Over a decade of doing everything myself to make my business grow.

The growth came when I stopped being the middle person and put a system in place instead. The business grew faster than it ever had while I was running everything.

What made me get into this Schedule a Consultation

Par NiaeiFounder · 47 RevStrategy · Massachusetts

What made me get into this

I started my first business almost as soon as I got to the United States. Not because I had a plan for it, but because that is the only way I have ever understood anything. Reading about how a business works never taught me much. Being responsible for one taught me everything.

Right after high school I took the money that was meant for college and put it into a restaurant with my father. We partnered on it, opened the doors in 2015, and I spent the years after that inside that building.

Around the same time I got into bodybuilding. By 2016 I was competing, and eventually coaching other competitors. For a long stretch I was at school, at the restaurant, and in the gym, all in the same day, and none of those three ever felt finished.

When things got tight, I did what every owner is told to do. Put more money in. More ads, more leads, more spend at the top of it. I did that for years and it never worked the way it was supposed to, and it took me an uncomfortably long time to understand why.

The money was never the problem. Every dollar I put in landed on the same place, and that place was me. Every decision, every call, every problem came through one person. Adding more at the top only put more pressure on the part that was already the constraint. I was working in the business rather than on it, and no amount of spending fixes that.

Then 10 to 12 hours a day Every single day the doors were open. If I was not in the building, the building did not really work.

Now One check a week Orders move, customers come and go, and the place runs. Same restaurant, same team. I am just no longer standing in the middle of it.

What changed was not effort. It was where the work lived. If something had to happen every week and it was not the thing growing the business, I stopped doing it by hand and put a system in its place. Not to remove people from it. To get the hours back.

Because the parts that actually grow a business are the parts only the owner can do. Being out there. Meeting people. Building the network. None of that happens while you are answering the phone.

The part that stuck

The best outcome is not an owner who has someone reliable to lean on. It is an owner who can rely on themselves, because the business is built to keep moving whether they are in it that day or not. That is control. Everything else is just a better crutch.

At the beginning of 2023 I moved into this properly and started 47 Digital Marketing. 47 RevStrategy is what that grew into, once it became clear that the systems were never the first question. What to build, and whether to build anything at all, always came first.

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The only way a business really works is if the owner starts working on it instead of in it, and takes themselves out of the way as the bottleneck.

The short version, in order

2014

Bought in, straight out of school

The money for college went into a restaurant with my father instead. We partnered on it and started putting it together that year.

2015

The doors opened

Ten years of a business where the phone ringing is revenue, a missed call is gone for good, and nobody covers for the owner.

2016

Competing, then coaching

Bodybuilding at the same time as school and the restaurant. Prep is measurement, one variable at a time, and refusing to lie to yourself about the numbers.

2023

47 Digital Marketing

I started building the systems part for other owners, the way I wish someone had built it for me while I was in it.

Now

47 RevStrategy

The layer above the systems. The part that works out what should be built, and whether anything needs building at all.

Who you are working with

I never wanted to be the person who turns up with a deck and tells you what your business needs before he understands it.

So I ask a lot of questions on that first call. Not to qualify you, and not to fill in a form. I want to understand the thing from the inside, the way I understood my own, because that is the only way I know how to give advice that is worth anything.

When you tell me the schedule is full and nothing is moving, I am not sympathising from a distance. I know exactly what that week feels like, because I spent years of them.

Everything I put into a business, I have already run in my own. In the restaurant. In the coaching practice. In every business I have worked on since. I have never handed anyone a system I would not use myself.

And what people are really asking is always the same thing underneath. How do I bring in more without giving up more of my week to get it. That is the question I am actually answering.

Diagnose before prescribing

Nothing gets recommended before the business is understood. If I do not know where the money is going, I have no business telling you what to buy.

Say when nothing is needed

Plenty of what turns up on a call is something an owner can fix in an afternoon. That gets said out loud, not quietly added to a scope.

Your time is the point

The measure is not how much gets automated. It is how many hours go back to the things only you can do, and what those hours are then worth.

Treated like my own

I have had my own money in the wrong things and my own time in the wrong places. I do not spend anyone else's the way I would not spend mine.

Thirty minutes, and it is a conversation, not a pitch.

Bring the part of the week you would most like back. We will work out together whether it needs building or just removing.

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