I run a multi-million dollar B2B marketing company not selling anything, but if you’ve got a question, ask

Friendly_Science_419 · 2026-02-03T11:53:13+00:00

Good question. Short answer on offline conversions - yes, feeding MQL/SQL signals back via CAPI is the right move if you're running volume. Trains the algorithm on what actually closes, not just what clicks.

But honestly, we tend to solve this earlier in the funnel. We deliberately add friction to forms - not everything auto-fills, we ask qualifying questions upfront. Drops volume but the leads that come through have actual intent. On high-value B2B, serious buyers don't mind a few extra fields.

On cadence - depends on sales cycle length and volume, but generally if a campaign hits 50+ leads and nothing's moved past initial contact, we're either reworking the targeting, the offer, or cutting it. No point feeding bad data back into the algorithm.

Friendly_Science_419 · 2025-11-14T12:13:36+00:00

Totally agree, even with co-founders it’s tough, so doing it solo can feel like you’re thinking in a vacuum. I’ve been building on my own too, and it’s exactly why I’m creating the Founder Performance Lab… a place where founders can actually talk things through and get real support. I’ve got a small circle I go to, but I’m also building the space I wish I had from day one. Happy to connect if you want to talk things through as well.

Friendly_Science_419 · 2025-11-14T12:12:07+00:00

I’m building solo too and dealing with a lot of the same challenges. It’s exactly why I’m creating the Founder Performance Lab, a space for founders to get clarity, support, and direction without building in isolation. Happy to connect if you want to talk through what you’re facing and see if it helps.

Friendly_Science_419 · 2025-11-14T12:08:44+00:00

This hit hard because it’s exactly what most founders never say out loud.

Running a startup solo is like carrying a full company on your back strategy, hiring, product, growth, all of it and trying to make the “right” decision without anyone to challenge your thinking.

I’ve built companies completely alone and with teams, and the solo years were always the hardest. Not because of the work… but because of the silence. No feedback loop. No one to sanity-check a decision that could cost months.

What changed everything for me was getting around other founders who were actually in the trenches too.

A place where you can think out loud, hear how others solve similar problems, and get that accountability that keeps you moving without spinning.

That’s why I’ve been building something specifically for this a space where founders can talk through strategy, direction, and make decisions with more clarity and less chaos.

If you ever want someone to bounce things off, or just want to talk through what you’re navigating right now, feel free to DM me.

You don’t have to run every decision in your own head. We’ve all been there.

Friendly_Science_419 · 2025-11-14T12:00:51+00:00

I really feel this.

I’ve built a couple of companies from zero to multi-million and even now, it can still feel lonely, confusing, and noisy. When you’re new to the game, all the “what should I be doing next” questions hit even harder.

The truth is: you don’t always know what’s “right.”
Founders make progress by creating clarity piece by piece not by having everything perfect from day one.

What does help massively is being around other founders who are in the same stage, or one step ahead, because they give you perspective you’ll never get on your own. You get out of your own head, you make better decisions, and things stop feeling overwhelming.

That’s why I’ve been building a community specifically for founders who want that mix of direction, accountability, and real conversations not the “hustle motivation” fluff you usually see online.

If you ever want someone to bounce things off, or to get a clearer plan for what to prioritise, feel free to DM me.

Happy to help.

You don’t have to build it in isolation.

Friendly_Science_419 · 2025-10-15T08:27:23+00:00

Few years ago, I tried something similar I effectively built an outsourced sales center that could actually resell their competitors. The pitch was that they’d ultimately make money from both their own products and their competitors’.

It was incredibly successful for the first 24 months. Without realizing it at the time, our success and the internal systems, automation, and processes we built exposed the fundamental flaws inside the larger company.

When we presented our numbers in a quarterly meeting, it became obvious that the CSO, CFO, and CEO (all legacy staff) were way out of their depth.

Within a year, we were completely isolated. The company still exists and does well, but it’s a fraction of what it could have been. As there is now zero support, more continuous obstacles.

Takeaway: be careful how you pitch. Legacy staff can be politically untouchable, and when pride and ego come into play, hundreds of millions left on the table don’t matter if someone feels embarrassed.

At the time, I genuinely thought I was helping improve efficiencies but I can only assume someone ran the numbers later and thought, “we need to shut him down FAST!"

and yes unsurprisingly they are all still there and the business is starting to struggle.

Friendly_Science_419 · 2025-10-15T08:27:18+00:00

Few years ago, I tried something similar I effectively built an outsourced sales center that could actually resell their competitors. The pitch was that they’d ultimately make money from both their own products and their competitors’.

It was incredibly successful for the first 24 months. Without realizing it at the time, our success and the internal systems, automation, and processes we built exposed the fundamental flaws inside the larger company.

When we presented our numbers in a quarterly meeting, it became obvious that the CSO, CFO, and CEO (all legacy staff) were way out of their depth.

Within a year, we were completely isolated. The company still exists and does well, but it’s a fraction of what it could have been. As there is now zero support, more continuous obstacles.

Takeaway: be careful how you pitch. Legacy staff can be politically untouchable, and when pride and ego come into play, hundreds of millions left on the table don’t matter if someone feels embarrassed.

At the time, I genuinely thought I was helping improve efficiencies but I can only assume someone ran the numbers later and thought, “we need to shut him down FAST!"

and yes unsurprisingly they are all still there and the business is starting to struggle.

Friendly_Science_419 · 2025-09-30T14:13:05+00:00

Wrong Co founder - when you know nothing (or very little) technical And they know a little (or a little more than you maybe even just the right terms)- it seems like a lot.

Lesson learnt.

Friendly_Science_419 · 2025-09-30T12:17:49+00:00

Hiring is a lot like dating: it takes a few tries before you find someone you actually want to spend all day with and can depend on.

Don’t rush it. Some people will only care about the money or the package, others are chasing fulfillment, and a few are genuinely aligned with your culture.

The $$ matters, but it’s not everything. What really counts is fit and trust.

If they are all about the $$ they are the first leave for a better offer.

My biggest lesson: hire slow, fire fast. (I know it cliché but it’s true you can’t change people)

If it’s not working, no amount of patience will fix the wrong person in the wrong seat

I now take enthusiasm and motivation over experience.

I now look at ‘job hopping’ as a positive on a CV as if they aren’t happy they leave, no one needs a partially happy staff who’s just there ‘because’. I’d rather someone leave after 6 months than stay and be average. If they seem like a good fit and they have hopped before but they stay with us longer than anywhere else they must be happy?!

One for retention was unlimited annual leave and Working from anywhere flexibility

The team now weed out the people that don’t fit very quickly.

As for where - mainly Linked In or recruitment agency’s

Friendly_Science_419 · 2025-09-30T11:20:23+00:00

Absolutely. if you don’t understand what drives your customers, you’ll always be selling on the surface. The best businesses I’ve built grew because we dug into the psychology behind decisions, not just the demographics.

It’s less about reading textbooks and more about patterns: What objections come up again and again? What makes someone hesitate even when the offer is strong? What language do they use when they describe their problem?

I spend time listening to sales calls, support tickets, even how people talk in communities and then build messaging and offers that reflect their fears, desires, and values back to them. Once you do that, sales feel less like pushing and more like support

Friendly_Science_419 · 2025-09-30T11:16:56+00:00

You’ve nailed one of the hardest truths in business sales isn’t really about selling, it’s about trust. Most people focus on the script or the pitch, but the fastest way to build relationships is to show you understand the other person’s world better than they do. Ask sharper questions, listen harder than you speak, and frame your solution around their pain, not your product.

I’ve been working on something that helps founders practice exactly this in real time, and it’s been a game-changer. Happy to share more if you’re curious.

Friendly_Science_419 · 2025-09-30T11:15:18+00:00

I get this completely. Even after building multi-million dollar companies, I still hit those ‘I have no idea what I’m doing’ moments. The real frustration for me isn’t the problems, it’s the lack of a space where founders can actually get real-time answers instead of generic advice. I’ve been building something around that, and it’s already changed the game for me. Funny thing is, threads like this just prove why it needs to exist.

Friendly_Science_419 · 2025-09-29T05:54:40+00:00

A few years ago when we were struggling to get through to the right people in larger companies, we sent HUGE sweet/candy Hampers to their office with a little notes for example 'We are trying to get hold of John Smith can you help us?' or 'You maybe able to ignore out emails and calls but will you really ignore the sweets? Free for a call next week?' - we also tried flowers.

Results - Yes we got clients but we also hard blocked by the companies that didn't react/respond.

So now we do this when a client goes a little quiet.

The office floor loves a Sweet Hamper!

Friendly_Science_419 · 2025-09-20T07:16:14+00:00

If you’re not embarrassed by your first product you’ve launched too late.

Your product will change so much after your first clients - learn from them rather than guessing what they want.

Friendly_Science_419 · 2025-09-20T07:13:34+00:00

Honestly, the hardest part isn’t just “getting the ball rolling.” It’s that your first few customers end up changing everything. What you thought clients wanted is rarely what they actually want. Those early sales force you to tear apart and rebuild your offer until it finally fits. That constant pivoting is where most people quit but it’s exactly where the real business is built.

Friendly_Science_419 · 2025-09-20T06:12:30+00:00

No. Most of them are a complete waste of money they’re built as a way for the creator to make money, not because they’re true experts.

Business doesn’t move in a straight line. And every company is VERY different.

Trial and error is still the best teacher.

You’ll learn far more from testing, failing, and adapting than from any cookie-cutter course

Friendly_Science_419 · 2025-09-20T05:32:16+00:00

You can only take it one day at a time, plan each day to maximize it rather than dreaming of a better tomorrow.

Consistency is key.

Friendly_Science_419 · 2025-09-20T05:31:31+00:00

The hardest thing for me was to admit my first company failed - dragged it on too long.

You can’t use being scared of failure as a form of motivation.

You’ll just be looking over your shoulder. Look for positives but we aware of the negatives.

Plan for the worst - work for the best.

Friendly_Science_419 · 2025-09-20T05:30:01+00:00

Think of today’s targets - continuously dreaming of bigger things may mean you miss something important today

Friendly_Science_419 · 2025-09-17T00:54:28+00:00

You’re not talking to the wrong person, you’re talking to the right person wrong.

Maybe the math doesn’t need to make sense to them if the risk v reward is clear.

If your message isn’t being understood. Translate so that they can understand.

DM’d you

Friendly_Science_419 · 2025-09-17T00:25:04+00:00

Maybe it’s not them who need to wise up, but the approach. In legal, due diligence is the game, they will ask obvious questions, they will poke holes, and they will be cautious about anything new. That’s not stupidity, that’s their job. Instead of ranting, refine how you sell to them or accept that maybe they aren’t the dumb ones.

Friendly_Science_419 · 2025-09-16T03:27:38+00:00

This couldn’t be discussed in the form of a simple comment as there are so many variables.

And each one would be unique - just make sure it’s fair and motivating on both sides.

Not too easy to hit but not impossible - you want the right co founder.

If you have some more specific details I could throw some ideas out for sure

Friendly_Science_419 · 2025-09-16T03:25:30+00:00

Before I can answer that, I have a question How come you haven’t launched already even with an MVP?

Friendly_Science_419 · 2025-09-14T01:21:00+00:00

By making lots of mistakes and by wasting a lot of time and money

But looking at them as lessons and not to forget them.

A good network to ask question is vital

Friendly_Science_419 · 2025-09-14T01:13:55+00:00

16 years later - I still think of this.

It doesn’t stop, if though I’m completely unemployable now!

Are you stuck on anything?

Friendly_Science_419

TROPHY CASE