The math of a 50-seat room.

When an operator won't show you the economics of his own room, it's because the economics are the product and you are the input. So here is the entire business model of this mastermind, on one page, with the arithmetic done in front of you.

The ceiling is public

Fifty seats. $25,000 for year one if you pay in full — which includes a 1:1 VIP session with Brad — or $30,000 total on a payment plan. Run the multiplication: if every seat fills and everyone pays in full, the room grosses $1.25M in year one. A hair more if some members take the plan. That is the most this mastermind can ever make in its best possible year, and you just computed it yourself from the published price.

Compare that to the standard model: uncapped enrollment, a “from $X” price that means nothing, and an ascension ladder where the mastermind is really lead generation for a six-figure back end. Here, the number is the number.

Now watch it shrink

Your renewal drops 10% every year you stay. That's a personal loyalty discount — your price, for staying. Follow one member through five years:

Now zoom out to the room. The better the mastermind is — the more members renew — the lessit grosses per seat each year. A room where everyone stays five years is a room whose revenue has been shrinking the whole time. Find another operator anywhere in this market who designed his own revenue to decline as a direct function of how happy his members are. That's the point: the incentive is welded to retention, not extraction. Most rooms do the opposite — they raise your renewal precisely because you're invested and switching is painful. Tenure gets taxed. Here it gets paid.

Why anyone would price it this way

Because the mastermind is not the business. Brad's stated math is five-year: if he makes $5M in five years, he lost; the real upside compounds elsewhere — the 78 filed patents, the agentic products, the platform bets on the receipts ledger. The mastermind pays the operating bills and, more importantly, is where every framework gets pressure-tested by fifty serious operators before the rest of the world sees it. A stable, compounding room is worth more to that machine than squeezing an extra $2,500 out of your renewal.

This is also why the seat is defensible on delivery, not scarcity: three in-person events a year, the weekly call cadence — 73+ of those calls recorded, transcribed, and quoted verbatim over the last two years — and a CSM/dev team building alongside members. Eight weeks a year of Brad's calendar go to this room. The other forty-four fund the reason the price can fall.

The napkin check, from your side of the table

You're a founder; run your own math. One averted bad hire, one accelerated key hire, or one deal closed off a room referral covers the year. If none of those are visible on your near-term horizon, you're early — wait, and take the free layer in the meantime. If at least one is, the fee is the cheapest line item on the list of ways you were going to solve it. The full ROI framework is in what a great mastermind costs.

The arithmetic on this page is the whole pitch. There isn't a hidden layer under it — which is exactly the thing you couldn't say about the last mastermind you didn't want to join.