at all as a CEO in

a company of 500 people. And you

send the same message to both of these people,

and as a result, it doesn't resonate

with both of them. It cannot be

reasoned with the two people

because they have completely

different jobs. Then, regarding the companies

you contact, if I take one of

them in the financial sector for

example, you have 61 contacts. So in fact,

there is a notion of over-stressing.

I also saw that there are STFEL Europe 13

contacts, Suisse Life am 10 contacts.

So basically you're prospecting the same company

en masse and it's ruining your reputation and

hurting you before you even have a

conversation with one of these

people. And finally, the

list, it mixes six different types of profiles

. I found

outsourced CFOs, so outsourced

administrative and financial directors, chartered

accountants,

financial consulting firms, banks,

insurance companies,

management companies, fintech companies and so on and so forth

. So all these

companies or all these sectors

have different jobs and therefore

different pain points and therefore

different purchasing processes as well. Therefore,

a single message cannot resonate

with all of these people at the same

time. In concrete terms, this means we

contacted 432 people on a target that was

too broad and too heterogeneous in a

sector that is structurally

difficult. Insurance and finance. It's

not your infrastructure and that's the

problem: you're knocking on a

door that doesn't open easily no

matter what you say behind it. And that's

precisely where we're going to talk about your message

because even putting the target

aside for a moment, the message has its

own problems and we're going to

dissect that right now. So if I

get to the message here too, I'm going to be

direct with you, Mohamed. There are

several problems and we're going to

review them line by line. But before that,

there's one thing I like about

your email: it's structured into four

very clear blocks. There is a

personalization part, then there is the

part identifying the pain of

the person you are talking to,

then there is the offer part and finally there is

the call to action. This is

exactly the right architecture for

me because these four blocks

answer the four questions that so many

prospects or your leads ask themselves when reading

your email. What is this email about?

What's in there for me?

Can I trust

Mohamed? So what am I supposed to

do now? So the structure

is good in my opinion. The execution

within each block is problematic.

First, regarding the subject line of your

email, I gave it a score of 3/10.

Are your dashboards truly reliable

? The problem here is that your object is

anxiety-inducing and reeks of prospecting from

100m away. Basically, a good

email subject line usually looks like an

internal email within the company. It's

as if it were two people in the

same company talking to each

other. So it needs to be almost banal,

direct, no

marketing-type question marks here. When your prospect

sees this in their inbox, they

immediately know it's a salesperson trying to

sell them something.

Next, regarding the customization section,

I gave it a score of 2/10 and I'll

explain why. You said, "I've seen

that your company seems to be piloting. The

word 'seems' betrays that you haven't actually

seen anything at all." And above all, this

phrase works for any

business. So she doesn't speak to

anyone in particular.

In fact, on this part, I think I

deleted the first sentence, or rather, I

put a personalization column in the Excel file

containing the sentence

that I put in place of it.

So I saw the phrase "personalization" in your Excel file,

except that

in your "personalization" file, you have

three or four different phrases and

they are repeated from one company to

another. So in fact, it's exactly the

same problem; it's not really

personalization per se. OK. The

next section is the part about identifying the

person's pain. I gave it a

2/10 and I'll explain

why. Here, you're talking about data teams,

BI, and business. The problem is that

your target audience – CEOs, CFOs, Finance

Managers in companies with between 50 and 500

people – often don't have a

dedicated BI team here. So in fact, you're talking about

a reality that isn't theirs. You

lose your credibility in one sentence.

When you start having

BI teams, it's companies that exceed

that size. The third block is

the offer section here. So here you're talking

about BI trust audit in 7 days, risks

detected or reimbursed. And here, I gave it

3/10. Why? In fact, you are selling a

diagnosis, not a result,

and your guarantee is reversed. You

promise to find problems, which

can be worrying and won't

reassure your prospect. So there is no

direct benefit for him, neither money

nor time. So, zero concrete results

for the prospect. And then the last

block is the call to action section. I gave it

a 5/10. So,

would you be open to a 15-

minute chat? That's okay, but it's too much of a

commitment for a first,

cold contact. You're asking for 15 minutes from

someone who doesn't really know you

yet. This is the first email he's

received from you, so it's a bit

complicated. What you see here is that we

have the wrong target with a

weak message, and therefore, the zero

response is understandable in this context

. But what is important to

understand is that even a

perfect message on that target would not have

saved the prospecting because the

structural frictions of the sector

would still have blocked it. The

repair order. Here, the target always comes first

. Next, for the target we have

defined, we will define the message that

corresponds to it. Now that we've finished diagnosing what

you've done, let's move on to the

solutions. And for the solutions, the

first thing, as I said, we're going to

start with the target. And in fact, I started with

your target and your file

and I divided that into three targets. The

first category includes outsourced defense contractors and

accountants.

Outsourced CFOs, or as we can also

call them, are called CFOs. It could be

companies I found in your list

like the management that does SAFO on a part-time basis

, it could be face that

does financial management for

SMEs, it could be DEC finances, it could

also be Primexis which is an

accounting firm that works with

financial management. So it's

all those companies. Why does

this target work? Because the

pain here, or the pain of that target

there, is reputation. These people

deliver figures to their clients

every month. If a figure is wrong,

their credibility will suffer.

So the decision-maker is the founder or

the partner. There is no

security committee, there is no IT department. So that will

also reduce decision times. And

the offer is naturally reformulated. Your

figures will be automatically verified

before arriving at your client's location. You will

have more errors that undermine your

credibility and therefore you will have

fewer hours of rechecking each

month. So the ROI here goes up to 7/10 and

the regulatory part goes up to

9/10. This is one of your best

sub-niches or niches from your

starting file, in my opinion. So

how are you going to build

that niche? Well, actually, you'll be

back in your

Airscale days. So here in Airscale, we can

filter by person, we can filter

by company. So, company means

business. Well, we'll start with

the companies. So the first filter we're

going to put in, we're going to put the

location France. Next, we'll

put the industrial sector. There's the

accounting or chartered accountant side.

Here, the terms are in English, so it's

called accounting. Then there is the

financial services section to

collect everything related to the CFO and CFO.

And so, this is Financial Services.

These are the two industries that will

allow us to recover that target

. Next, in terms of staff numbers, I would

advise you to

start with between 1 and 50 people. If you go way too far

above that,

you'll fall into the big leagues, like

PMG, Accenture and so on and so forth.

Next, keyword level in the

company profile. So, you need to know

that all these filters are filters

that are applied to

company profiles and individual profiles

on LinkedIn. So,

to filter

even further from this target, we will use

keywords here, so the keywords in the

company profile, and I will add

these keywords here. So,

outsourced CFO, shared CFO,

outsourced financial management, chartered

accountant, accounting expertise.

I'm going to do a preliminary

search to see how many people

that brings me. And here we see that we have

14,500 people. It's still a bit too wide

. So what do I see?

I see leaders. However, I

see, you see, I see local elected officials.

I see financial auditors, it's not

really him I'm going to talk to,

I see legal assistants. So all of that

is not the type of profile

I want to talk about. I want to

talk to a founder, I want to talk to

an owner, I want to talk to a

partner, I want to talk to a CFO, I

want to talk to a CFO. So

, we're going to add a filter, but this

time at the person level, and we're going to

filter by job title, so by the

person's position. So I chose these

terms for you. So founder stands for

founder, owner,

co-owner, partner, CO, CFO, DAF and chartered

accountant. If we do a

search like that, we get 2348

people. When you're talking about between 100

and 4000 people, I consider that

a good target audience. Below that,

it means the niche is a little

too small and

the filters may need to be reduced. Above 4000,

it means that the niche is perhaps

a little too large to attack and that

some filters should be added to

attack it. So, at 2348, I'd

say we're in the right size range. And

when we look at what you can do,

it's to look at the first ones. Actually,

Airscale already shows you the

first 50 here. And when we look here, what do

I see? I see

managers, accountants,

partners, CEOs. So in fact, that's my target audience

. So in fact, I'm right

in my target market, which corresponds to what

I'm looking for. Next, if we move on to

the second niche, the second niche

I selected is

consulting firms and ESLs. So here we're talking about

companies like Oderis. These are

companies where their main problem is

that their clients demand

financial linkage and automation,

and generally they don't know how to

deliver it. So your positioning here

is to be the white-label technical arm,

in parentheses, of these

companies. They sell the

mission to their clients and you will

deliver it without them needing to

recruit anyone internally. It's a win-win

for them in terms of heroin. I would give it an

8/10 because

they are winners and they have no

risk to bear. And in

regulatory terms, we're at 6/10. Why

6/10? Whereas often in this

configuration, we first have to

convince or see a decision-maker in the

SN or in the consulting firm who is

the sales manager, who is

the business engineer and then

sometimes we also need to see the

end customer who validates the profile. Here,

the cycles are a little longer than the

first niche, but it's a

partner niche and it can scale very quickly.

A single firm can handle multiple

assignments over very, very

long periods. And the third niche is

small financial structures such as

family offices, fintech companies, and

small funds. There are companies like

Vfor, Vincture, Elaya and then

fintech companies like Sle. Here, their

main pain is processes that

are generally manual,

investor reporting, reconciliations,

consolidations. They don't really have

a dedicated data team. The decision-maker here is

the founder or CEO, and the

purchasing process is generally

streamlined and the offer speaks directly to

their daily reality. In terms of

ROI, we're at 8/10 and in

regulatory terms, we're at 6/10. So there

you have three niches, you have three

different pain points, you have three

different offers for each of these

niches. And in all three cases, we have

a hero who is direct, who is

visible. The distribution process

is much shorter than

dealing with insurance companies or

banks. And besides,

regulatory frictions are manageable. This is

exactly the opposite of where you were

prospecting before, which was a

very, very broad target market. And the advantage of starting

with three niches in parallel is that

when you have your first appointments

and your first clients, you can

focus on the one that responds best

or the one you like the most. And

if you had bet everything on a single one that didn't

take off, you would have had to start

from scratch and launch

new campaigns and so on. So

now that your target has been rebuilt, the

next question is: does your

message follow? Because changing the

target without changing the message is

like making the same mistake in a

different way. And that's what we're going to

correct right away. So, regarding the

message, and here you'll see that when your

target is right, the message

practically writes itself because you know

the exact pain point, the exact decision-maker, and

the exact result they want. We're going to

take the first niche I

recommended, which is uh,

outsourced jobs and accountants.

And I'm going to show you what that actually looks like

on the object and the

four blocks we saw earlier.

So, first, the object. The object

I chose here is, instead of

saying, "Are your dashboards really

reliable?", I'm going to say simply "customer reporting"

and in lowercase. That's

all. No

question marks, no marketing jargon,

it looks like an internal

company email, it doesn't feel like

prospecting and it speaks directly to

their daily lives and almost uses

their internal jargon. So here,

I would give it a score of 9/10

. Next, the first block, the

customization section.

Personalization, instead of seeming to

pilot, you write given the number of

leaders you were supporting,

I imagine the monthly closing is

a marathon that starts every 30th of the

month. So here you're talking about their

daily reality. Well, that's the

daily reality of a chartered accountant. They

are all underwater by the 30th of the month. So

we're at a 6/10 for personalization.

would put. You can improve this even

further by adding real

personalization. And to make a

real personalization, you can use

the information that your lead has filled in

on their LinkedIn profile in the

info section of their LinkedIn profile. That's

information you can find in

Airscale. Airscale can bring you that

information. So if you have it, you can

personalize it and improve your

message using AI and the

information that will be on his profile

. But simply talking about

their pain here will already attract enough

attention for them to continue

reading the email. You don't need any more

customization than that. Then there is

the second block, the

credibility part and the identification part.

Both. I found it on your

LinkedIn profile. So I went to

your LinkedIn profile. On your

LinkedIn profile. And sometimes we're

all like that, we have trouble seeing

the impact of our own achievements

. So you've already worked for

Vinci Airport and for Orange. These are well-

known large groups and the fact that you have

worked with them on

data and reporting issues is

reassuring, legitimizes your approach and

answers the question "But who is

Mohamed?" So without having to explain it

for three paragraphs, you can say

"I have spent the last few years making

the data reliable for large groups

like Vincy, Airport and Orange.

I bring the same level of rigor to

outsourced accounting and business consulting firms that produce reports

for their clients." And here, we get

an 8/10 because of

the identification and

credibility aspects. The third section is the

offer and the guarantee. The

guarantee is optional, but it

reinforces

the message when you add it

. Instead of selling a

diagnostic, as you did in your

initial message, here you write that before

your figures go to the clients,

an automated check identifies

discrepancies and inconsistencies. You no longer have to double

-check everything manually, and you never again

deliver an incorrect figure in

place for 10 days without paying anything.

That's the guarantee. So here, you're

selling a concrete result: zero errors

in front of a client, and that's extremely

important for them, with a guarantee

in the right direction. So here we get an

8/10 for this section. Here, we might be

tempted Adding the word AI is tempting

because it's a topic

everyone's interested in right now. But

in this niche,

accountants and CFOs, it

could have the opposite effect.

For many of them, AI is

a black box. It's the part that evokes fantasy and

unreliability. So if you want to integrate it,

you can, but do it discreetly,

reassuring them that human oversight is

still required for validation, you

know? But it's not mandatory for

emails to convert. And then the

last section is the call to

action. Instead of asking

someone who doesn't know you for 15 minutes, you

simply write "Reply yes" and I'll

send you a 2-minute demo. There's

virtually no friction at all.

Their commitment is minimal, and their

curiosity is maximized. They want to

see it. So we're at an 8/10. And If

the person says yes to that, you can

give them a demo of what you've

built at Vincy or Orange, for

example. It's concrete, it's visible, and

it can resonate with them. It's also reassuring.

You can also ask them for some

anonymized data from their clients

and key indicators to

prepare a personalized dashboard for them. And

if you don't know where to start,

ask Claude, for example, and

tell him, "Do some research for me on the five

indicators most closely monitored by CFOs,

and build a dashboard around that

, you see?" So you have several

options for your demo." So here's

what it looks like when the target is

right, when it's the same email, the same

blocks, but each line speaks to a

real person with a real pain point

in your market. Now I

understand better why I have zero

positive responses. Clarifying

this with you, I'm starting to see the

sticking points, why I'm

not getting any responses with this audit. I'm

really impressed. So the

message, I never would have thought to include

my past experiences. So that's

very good to know. What would you advise me to do

? Which niche should I start with

? Actually, you can

do all three in parallel, nothing's

stopping you. In Instantly, you have enough

credit to launch three at the

same time. On your same email accounts,

you set up three campaigns in

parallel. I think the

outsourced CFO/accountant segment

is where you'll get the most

responses. But it's not even certain,

actually. The one who tells you "I am "

Sure that this is the one that will

work, he's definitely a

charlatan." You see, I'm in

favor of testing and verifying in the

field. You see, that's the real

indicator, the [ __ ] of telling you

"Go ahead, Mohamed, contact this cable,

it's the right one because we did 4

weeks of studies and we're sure it's

the right one," doesn't work. That's

the reality on the ground that works. The

positive thing about this is that the day

you land your first client,

for example, if we take this niche,

that of CFOs and accountants,

instead of talking about Vinci Airport

and Orange here, you'll talk about Proximis, which has

become your client, you

see. And so, for the chartered accountant or the

outsourced CFO, it will speak to them immediately

. It's someone who works

like him, who has the same problems as

him. So even if he doesn't buy from you, he'll

be intrigued. He'll at least want to

see the demo of what you did for

his competitor because nobody

wants to lose their competitiveness.

Everyone wants to be number one in terms

of competitiveness. And just one more

question regarding the

follow-up emails. Do you recommend sending

follow-up emails or just an initial

email? So, in 2026, I advise

making two follow-ups. A first

follow-up after 3-4 days and

yet another follow-up after

another 3-4 days. No more than two

reminders. In the past, people would

make 3, 4, 5 re-calls. In

2026, it only serves to exasperate

the people you're dealing with. So you can

make two follow-ups and if you have a

niche that is not huge and you have

contacted let's say everyone, you

can contact them again after about 3 months

.

And here we are in July

, the period of many holidays,

you can let it run. In fact, it's

also a good time in the sense that it's

a slow period for them. They

have fewer clients and therefore, as a result,

they have more time to deal with

structural issues. So when they

receive an email from you in July or

August, they will think, "OK,

maybe this is the right time, I have a little

more free time, I'll reply, it doesn't cost me

anything to see him for 30 minutes to

discuss this very subject." And

in any case, we have this problem

internally within the firm. So maybe now is

the right time

to get started. based on your experience

with, uh, niches and

email code. In fact, how many

people contacted can we expect to get

responses from?

There's no standard if you want, it

varies a lot from one sector to another.

Accountants will not react

like financial directors, like

fintech companies, and so on and so forth. I had

clients for my agent who

contacted me and for whom I did

email coding. We had

worked very hard on our target. We had

worked very hard on the message, particularly regarding

credibility. All the sections

we saw today are actually

the same sections that I put in

the email we sent to the client and

we got 14 responses out of 200 emails

sent in less than 14 days, you see.

And we used far fewer boxes

than you. We only used three

boxes. We took Mohamed's prospecting

, put it under the

microscope, pillar by pillar, and the

verdict was swift. The problem was not

the tools, nor the infrastructure, nor the

volume of messages sent. The

problem was, in the end, a target audience that was too

broad in an over-regulated sector with

a message that spoke to everyone,

therefore to no one. Now, if you

have a blockage in your business,

I am opening applications for the

next free audit. I diagnose

what's not working in your

business. The link is in the description.

You submit your profile,

describe your situation, and the

next cases will be chosen from

this list. If you're struggling to

know where to start, watch this

video where I show you step-by-step

how to create and sell a service

using website creation as a starting

point. And for my part, all that's left for me to do is say see

you next time

.