A practical playbook on selling anything that hurts to say out loud: helicopters, real estate, yachts, industrial equipment, investment assets, consulting with six zeroes — without sleaze, pressure, or guru clichés.
The book is structured as a working manual: you can read it front to back or jump directly into the part you need for your current deals.
| Part | What it covers |
|---|---|
| Part One — The Head | How your own relationship with money, rejection, and status shapes every step of a large deal; how to stop collapsing under big numbers and move from “a person with a price list” to a coordinator of a complex decision. |
| Part Two — People on Both Sides of the Table | What truly happens in the buyer’s mind beneath formal goals; how hidden fears, past mistakes, internal politics, and justification logic shape major decisions — and how the seller avoids acting as either hero or servant. |
| Part Three — The Process | A large deal as a structured route rather than luck: mapping stages from first contact to closing, understanding where people with money actually come from, conducting conversations that lead to concrete next steps, and handling conflict without collapsing. |
| Part Four — Regimen | The daily drills and self-audit routines without which any sales theory stays just words: speech training, outbound touches, honest analysis of your own behavior, and the discipline that turns insights into repeatable performance. |
| Part Five — The Person Who Runs the Game | Frames, positioning, and the role of someone who guides others through complex decisions: how to set the agenda, define the purpose of the conversation, avoid becoming “another supplier,” and build a clear structure instead of relying on luck. |
| Part Six — Selling to Busy People | Lead generation in the real world of high-net-worth buyers: working through their environment, precision outreach, partner networks, and a public voice — entering the circles where serious decisions are actually made. |
| Part Seven — Readiness to Pull the Trigger | Preparation that precedes every successful negotiation: research, dossiers, ICP, meeting structure, diagnostic questions, human layers of a decision, and the ability to turn vague objections into concrete tasks. |
| Part Eight — Fine-tuning | Advanced high-ticket skills: identifying weaknesses instead of generic “pain points,” building personalized communication, dismantling objections instead of fighting them, and adjusting your reasoning to the real human structure in front of you. |
| Part Nine — The Final Mile | The last stretch of a major deal: managing volatility at the finish line, negotiating ranges instead of single numbers, handling pressure without losing stability, structuring delivery and hand-off, and turning a one-off transaction into repeat business. |
| Part Ten — Practical Training | A full practical program converting theory into working habits: mindset and money normalization, refusal tolerance, frame drills, diagnostic practice, negotiation structure, objection work, pipeline management, and a daily regimen that produces real high-ticket competence. |
Keep the playbook next to your pipeline and use it when a deal appears that is too big to “wing it”.