Our plans to scale Growth Guild
It’s no secret that we set out on this entrepreneurial journey to help other companies grow, with the goal of growing ourselves. We’ve gotten really personal in past blog posts about how we came to the conclusion that starting Growth Guild was the best path for us, but also how we felt that our in-house experience could help us build a better agency, with full transparency to our clients, and fair compensation for our partners.
We started with three partners in January 2018, and a clear vision of our ideal client:
A business owner trying to run and grow a business at the same time.
A company founder with a market-proven product that needs to grow really fast to impress the next prospective group of investors.
A marketing leader trying to prove to leadership that they could do amazing things if they could hire a full team.
An entrepreneur running an already successful business that seems to have plateaued and needs a breath of fresh air.
A company desperately in need of marketing help, but with no idea how to find a great marketing professional.
Fifteen months later, we’ve been lucky to share our secret sauce with several successful businesses and are ready for more.
The good news is: it’s time for us to grow!
Literally, and figuratively. Our families have grown and continue to grow (hello current and future Growth Guild infants), and so has our company. In five quarters, we‘ve doubled our portfolio of clients, hit every single one of our performance goals, and our plan is to continue the trend into 2020.
The flip side of explosive growth is testing scalability and our commitment to our core business objectives. One of the things we knew early on is: we don’t want to be the kind of agency that hires in the good years and lays off in the bad ones. We want to surround ourselves with the best, while providing everyone with the kind of work-life balance everyone tells you doesn’t exist in the agency world. It’s not just healthy, it makes us better at what we do.
Our plans for the next two quarters
Dave - who has up until now worn a triple crown of business development, marketing strategy and internal admin duties - is going to be focusing on business development and marketing strategy. We’ll be bringing in a part-time contractor to help us with running the business (bookkeeping, accounts payable, etc), as well as a contractor to help with ad buys and analytics.
Laurel - our wordsmith extraordinaire - will continue providing her amazing content planning services and project management skills. We’ll be expanding our content team with up to two different contractors who’ll help carry the load of more involved content pieces - such as ebooks and press releases - to allow her to focus on strategic content planning and big picture projects.
Astrid - our creative and lead gen tactical person - will continue providing visuals and targeted campaigns. We’ve already engaged the services of a front-end developer with experience in Wordpress and platforms such as Marketo and Pardot to help with higher-level development projects and things like site migrations, custom landing pages, and troubleshooting existing bugs.
We’ve carefully looked at our personal networks and reached out to people we’ve worked with in the past for this first batch of contractors.
How will this affect our relationship?
For today’s clients, it shouldn’t feel like a change. You’ll still have one of the partners as your account manager, we’ll continue to attend check-in meetings and if you do end up interacting with one of these new recruits, your experience should continue to feel like “us.”
For our new clients, it means we’ll be able to work together! Without these talented individuals, we’d have to start a waiting list or defer our engagement until there’s availability. We don’t want to compromise existing accounts, and we want to remain true to our original goals.
Why are you hiring contractors instead of employees?
In short: because we want to pay a living wage, while at the same time hiring US-based candidates with more than five years of experience. And the best way to accomplish this in the short term is by finding highly skilled senior-level professionals who operate their own separate businesses. Since we’re learning to run an agency while we … run an agency, we have decided it would be best to incorporate senior staffers to the team rather than try to hire and train junior staffers - which we’re simply not equipped to do. We won’t be putting together bottles full of intern tears to send to prospective hires, or clients, anytime soon. And when we do decide to bring in junior level hires, we will not only hire carefully but work together to put a plan that helps build up and train these team members. If you’re reading this and you’d like to contract for us, fill out the contact form on the site and we’ll be in touch to see if we’re a good match.
We don’t know if this is the right way to do things, but it’s the way that feels right to us. We will, of course, keep you posted if anything changes...as we so often overshare on this blog.
So, that’s the 411 on Growth Guild’s growth. Awesome things are coming and we hope you stick around for the ride.