Two cohorts of eight, three refunds. Which lever do I pull?

What actually happens in week one? I ask because if the first thing a new person hits is a spreadsheet, I'd probably have gone looking for my refund too, and I'm the exact person you're selling to.

The thing rural buyers at that price point kept asking me about wasn't analysis, it was who lends. Small banks, portfolio notes, and appraisers who will drive 40 minutes. If your module four keeps going stale, that's because it's the part with the most real value in it and the market moves under it.

$1,900 didn't kill anyone. Coming from a standing start, what kills me is homework volume in week three when work gets busy. I paid for a course last year and dropped out at 60% purely on time, and if the seller had offered a slower track over 16 weeks I'd have stayed and probably finished.

Also, on your completion number, 6 of 16 counts the three refunds in the denominator. Out of the 13 who stayed it's 46%, which is a different story to tell yourself. Not a great one, still a different one.

Run the hourly. 70 hours a cohort against roughly $11,600 net per cohort is about $165 an hour, and that ignores the rebuild time and your marketing hours. Five seats at $3,400 is $17,000 for maybe 50 hours if you're strict about call length. I'd raise and shrink, and I'd hold the written feedback because that's the part people actually pay for. The videos are the commodity.

Careful with the $79 community idea. I ran a monthly thing for two years and churn averaged 9% a month, which means you're refilling the whole room every year and the refill work never ends. Course refunds are a bad afternoon. Subscription churn is a permanent part-time job.

One thing to get checked before you sell seats with weekly one-on-ones: in some states, getting paid to advise a specific buyer on a specific property can edge toward brokerage or advisory licensing, and where that line falls varies by state, so have an attorney licensed in yours read your call format. Teaching a method reads differently than steering a transaction.

I disagree with cobalt on where the problem is. At five seats you now need five right people instead of eight warm bodies, and you haven't shown you can source right people yet. Three refunds out of sixteen says your intake is loose. Fix the front door first, then raise the price with a straight face.

Everything here hangs on one assumption, which is that your seat demand holds at $3,400. You have no evidence for that. You have evidence that eight seats clear at $1,900 twice, and that a meaningful slice of those buyers wanted deals handed to them.

So test it cheaply. Open five seats at $3,400 with an application, and if you fill three, you've learned the price ceiling without burning a cohort. Three at $3,400 with tighter scope beats eight at $1,900 with two refunds on almost any version of your hours. Also track one number you're not tracking: offers written per student per month. Closings are too slow and too lumpy to steer by, and offers written is the leading indicator you can actually put in your marketing without promising anybody an outcome.