PRICING QUESTIONS ANSWERED: WHAT SHOULD YOU CHARGE?
JACOB ROIG • ROAD TESTED ANSWERS FOR SPEAKERS, WORKSHOP LEADERS, PROGRAM CREATORS, AND OWNERS READY TO PRICE FOR PROFIT.
Your price must do more than win the sale. It has to pay you, cover the real cost to deliver, protect planned profit, and build capacity for the next skilled hire before overload makes the decision for you.
Choose the pricing question you’re solving:
Pricing a keynote or workshop? See what your fee must fund.
Selling a course or program? See what every enrollment needs to produce.
Planning your next hire? See how to price your business to afford a team.
How do I know what to charge for a keynote or workshop?
Start with what the engagement must produce, not a generic fee range. Include owner pay, taxes, preparation, travel, delivery, operating costs, planned profit, future skilled help, and the number of paid engagements you can realistically sell.
How much should I set aside from each sale for skilled help?
Set aside a deliberate amount from every sale. Divide the monthly cost of the role or growth expense by the realistic number of sales you expect. That required contribution belongs in the Formula before the hire becomes urgent.
Do I need more sales or better pricing?
More sales only help when each sale leaves enough money behind. Formulate first. Then decide whether the answer is a different price, more sales, a better delivery structure, lower costs, or a combination.
How do I price a program so I can afford a team?
Build the future cost into today’s enrollment goal. If the role costs $3,000 a month and you expect 10 sales, each sale must contribute $300 toward it. Then account for owner pay, taxes, delivery, and planned profit too.
Should profit pay for my employee or contractor?
No. Profit is a planned return, not a vague leftover. The role should be built into the price as a future cost so your owner pay, planned profit, and growth capacity are not raided to solve the same problem.
How do I know when I can afford to hire?
You are ready when the Formula shows the role is already funded through a repeatable contribution built into sales, not when you have one unusually good month. That creates a hiring decision you can make before exhaustion forces it.