Episode 254: The Tipping Point: Behind 3 Epic Success Stories
In this moderated panel, host Ritika Chhikara asks three entrepreneurs—Nate Bailey (Ideation Creative Brand Management), Stephanie Taylor (Hello Promo), and Jeff Becker (Codis Design)—to identify the "tipping point" that forced a major shift in their businesses. Nate Bailey recounts a personal overhaul sparked by the 75‑Hard challenge, which reshaped his mindset, clarified a new "expansion of my being" vision, and led to concrete operational goals: bringing decoration in‑house, reverse‑engineering fulfillment, and redefining core values around initiative, responsibility, doing the right thing, and loyalty. He describes how he sold his personal book of business to focus on removing roadblocks and how he now visualizes a wellness‑center‑filled office as a tangible milestone. Stephanie Taylor describes the 2020 pandemic crash that nearly shut Hello Promo down. The company survived by pivoting to an in‑house embroidery operation, taking on a massive, logo‑heavy apparel program (7,500 employees, 350 logos), and then deliberately targeting similar niche accounts. She outlines the growth of the team from four to eleven, the addition of warehousing, fulfillment, and a demo‑store strategy, and emphasizes a mindset of "keep going" and leveraging core strengths. Jeff Becker shares how Codis Design, after a 50 % revenue dip during COVID, rebounded by aggressively pruning low‑value customers (≈950 accounts under a $25k annual spend threshold) and refocusing on high‑fit clients using a hedgehog model. He restructured sales into hunters (new‑business) and farmers (account management), changed compensation to reward new wins, and invested profit reserves to fuel a proactive sales engine. He projects a billion‑dollar trajectory, describing the importance of clear vision, disciplined planning, and the habit of stepping back to set goals. Across all three stories, the common thread is a decisive moment that forced personal or strategic introspection, followed by a concrete plan, cultural shift, and measurable growth targets.
Chapters
Our next session is something we're calling the tipping point. And Mark and I always talk about. We always like to throw something on the agenda that makes us just a little nervous, whether it's a structural change or whether it's. Whether it's some topic or something. Every year we have one thing, and this year, the reason why this is different, it's not a 30 minute panel with three different people. It's sort of a fast discussion three different times with three different individuals called the tipping point. And what we wanted to know was, in a distributor's life, what was the tipping point that really drove you and your organization to change and improvement? So we have three different guests that we'd like to invite to the stage. Our first guest is a friend of mine named Nate Bailey. Nate Bailey is the president and founder of Ideation creative brand management, honored in 2022 on the Inc. 5000 list as one of the fastest growing private companies in America. Nate's worked with what Intel, Comcast, Oracle, Salesforce. And what a journey you had, my friend. So, Nate, you had this like major turning point in your life recently, and you were thinking of exiting the business.
Yeah.
You were considering selling. You were looking at all options because you weren't sure whether you want to grow the business at all. And when I ask you about it, and I've known you for years, I said, what was this change? And you said, really the change had to do with yourself, what I learned about myself. I applied to the business. What happened?
Yeah. So I was in a space now, looking back on it, kind of had an identity problem, was not feeling good about myself. And so kind of went through 2019 and 2020 and Covid and all that kind of stuff. End of 2021, I started doing a program called 75 Hard. If anybody's heard of it. I don't know if anybody's done it before. So I did 75 hard. And in the process of 75 hard, what about on kind of a mission to make myself feel better physically and spiritually and mentally. And so during that journey, I went through this transformation of those three aspects of my life and I was able to apply it to the business. And what I come to realize is that although I had on the outside looking in a very successful business and family and personal life and all the things that you would look at during that time, the vision had kind of stopped and I reached what I had always thought that my professional journey was going to be here in this industry. Multimillion dollar business, good income, house with A pool, like all those kind of things. And so when I got to the kind of end of that vision, I didn't really know what to do with myself anymore. And so I had to, through the process of 75 hard, you have to visualize. Do visualizations every day as one of the tasks. And I began to learn how to do that. And then I started to visualize a further picture out of what ideation my company could look like. And when that happened, kind of the lights went on and I got reinvigorated and re fired up.
We use the word vision in business a lot and it's become very generalized. You had a phrase and we're all going to have to forgive this phrase, but I love the phrase myself. But it's a pretty broad, a big phrase. Expansion of my being. Now you have to know Nate, Nate was the guy that if you showed up at his office, you were going to have.
It was.
It was good time. Nate, you're going to hang around, you're going to have a great time. That was priority number one. But you really started to think about a bigger vision for your business. What does this expansion of my being mean and how did that apply to the company? Because you really did make a transformation.
Yeah, So I lost £55 during that whole thing. And like you said, I was good time. I was the guy that ordered all the drinks and all the appetizers and all that kind of stuff. And so. So when I went through this program the last year, 75 hard and everything that had to go with it. I just got addicted to personal development in a way that I was talking to Kirby about this at lunch. You know, I started walking and then the walking led to jogging and then it led to walking uphill with a 45 pound vest. And so as that related to the business, I started to wonder all the things that we were doing, what could we do better and more efficient and differently.
And so your personal iteration, then you're like apply it to the business, Correct?
Yeah. Okay. Yeah.
You're at 7 million in revenue now. And if I know now the new Nate Bailey, you have a plan for growth. Not a. Not a wish, but a plan. So you use the phrase selling the dream. Sell me the dream.
Where.
Where are you growing to?
Yeah. So you know, the new vision is to become a. What we heard earlier is to become an all inclusive all in house. Everything in house business with decoration and fulfillment and kidding and all those kind of things. And so I did my team a disservice. I had to Apologize to them. I kind of basically showed up and did the work and didn't have a plan and just kind of went through every day without trying to push us forward. And so when I came up with the vision of where we were going to take us, I started to see what ideation would look like in its future and stopped thinking about me and what that looked like and started thinking about what my team and how it would impact my team. And we, you know, like, I want to put a wellness center into our offices that has a gym and has sauna and cold plunge and all that kind of stuff. And so, you know, I'm constantly telling my team, like, this is where we are now, this is where we're going, and this is what it's going to look like in the future.
And practically speaking, what that meant was, instead of you showing up as Good Time Charlie, now you are focusing on different roadblocks that are preventing your growth. So tell me a little bit about, like, what are those four or five roadblocks you have right now that you can see in the immediate quarter, six months that you're trying to remove to grow?
Yeah. So up until this year, eight days. Now, I sold my own book of business, so I totally got rid of that so that I could only focus on eliminating roadblocks. So I'm trying to. I think one of the things that we don't do very well is consistently marketing through all channels. So that's one of the roadblocks we have. We backed into fulfillment and warehousing because of the pandemic, and so we did it backwards without any sort of plan or any really knowing what we were doing. So we're reverse engineering that to do it the right way. And the other thing that we are trying to do is bring in decoration in house.
Something you said to me that I loved is that our core values are based on the things we suck at. What does that mean?
So our core values leading up to when I went through this transformation is like, we wrote them on paper in 2009 when I started the business, and then they sat in a document and we didn't live by them, and they were kind of worthless. So the business matured. It changed. It evolved from what it was when I was doing the right thing to do. And so when we came up with our new why, our new mission statement and our new core values as a business, I wanted to focus on the things that we were weak at to try and get better at them. There were some things that we were really good at and that I just wanted to highlight. But so our core values are take initiative, take responsibility, do the right thing, and the nerves. Let me see. Take initiative, do the right thing and loyalty.
What does that look like practically in a data like you and your team are every week you've got your goals, you're working on things. How does that become a practical conversation in your business?
The value add. Yeah. So our why our mission statement. Because we wanted to do something that was more than like, be exceptional or be creative or anything like that. So our mission statement, our why is to make our clients look like rock stars. And so we build everything around the decisions that we make around the core values. And then we celebrate intentionally our employees that exemplify and work within. Inside of those core values. And so we have a internal process through our Slack channel that we give each other kudos and they earn kudos, cash basically for doing something that matches with one of our core values. And then they get rewarded. We have a reward system through it.
What does success look like for you now? Is this a threshold? Like, for years I've known you, you had numbers in your head. When I hit this, when I hit that, what does success look like for you now?
Success for me now is taking this vision that I have of the. The business so that my team and my people have jobs and careers that satisfy them, that meet the personal goals and aspirations that they have. And, you know, spending time not daydreaming about this, but visualizing what that looks like when I roll up to the office, what my people look like, you know, inside the office, collaborating what the office looks like. And then now I spend most of my time reverse engineering the steps to get to that vision.
Give us an example example. Reverse engineering those steps.
Yeah. So one of the visions I told you I had is that, you know, we. I drew out, so I have a dry drawing that looks down at the building of how it would flow, how the office is, where the spa wellness center is, where the decoration is, where fulfillment is. It's all planned out as if we've got the money to do it. And so I am constantly showing it and talking to it with my team. One of the things I talked about is the wellness center. And so to prove that I'm not just lip servicing or to show that this isn't just lip service, this isn't just a dream. Like, we bought two massage chairs and we're bringing in a treadmill. And so we can't. I can't build yet. The. I can't build the, you know, elite first class gym yet. But we're taking those steps to show that the vision is coming to fruition.
Nate Bailey. Thank you, my friend. Yeah, enjoyed it. Thanks. Appreciate it. Stephanie Taylor. There's probably a few Stephanie Taylor fans in the house. Created hello Promo. I knew that was going to happen. Stephanie created hello promo in 2014 because she had a passion for helping brands build awareness and communicate their values. So welcome, Stephanie. 2020, in your words, knocked the wind out of you. In fact, you just almost quit, right? Were you thinking of closing the shop? What happened?
I think Jamie and I were. Jamie's my business partner. Where? Jamie Webb. You know, we had just gotten momentum and we had, I think we had creeped over the 1 million mark at that point. And then we were working with an agency to do a rebrand. We had just hired a new gal. There were like four of us on the team, I think. And then March 13th, you know, it's like school shut down and we're like, oh, shoot, like, what are we gonna do? We had to lay off the girl that we just hired like two months before we laid off our team, like the other two people. And we're like, well, you know, we started with nothing, literally 250 each. And we bought some laptops and worked out of our spare bedrooms. And we're like, we can go work at Starbucks. It's fine. And we can still do this. Like, it'll be fine. It'd just be us again. But holy shit. Sorry. He told me not to swear. Who didn't get the wid knocked out of them in 2020. And I think we were like, every two weeks we're like, okay, two weeks, we'll be fine. You know, we're going to be back in business. Two weeks, we're going to be back. Well, it's like May, June, July starts picking up again. But it was scary.
But in 2022. So you think of that threshold sales that you'd hit in 2022, you did that in the 12 months alone. So you had this phenomenal return and bounce back and get this program. So part of this was due to a program you landed that included 7,500 employees would each get a piece of apparel. But here's the kicker. The client. I still read this and shake a little bit. The client has 350 different logos for 750 employees.
Yeah.
Everybody groaned, right?
Everybody's like, who wants that?
When you were faced with that opportunity, did you and Jamie struggle with that? Like, were you like, oh my God, Are you serious? This is what we're going to do. What happened?
I'm always like, jamie, what do I do? Oh, my God. She's like, let's just do it. So we broke a few embroiderers, got fired by a couple.
Oh, I see.
They fired you. You ran through them.
Oh, yeah. We had a phone call one time, and they're like, we just think you're too big for us. I'm like, what? But, you know, like, until you. I didn't. I didn't know. Like, we're hogging up their machines, doing one logo at a time, and, yeah, they didn't want us.
Now, that's. That's some business that some people in this room would not. That would run away from. But you were like, I think we can actually craft a niche out of this business. And you decided to do that, and now you've actually created a path forward where you're going after more and more of that business.
Yeah.
And what does that look like?
I mean, we're. We've learned a lot, and I'm kind of, like, jumping ahead a little bit.
Go ahead.
We brought in embroidery in house, and we have four heads, which, I mean, it's crazy that we're doing the volume that we're doing with just four heads. But what we figured out is, like, there's tons of companies like this across different industries, and we're like, we figured out how to work with them in addition to, like, the embroidery part of it. I mean, we're a whole service, like, full service. We do company storage stores, warehousing, and fulfillment. Like, we're like, we can. We can solve problems for them, make things super easy. And so now that's part of our growth plan for, like, 2023 is, like, going after these. These companies.
So is that the tipping point for you when you look back and you said yes to this program that basically no one would say yes to, and you were like, that's. That's our. That's what we're going to do. We're going after this business.
Yeah.
How did this expand, you know, your thinking, you and Jamie's thinking, Thinking, how did this sort of, like, give you the confidence to go after more of this?
Keep looking at her, like, for permission,
like, is this right? We still like this, right?
Can you ask me that again? Sorry.
Yeah. Yeah. How did this change you as an entrepreneur? Because, you know, you went from almost closing the doors to now doing a million in 12 months, and that was a phenomenal turnaround.
I mean, we Have a warehouse and office and we have in house decoration. We went from like four people to I think we're at 11 now.
Yeah.
It just forced us to grow.
Right.
But we didn't back down.
So you carved a niche. Now you're going after that business specifically, you're targeting that business. So you're doing that online. You're, you're. How are you doing?
Yeah, so we're. Right now we're building out a new demo brand, like a demo store, so that we can start going after that business a little bit more proactively too. But we're doing, I think we have a few different verticals within our company as well. So we have the company store division with the warehousing fulfillment, and then we also have our own E commerce and then we have like traditional, like sales. Right. So we're going to start doing a drip campaign though, for the. To grow the company store division, but also like going after investment companies because they have these people that we want to work with and like just good old cold calling.
Yeah, that's awesome. What advice do you have for those in the room? Any of us. It could happen to any of us. This year, faced with a difficult decision where business, business suddenly takes a nosedive. And you've had to make that decision a few times. Whether we're going to press on and keep going. How would you encourage other entrepreneurs who might face that kind of challenge to
close up or to keep going? Yeah, I would say just keep going. Like, just push, evaluate what your strengths are and then focus on growing that. So we're working on our processes for, for the company stores so that we can keep bringing on that business and just pushing forward. We know what we're good at now, so that's why I would say I would just keep going.
Keep going. Stephanie Taylor, everybody. Thank you, Stephanie.
Thank you so much.
Thank you. Our last guest is Jeff Becker. Jeff Becker founded Codis Design during college in 2003, and he's since grown the company to over 50 million in revenue. When the pandemic hit, Jeff was already in the development of a remote work environment and his plan for Codis office staff. But revenues took a drop, falling nearly 50%. 50 million falling nearly 50%.
30.
Okay. His pre, your pre pandemic planning paid off, resulted in a comeback. And now where did you hit in revenue in 2022?
I think it's going to end just, just about 55 million.
Okay. So what's fascinating about your story in 2022 is that 55 million in part you got there through attrition. You fired 1200 of your 1600 customers. Great job.
Yeah.
I went back and actually looked at the numbers after talking to you, and I think we fired like about 950. It was about 6. 6 million. C implies C. $6 million. About $6 million in customers probably maybe like 60% of our customers basically moved on from the start of last year.
Why? Was it purely revenue thing per client, or did you decide a type of client? What was it?
Yeah, I mean, we looked at the size. We looked at the size. We looked at people, customers who probably wouldn't spend. We didn't think would spend 25,000 in a year. I know that I always reference Jim Collins from good to great on the hedgehog model. And I've always talked about this hedgehog model, but for the last 20 years, I didn't know what my hedgehog model was like. A lot of us, I just sort of sold to everyone. But we've doubled down and refocused. And I'm like this now. And so we said, these don't fit, and so we axed them all. So I know I can grow by moving on from. And opening the bandwidth up for my team to really focus on the customers we want.
Do you have a criteria different than 25,000 threshold? Is it a certain type of industry, sectors, verticals?
I mean, it's got to be somebody who, like, works with our programs, who fits into our model. I definitely. Some of the speakers earlier sort of like, do a lot of customization. And yes, and I definitely say no to customers. Like, it's got to really fit because for our support staff, I want to make sure they know how to handle the customers that we. We bring in so that they're able to actually service the customers and be successful with them.
So this gave you some breathing room because you landed 14 million in new sales in one year. Yeah, I know it's a broad question, but how the hell are we able to do that?
Yeah, so we've changed our model where our salespeople there, they're out selling. Our salespeople are focused on bringing in new business rather than focused on maintaining the customers. I've been in this industry for 20 years, and I've seen the toll it takes on each of us. The hours we work, the days we work, the vacations that it's hard on. And I recognize that there's models out there that the salespeople can bring in new business. And I've built a model that. And then by reducing our workload it's allowed the customers, it's allowed my team to really focus on bringing in new business. And it paid off with a bunch of new. A lot of new business.
Your structure then must allow for biz dev people and then account managers. Did you do go through any of the infrastructure changes and comp changes? Okay, here we go. So how are those. This has always been a hard business to get hunters and farmers organized and properly compensated without, like. You don't have to divulge everything, Jeff, but how did you. What were some of the distinctions that you made between those two? And how are you able to. Like, obviously you had success at it. 14 million. Can you give us a little insight into what that was like and what it looks like?
So the biggest challenge has been
getting
the salespeople on board, because one of the benefits of this industry is that we're paid on residual business and continuing getting business and having business that repeats year and year after. And I came up with a model that incented our sales team to say, all right, instead of focusing on the current business, instead of focusing on the recurring business, I'm gonna get paid on really going out there and finding new business. Not everyone was on board. I've lost a few people. I've got a few people that are, you know, skeptical is the wrong word. But the vast majority, they liked this thought. They liked the thought that they didn't lose money when someone made a mistake for them. How many of you are frustrated when an assistant or support person makes a mistake, not even necessarily their fault, and it financially impacts you? They like the idea that on the weekends, they weren't answering phone calls on vacations, they were taking vacations. And so I got my salespeople on board and I've compensated them. And so now they're out there looking for new business and finding business and attacking.
Was that a risk for you? You had to.
I mean, still a risk.
You had to draw deep, though, on your profit reserves that you had to say, we're going to compensate these folks with and look for future benefit of that.
Yeah, but you're.
Yeah, you're real bullish on business development. And most of us do not have an aggressive new business development plan. But with you, it's like an obsession. Every time I talk to you, it's like a really obsession. Talk to us about this passion as a leader. Like, how do you shift from managing a reacting, responding team to being someone who is saying, nope, we're going to be a proactive sales team.
Yeah.
I mean, last year, you know, we dropped 6 million. I mean, picked up 15 new million. But I also lost some other business and customers that are. We're. We're in aggressive markets. I. I've. I lost some business from customers not buying. And I know that's going to happen at some point. I know things are going to change. And I am, you know, neurotic or crazy or, you know, in the. You said. You said something. I'm like, something optimistic. You said some phrase to me like, I'm super optimistic, but I'm also, like, very. I don't know. He's more eloquent than I am. But I just. It's this sort of paranoia that if I have to keep. Go get. Keep getting new business, and the reason I have to keep getting business is because I want to build this incredible product. And to build this incredible product, I have to make sure that I'm bringing in new business. I'm always fearful that there's the next codis. I mean, look around this room. Every single one of you is like, you know, working on this. And I'm fearful that. I'm just fearful that people are coming. So it just pushes me and drives me every single day to look for new business and keep going.
So much so that when I tell Jeff about this premise being the tipping point, he's like, I don't want to talk about yesterday. I don't want to talk about the transition in my business. I want to talk about tomorrow. And this, I want to repeat a phrase you said to me verbatim. I used to have a Hope to hear hit 1 billion. Now I have a plan. Like, a literal plan. So give us a glimpse at what the future growth trajectory looks like. Time frame, investments required. I mean, broad brush strokes.
Yeah.
I mean, if I could pick up $15 million in new business a year, and then it can add on top of each other, I don't know, maybe 17 and a half years, I could hit a billion dollars. One of my sales directors said to me, like, in the meeting, this idea came from him. I have to give him credit. It was like two months ago. He says to me, he goes, jeff, like, what would it take to get to a billion dollars in sales? I'm like, no, that's not possible. He's like, no, no, but Jeff, like, what would it be? So I'm like, okay, well, take out my phone. I start running some numbers. I'm like, I mean, maybe so now I, like, use this decision. And I look to myself, and I'm like, okay, I have these Two decisions here. Which one is more likely to get me to a billion dollars? And I used to say, if I'm venture, if I was venture backed with VC money, what would I do? If I had VC money, like just a bunch of money, what would I do? But now I say to myself, which one of these two decisions is gonna help me get to a billion dollars? And it's very. It takes about a nanosecond to actually figure out which one should I do? And now with my plan and sort of like this like sort of 17 and a half year plan, I have other people in organization there say the same thing. They're like, hey, Jeff, here's the thought. This will get us to a billion dollars faster. And it's not even really a discussion of like, which one should we do? That's just the direction we're going because we're all aligned on which way we're trying to go. And it's more of like, I think like a guiding light than necessarily like, I have to get there. But it's like very. It's amazing to have like this sort of clear directional plan to lead us in a way.
And I love the story where you actually did the math and said, oh, wait, we grew by 15 million. We could actually pull that off. You're a fierce optimist, but you're also not real Pollyanna about it. You're practical, but obviously fiercely determined. What would you say is the most important trait that has helped you think forward? Because I think thinking forward is one of the hardest things for us. We're optimistic people in this room, but thinking forward as a planner is a big difference. What do you think is the most important trait for us?
I mean, I think that you need to spend enough time like walking away from like your current each and everyday life on like, what's going on and like, really set a goal.
Okay. All right.
I'm. I think the most important thing is to have a clear, like, vision of what you're doing and like, where you're going. Like, I'm so, so on mission statements because I think they're kind of fluffy. I have like a two pronged approach in my business, like these two goals. And we're like always just looking at these two goals of like, of where to go. It's not so much for me, like, I care about like making all this money or growing a ton. It's more about, like working towards something and like, I don't know, there's like just this drive to doing something and I've just realized that if I have this plan, we're all like, my whole team. We're, like, running in this direction and some people aren't on board. And honestly, like, not a bad thing. I'm like, hey. Like, hey. Like, this just. We're just different. But, like, I've recently become so focused and we're all so moving in the same direction together. It's like I'm like. It's so inspiring. For me, it's even inspiring. I'm, like, sitting here, like, sort of getting excited just, like, thinking about this because, like, I've spent so much time, like, trying to figure out what to do and now I have this, like, clear vision of where we're going and I feel like I'm actually, like, doing something and I'm actually, like, making progress and working towards something.
Concrete realities versus just I hope and wish that we get to that kind of number. Jeff Becker with CODIS Design, everybody. Thanks.
