Video summary

Larguei a Engenharia e Fiz 10 Milhões com IA e Funil Low Ticket | Guilherme Torrejon - Kiwicast #710

Main summary

Key takeaways

Business

Business summary (what the company does + strategy)

  • Company (Congresso / “Congresse” platform) founded in 2019. Originates from online congresses and evolves into a healthcare / professional education ecosystem.

  • Primary clients / audience

    • B2C: doctors, nutritionists, veterinarians, psychologists, physiotherapists + undergrad and practicing professionals
    • B2B: companies that promote events/congresses (they provide the online congress platform + services)
  • Two business models
    • B2C digital products: courses, mentoring, postgraduate programs sold to professionals via funnels
    • B2B platform for congresses/scientific events: lead gen + registration platform + certification
  • Core niche positioning: focus on highly specific healthcare/professional “micro-pain points” (e.g., nutrition for alopecia; fish anesthesia; menopause nutrition) because broad health offers are too competitive.

Origins + growth journey (execution lessons)

  • Motivation / problem: In Brazil, people can’t easily attend costly in-person events. Online congresses let professionals stay updated across long distances.
  • Early execution (2017–2019)
    • First event built manually with ~R$100 ad spend
    • Mainly relied on networking / academic partners
    • First launch: R$12,000 sold in one day
    • First congress results: 3,000 registered participants (driven by community/academic channels, not paid funnels)
    • Content production scaled from “recorded lectures manually” to multiple formats (interviews/roundtables) to improve engagement and speaker reliability.
  • Key operational risk early: speaker non-deliveries
    • Solved by requiring a recording format, adding an “operator” to schedule/record, and using an internal organizer role as a bridge.
  • Major inflection via partnership
    • A partner recognized the opportunity and helped scale
    • First joint edition reached ~85k registrants (speaker/partner-driven scaling + platform technology + faster production)

“Low-ticket funnel” playbook (how they generate revenue)

Why low-ticket worked for them

  • They sell to ultra-niche professional audiences where:
    • content is scarce (university time constraints)
    • the offer directly maps to practice improvements
  • They avoid low-ticket for layperson mass problems:
    • too competitive; higher CPM/CPA; traffic becomes unprofitable
  • Strategy goal: profit sustainability, not one-off spikes—built as a perpetual/continuous sales system.

Offer structure / product “recipe”

  • Entry-level product format
    • ~40 minutes to 1 hour video lesson
    • ~4 bonuses on the entry-level product
    • They also sell adjacent short products (30–40 min) connected by a theme
  • Congresses → product pipeline
    • Each congress has ~10 lectures
    • Each lecture can become a separate funnel/product
    • Bonuses are integrated into a “feedback loop” of the lecture content

Upsells, order bumps, and bundles

  • They emphasize order bumps more than classical upsells early:
    • “Three bonuses” minimum (entry product bonuses)
    • Typically minimum 2–3 order bumps to raise average order value and improve traffic economics

  • Tested order bumps with guardrails such as:

    • bump values not above the original low-ticket price (example: selling at 47 with a 37 bump; higher bumps for higher-intent moments)

  • Multiple ticket tiers are used (e.g., 47 / 57+, with higher tiers tied to congress/payment moments).

  • Their view: upsell can be deferred—the model can often work “without upsell” early.

Delivery constraints that reduce refunds

  • Content is designed so buyers receive what they expect:
    • video-first + supplementary PDFs
    • member area cards/mindmaps
    • AI transcription to support long-term consumption
  • Refund rate: ~1%
  • They attribute most refunds to “content not matching expectations” and mitigate via improved delivery and expectation-setting.

Metrics & KPIs mentioned (targets/results)

  • Revenue: over R$10 million generated in the digital market using low-ticket funnels (medical niche focus)
  • Early sales proof: R$12,000 in one day on a first launch; early event scaling from small manual efforts to large volume
  • Sales channel performance (platform referenced)
    • At Kiwicast: “over 30,000 sales”
    • Refund rate: ~1%
  • Email database size: ~300,000 contacts; they email daily offers
  • WhatsApp constraints:
    • limited throughput: ~200–300 messages/day
    • deliverability managed via multiple phones/SIM cards (with the challenge of numbers being dropped)
  • Management scale (startup stage)
    • ~4 → ~40 people in ~3–4 months after an investment round in 2020
    • Later downsized: laid off half during 2021–2023 recovery
    • Today: ~15 people with higher quality due to process clarity

Management + operating system (scaling, then stabilizing)

What went wrong during the pandemic scaling

  • In early 2020, demand surged and they attracted large clients (ticketing/event platform demand).
  • They scaled quickly (4 → 40), but processes weren’t clear, creating low productivity initially.
  • They raised ~R$1M+ and accelerated hiring.
  • Cash burn followed: 2020–2023 became a period of rebuilding and reinvention; they burned investor cash and required layoffs.

What they changed (process/ops lessons)

  • Shift from “hero operations” to process clarity:
    • delegation know-how
    • better orchestration of execution
  • Automation/systems improvements
    • payment processing time reduced from 1–3 days to ~15 minutes (via their “My Landing Pay” reference)
  • Diversification of revenue streams
    • sell: platform + digital products
    • plus an agency providing traffic services
    • continued focus on healthcare professionals across products and acquisition channels

Marketing/sales execution tactics (concrete)

  • Paid traffic vs. organic/community: early stage relied on networking; later they optimized funnel economics.
  • Sales pages in text (not VSL-heavy)
    • They don’t use VSLs; they use plain text sales pages and images/art.
    • Rationale: the professional audience prefers reading (better communication alignment).
  • Expectation-setting to reduce churn/refunds
    • standardized product format and content (modules/classes) reduces mismatch risk.
  • Database monetization
    • After purchase, they repeatedly offer adjacent products:
      • e.g., buy “alopecia,” later receive offers for “menopause,” “endometriosis,” etc.
    • They also pitch congress tickets during the paid event.

Frameworks / playbooks explicitly or implicitly used

  • Ultra-niche positioning (segmentation + specialization)
    • narrow healthcare/professional pain points vs broad consumer problems
  • Product ladder via congress content
    • “one lecture → one funnel/product” to build a catalog of small offers
  • Offer optimization based on refund signals
    • refund rate (~1%) treated as feedback; most refunds tied to expectation mismatch
  • Omnichannel conversion
    • primary: email
    • secondary: WhatsApp (with operational constraints + deliverability management)
  • Operational scaling model
    • move from founder-led execution to process/system-driven delegation before expanding headcount

Actionable recommendations distilled from the episode

  • Sell specific professional outcomes (technique/condition-specific) instead of broad “get rich” or generic healthcare promises.
  • Build low-ticket offers as video + bonuses + supplemental materials to reduce refund risk.
  • Use a repeatable content-to-funnel pipeline: congress lectures become modular products with consistent structure.
  • Prioritize order bumps + multiple ticket types to improve average order value and traffic economics.
  • Avoid mass layperson health funnel copycatting; competition and rising traffic costs can erase profits.
  • Treat ops as a growth prerequisite:
    • before scaling headcount, lock in clear processes and delegation
    • implement systems that cut operational lead time (e.g., payment processing improvement)

Presenters / sources mentioned

  • Guilherme Torrejon (guest): credited with R$10M+ revenue via low-ticket funnels in medical niche
  • Maraia (co-founder): operations focus
  • Luiz Gustavo (partner): sales/marketing and sales funnel growth role
  • Derck / Derick (developer partner)
  • References/sources for clients/platform work: UNESCO, UNESCO Global, UNISAMP / Unicamp, USP, Fiocruz, United States Embassy in Brazil, and participation by a Supreme Court justice (mentioned as client/event attendees)
  • Video hosts/podcast table participants: not identified by name in subtitles (only narration such as “We founded… I received…”, “Now… going back…”)

Original video