SBJ: What has been key to your recent growth?
Nathan Adams: We’ve diversified our services and offer a full range of traditional services with a deep specialization in technology solutions. About half of our staff is considered strategic planning, branding and creative; the other half are digital project managers, software developers, coders and (search engine marketing/optimization) specialists. That’s been the secret to our success.
SBJ: What are the challenges of having employees across time zones?
Adams: A lot of our employees in the U.S. are remote, but they have an office assigned to them. It’s been about us finding the right people and making sure we have the infrastructure in place to make sure they feel part of the team.
SBJ: What are your top issues when it comes to managing growth?
Adams: Certainly capital is a big issue when you’re growing as quickly as we are. The second is training new staff. We have some pretty well-known brands that we represent, and when you’re dealing with big tech companies that have fairly sophisticated processes, you can’t just come in on day one to operate. What does training look like? How do we ensure that our clients and staff are trained correctly? Those are questions that can keep you up at night.
SBJ: What has the company’s growth enabled you to do?
Adams: It has certainly allowed us to do things from an acquisitions standpoint, acquiring companies that make sense for us to acquire. It got the attention of multiple Fortune 500 companies [including Warner Bros. Discovery and Calvin Klein] who have decided to do business with us. I think people find value in that. We have bright and smart people that have continued to grow our folks in the tech space and ensure that we continue to meet that demand.
SBJ: Is this fast growth sustainable?
John Scroggins: Do I think we’ll grow at 125% every year, and live through it? It can be done, but after our initial acquisitions, it’s a matter of focus and more measured growth. I know what our company has in the pipeline, and I see it on the horizon. The growth isn’t going to stop. It just becomes more focused on where you direct your attention and the acquisition of clients.
SBJ: How have your goals changed since the business has taken off?
Adams: We had a five-year business plan, but that’s been ripped to shreds. I don’t think it’s relevant anymore. We’ve been strategic in diversifying our acquisitions. In October 2020, we acquired Vertical Marketing Network, based in (Los Angeles), and people thought I was nuts. Then we acquired Ecomitize, which gave us our tech apparatus and just acquired Legato, which is health care-specific marketing.
Scroggins: I started in 2019, and we were preparing for growth. About one and a half years later, passing Nathan in the hall, I’m ready for the high five, saying “We’re there!” He said, “No, now it’s time to apply the gas and go.” And we haven’t stopped since. You figure out the systems that work and go at it.
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