Here’s a lesson from nearly 8 years of building a business: hiring and managing people is a skill—and it’s not the same as running a business. A strong team helps you do more, but it’s no magic bullet. You have to know how to lead, inspire, and, more importantly, set up the right foundation.

Early on, I thought scaling was about having skilled people on board. But here’s the hard truth: if your business depends on selling others’ skills, it’s fragile.

You’re only as strong as their availability and performance. Selling someone else’s expertise is different from building an asset. I realized that’s not the path I wanted for my business.

The key shift came when I started digging into the core of sustainable businesses. Every book, every case study pointed to one thing: a product. Something tangible, repeatable—a solution people can depend on. That’s what builds resilience.

A product centered business.

My change of focus in business.

So my focus changed: first, create a product that solves a problem. Next, solve distribution, get it to people. Then, constantly improve that experience. This framework doesn’t rely on any one person; it builds a cycle that supports growth and stability.

With this in mind, my hiring philosophy transformed. It’s not about filling roles for client work—it’s about bringing in people who can make the product stronger, improve customer experience, and think about ways to keep it relevant. The top companies do this. They revolve around their product, while service businesses support them. It’s why I believe every business should revolve around a product—it creates a solid base, a true asset.

These days, my strategy is lean: a small, focused team, automation wherever possible, and AI to handle the rest. Less dependency on manpower means more space for growth.

Here’s the formula I’ve landed on: build a real solution, keep the team sharp and focused, and automate where it counts. That’s the way to create real impact without needing an army.