In this episode, the hosts discuss the strategic differences between building an agency versus a software business, weighing factors like scalability, revenue models, and operational challenges. They explore the nuances of managing high-growth companies, the importance of hiring experienced leadership, and the personal philosophies behind business ownership and reinvestment.
Topics: Agency vs. Software, Business Scalability, Entrepreneurship, Revenue Models, Management, Hiring, Business Growth, Investment Philosophy
Why Agencies Suck [00:07]
Shaan Puri: Why did you do an agency? So me and Sam, I always talk about like, uh, we have many mottos on this podcast. Um, for example, we don’t do public math. For example, you don’t say you’re rich, you say you’re post-economic. Uh, these are things we’ve picked up from from guests along the way. And one of the one of the model one of the mottos that we say is, uh, you know, agencies suck. And, uh, it’s like, and and and the reason we say it’s not because they, uh, like they do well, that’s not that they suck. It’s like they suck as a business choice. Like, if I could, I’ve always thought if I could choose between software or an agency, I’d choose software because it’s like, oh, it’s not a services business. It’s going to work while I sleep and it can scale up and I don’t have to open up offices in Poland and Brazil and all these other places. But you chose that. You did software and you chose agency. Now, um, why’d you make that choice and what’s great about agencies that I’m kind of like not giving enough credit for?
Software vs. Agency Business Models [10:44]
Guest: So you’re looking at business as in software is more scalable, it’s more desirable by public markets, EX HubSpot, versus, uh, Accenture. Accenture has way worse multiples than HubSpot. Accenture is a bigger company from a revenue EBITDA standpoint. But now take a different approach. Okay, HubSpot’s publicly traded company. You guys are both HubSpot employees, I’m assuming, still. Is that correct?
Shaan Puri: Kind of.
Guest: Sure. Whatever your guys’ deal is, right? But you guys are pretty much at HubSpot. Now, imagine creating a business and you don’t plan on going public. You don’t care for the limelight. You don’t care for any of that. In business, what’s a successful business? Good revenue growth and good revenue and profitability, right? All that really matters at the end of the day, whether you grow or not grow, is how profitable are you. Would you guys agree with that statement? Assuming you’re doing something that’s ethical and you’re not selling drugs.
Shaan Puri: No, I wouldn’t agree with that. I would say there’s a third thing, which is like, is this enjoyable? And like, do I like my day-to-day? And with the more people you have, most people would say that’s just a little bit more headache, uh, than than.
The Reality of Scaling [02:13]
Guest: But that’s not software or consulting. Anytime you build a big company, you tend to have a large a large amount of people, whether it’s HubSpot or whether it’s Accenture, everyone has a lot.
Shaan Puri: Yeah, but you can have you can probably have a much higher revenue per employee with software versus let’s say you own a massive landscaping business, you’re going to have to have tens of thousands of people.
Guest: But what’s the difference from dealing with how many people does HubSpot have? Like 6,000? I don’t know, 5,000, 6,000 is probably a lot. I’m guessing on the number. But what’s the difference of dealing with 5,000 or 6,000 people and 20,000 people? There’s a point where it doesn’t matter and it’s a lot of people either way. Like it’s not like you’re at 50 people. You still have thousands of employees to deal with and you need managers and layers and all that kind of stuff.
Hiring and Operational Differences [02:56]
Shaan Puri: Yeah, but you’re hiring a some good or bad, you’re hiring a different type of person. So for example, if you’re VaynerMedia, they’re based in New York, they can probably only afford to pay some of their lower level employees $70 or $80,000 a year and so you just have to get a ton of people like that and have to have higher churn versus say a bigger company where you’re able to pay a significantly higher salary because the revenue per employee is much higher. So perhaps there’s a slightly different day-to-day with because of that.
Guest: Not necessarily. Let’s say you’re VaynerMedia. He could be doing it to optimize for profit. What if I told you his LTV was 6, 7, 8 years, right? And you have an enterprise account. Then at that point, you can still hire high quality people and pay them an arm and a leg. You get what I mean, right? Like you look at Accenture, they’re charging accounts so much money and their contracts are long and I don’t know what VaynerMedia’s LTV is, but there’s a lot of consulting companies that have LTVs of 6, 7 years for clients. And their clients are spending, you know, a HubSpot, yes, it’s more revenue per you can say potentially in software you can get to more revenue per employee, but I know consulting companies that only take on contracts that are like $5, 6 million and upwards. So you have high margins and you can have a high revenue per employee, but either way, no matter what, as you build a big business, you’re going to need more people and it’s a headache to manage. Whether you pay them 70,000 or whether you pay them 150,000, it’s still more of a headache. And the notion that if you hire someone for 150,000, I’m not saying you’re saying this, it doesn’t necessarily mean they’re a better employee, right?
Shaan Puri: No, it just means different types of headaches.
The Nature of Different Business Models [04:35]
Guest: Correct. Exactly. Engineers, for example, are very expensive in this economy, right? So the point I’m getting at is a consulting company, I had the demand for it. A lot of people wanted to pay me for marketing and there was just so much demand, it would have been silly not to do. And if I’m not trying to go public or I’m not trying to sell, money is money, green is green. As long as you’re happy doing what you’re doing, take the cash.
Shaan Puri: Will you ever sell the company?
Guest: I wouldn’t say I would never sell the company, but I don’t care to ever sell the company because I love what I’m doing. We also have good growth too, right? Like I don’t know what we’ll grow this year, 60 something percent, which isn’t bad. You know, with the market going up and down and fluctuating, 60 something percent is my guess at our size. That’s decent.
The Different Types of “Headaches” [05:19]
Shaan Puri: Yeah, the part I was actually talking about was a little bit more like, uh, I think you’re you’re totally right that like if you’re going to win big, you’re going to end up with a bunch of employees and like, you know, it might look like 150, it might look like a thousand, it might look like 10,000, but like, you know, in either case, you’re going to have managerial work and headaches and it’s just different types. The part I was really talking about is like, you know, I’ve now built, let’s say, a media company, content, and then it’s like, um, done educational stuff, so courses, which are like, you know, different thing. And then there’s like, I built software company and you know, we ended up selling that one. And then it’s like, and then there’s, um, uh, services, which is like client services, like like consulting or agency model. And what I hate what I what I what I love about content media is it’s actually pretty fun to create and it’s cool because a lot of people consume it, so they kind of, you know, you get that like hit. Um, but you got to like you got to bake the cake every day, right? So like, you know, the hustle or like my the Milk Road or this podcast, like we have to come on and create the content again, uh, you know, for the most part. We we’re not doing like super long evergreen stuff. Uh, so you know, like with the Hustle is a daily newsletter, Milk Road is a daily newsletter, it’s we got to bake that cake every day. Whereas software, it was like we built one product and yes, we might we will improve it over the course of a year, you know, every year we’re going to improve it. But like fundamentally, um, we didn’t have to like recreate the product, come up with a new viral story or a new great content segment, uh, that would like require like a new genius. Uh, with software, it’s like you come up with one genius moment and then you sort of refine it, make it work better over time and get rid of bugs and things like that. So I prefer that part of software, which was like making a product rather than making kind of like a disposable, uh, you know, consumable piece of content. Or like I have an e-commerce company and like it’s a pain in the ass to have supply physical products that are supply chain constrained and like we have a warehouse, we got warehouse problems with our e-commerce business. And so I’m like, man, digital was sweet compared to e-commerce, but e-commerce is quite profitable, like kicks off a bunch of profits, that’s nice. So every business has these pros and cons and I always thought agency was like, um, the part I always thought was a pain in the ass was like the client services. You are reinventing the next campaign and the next winning marketing, you know, formula for them and you have to keep clients happy all the time and clients are sort of like never satisfied in a way that like, if software is like, you can have nameless, faceless customers that like, yeah, some percentage of them will will write into your help desk that’s in the Philippines or whatever, but like you’re not having to like, you know, send account reports to your, you know, your your big clients to keep them happy.
Managing Client Relationships and Growth [07:48]
Guest: Yeah, but you everyone has their own problems. In software, a lot of people have churn as this issue and they can’t figure it out. Or they have competitors that come into the marketplace and just undercut them on pricing for the same features because it’s cheaper and cheaper to build software these days, right? So they all have their own problem. To me, I look at it as if you can find the right people. So every time I start a company, I find people to put in place that have already done it multiple times before, because your risk of failure are lower and they already know everything to do. So I don’t have to deal with client relationships. I don’t have to deal with customer service or anything like that. I get to do what I enjoy doing, which is go and create content, be the face, etc. And uh, my wife enjoys what she gets to do, right? She gets to donate the money, although we don’t really consider it as donations, we look at it as investing. We’re investing in people, although we really don’t ever collect any money back. It’s more so you’re investing into making the world a better place or people’s lives a better place or whatever it may be.
Early Hires and Business Structure [08:43]
Shaan Puri: What’s the who who were who were your first three clients at this at this agency? Because I don’t know. They were small companies.
Shaan Puri: And right now, who’s an example client?
Guest: Like a Fortune 100 software company. Like that is a typical company. Think of any big large corporation in B2B, that’s a great example of one of our customers or even B2C. Actually, think of any Fortune 500 company, that’s a prime example of a customer.
Shaan Puri: What’s the and who’s the CEO of your agency? Are you?
Guest: No. I’m never the CEO. I’m a terrible manager. I’m one of the worst managers ever. Uh, his name is Mike Gullikson. He was the CEO, no, he was the president of I Prospect, which is an ad agency owned by uh Dentsu. I believe in I Prospect, maybe they had 4, 5,000 people is my guess.
Shaan Puri: And what when you how early into the business did you have a a hired CEO or hired leader?
Guest: Day one. I won’t start a business without a CEO from day one.
Shaan Puri: And what did you pay them in the first year?
Guest: First year was my co-founder, so like 100 grand.
Shaan Puri: And that’s because you basically went and drummed up 100 grand worth of business and you’re like, “Hey, Mike, uh, I got I got this client to give 100 grand. You want to run this thing for me and and help it get deployed?”
Guest: No, uh, our business didn’t start off that way. I probably put in total of 5 million bucks into the business of my own money. So it was bootstrap but not really bootstrapped if that makes sense. It’s kind of cheating. Um, and it gets easier and easier as you’re an entrepreneur, right? The more the more successes you have, and I’m not saying I’m successful by any means, the more capital you have to deploy into the next thing so it reduces chances of uh failure. And when it’s your own money, this is just my thesis and I could be wrong on this, I have no data points. When it’s your own money, you’re much more careful than when they you raise like 15, 20, 30 million dollars of venture capital, right? You really look at every single dollar. Uh, but Mike was the CEO from day one. He’s a great operator, has no agency experience. Eventually we got in a president and then eventually from there, we got in a CEO.
Shaan Puri: And have you guys crossed 100 million in revenue yet?
Guest: Yeah, we do nine figures.
Shaan Puri: That’s crazy, man. So, I mean, that’s just pretty wild that you’re able to like parlay this blog that was all always kind of a juggernaut, but this blog into a nine figure a year business. I mean, that’s amazing.
Guest: Yeah, it’s it’s been a good run. I hope it I’m knocking on wood, although you probably can’t hear because of the crisp, but uh, I I hope it keeps going and more so we’re just having fun. Like for me, what I enjoy doing is building a business. Um, I know I have an expensive lifestyle. I generally don’t do stuff for the money. Like I overpay like house staff, like nannies and stuff like that. When I say overpay, I drastically overpay, not by like 10, 20, 30, 40%, like I really mean drastically overpay because I look at people and I’m like, if you’re cleaning a house, how are you going to live on this? Like I’ll give someone six figures to do that. I know that sounds kind of crazy or stupid, but like I’m not giving my kids money, so I might as well take care of other people in this world who need it more than um uh we do.