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Tim Frey talks to a guest who ran House of Hobby and learned that hiring more staff didn't increase profit. It created headaches and stress instead. The lesson: scaling requires deliberate choices, not copying what other businesses do.
Tim Frey talks to a guest who ran House of Hobby and learned that hiring more staff didn't increase profit. It created headaches and stress instead. The lesson: scaling requires deliberate choices, not copying what other businesses do.
A bunch of our clients come to us and they say, oh, my friends are doing this. Think I should be doing that, or you should have a massive team, or you should have no team.
When I first started my first business, House of Hobby, I had no idea what I was doing in business. And I thought the only way that I could scale this was to franchise it. I just didn't know another way of business. I didn't know another way of making that work. And I thought that if I added more team members and we could run more workshops and we could get more people through the door, obviously we could have more impact, which would be great. But what it actually left me with was more headaches, more stress, more personnel to manage, less profit. To be completely honest, it was way less profitable. I realized in that moment that more didn't equal more. And the only reason I'd even wanted to build Hustle Hobby up to that point was because that is the only way that I'd seen it done.
