AMZ Prep

At AMZ Prep, we’re building the cloud supply chain for marketplaces - one platform that unifies prep, fulfillment, freight, and parcel so brands can scale across Amazon, Walmart, TikTok, Shopify, and beyond with Prime-like speed and compliance.

With 22+ warehouses across North America and Europe, we give sellers and marketplaces the infrastructure they need without forcing them to build it themselves. 

Our distributed network, software, and compliance workflows make it simple for brands to expand globally while staying fast, reliable, and profitable.

What we do best:
- Freight and middle-mile routing into Amazon and Walmart
- FBA prep, kitting, relabeling, and compliance at scale (10M+ units monthly)
- DTC and TikTok Shop 2-day fulfillment in the US, Canada, and Europe
- B2B distribution for retailers like Costco
- Seller Fulfilled Prime (SFP) 2-day fulfillment 

We’re rethinking what a supply chain company looks like - software, logistics, and marketplaces under one roof.

Founder, CMO

Sequence

Advisor

Founder, CMO @ AMZ Prep | Fulfillment for Global Merchants | Follow me to watch us build a 100M Company

At AMZ Prep, our daily mission is to work towards our bold vision: To propel sellers and brands to amplify their global eCommerce footprint through the seamless integration of logistics, fulfillment, advertising, strategy, creativity, and growth within a single, unified solution. 

Our vision may seem audacious to some, but at AMZ Prep, we thrive on embracing challenges, particularly the ambitious and audacious ones. It's this unwavering spirit that has catapulted us into becoming a retail powerhouse that's been quietly making waves.

If you're seeking to be part of a team that's committed to achieving remarkable accomplishments, we invite you to join us on our journey. We're constantly on the lookout for exceptional individuals to become a vital part of our team. Whether your expertise lies in Operations, Finance, Customer Experience, Business Development, or Software Engineering, please don't hesitate to connect with us for any career-related inquiries.

Blair Forrest

Forbes said no yesterday for 30U30

SmartScout award us #1 best logistics solution. 👇

Honored to be recognized by SmartScout this year.

Big award for us.

It’s just super funny timing because I didn’t make Forbes 30U30 yesterday.

And today ranked top logistics company in the Amazon space.

I’m a huge advocate that awards don’t mean much vs the impact we create as a company.

And stay focused on (wins and losses) as they both will come with time.

BUT this award just tells me we’re creating something meaningful and heading in the right direction. 

Appreciate everyone and our incredible team. 

LFG!

Blair Forrest 

Founder @ AMZ Prep | Global Amazon 3PL with 22 warehouses globally for FBA Prep, AWD, DTC, B2B & Seller Fulfilled Prime + 24 hour inbound speed to FBA | Follow me building a $100M+ company

We didn’t pivot. We’re upgrading.

Three months ago, five different brands said the same thing:

“We can’t see where our freight is once it hits your network.”

They weren’t wrong.

 We solved speed a long time ago -  24-hour inbound lanes into Amazon FBA, direct-to-FC, no stops.

 But visibility is the next frontier.

So we’re investing over ~$200K+ into new tech to fix it.

Real-time tracking. 
Middle-mile data. 
Live reporting for the brands that trust us with millions in inventory.

The goal isn’t just to move freight faster anymore.

 It’s to see it faster.

THE LESSON:
 Once you solve the hard problem, the next one shows up in the mirror.

Our customers don’t just want fast.

 They want to know what’s happening every step of the way.

There is no clear ROI but better feedback from merchants. 

BUT good word spreads, and referrals are everything and if we do this well = more opportunities to use our freight into Amazon. 

Is this worth it? Whats your take?

We finally committed to EOS. 

And genuinely, it has been a game changer for us.

A huge thank you to Andrew Turner for pushing us into it.

We now have something we didn’t have before.
Structure. Clarity. Direction.

A 10 year, 3 year, 1 year, and quarterly roadmap.
Weekly scorecards.
Leadership alignment.
Defined roles, culture, values, hiring expectations.
And true accountability across the team.

But the biggest shift wasn’t operational.
It was internal.

EOS forced me to look in the mirror.
Every founder eventually reaches that moment where willpower is no longer enough.
Where instinct and intensity stop carrying the weight.

The messy middle demands systems.
It demands discipline.
It demands a framework strong enough to support the vision.

EOS is helping us build that.

This is what it looks like when a company stops running on adrenaline and starts running on intention.

I have some docs Andrew shared with me, DM me and I promise you it’ll help.

li_at

JSESSIONID

LinkedIn: Log In or Sign Up

Talks about #amazon, #shipping, #amazonfba, #ecommerce, and #logistics

We're turning away hundreds of great DTC brands monthly. 

Small 3PLs - I need your help. 

AMZ Prep® gets hundreds of brands reaching out monthly that want to work with us...

All doing 100-400 orders per month.

Too small for us, but perfect for someone.

Feels wrong turning them away. 

We want to help them win. 

Someone in my network must know great small 3PLs.

Looking for warehouses that:
- Love smaller brands
- Want to grow together
- Have basic tech 
- Care about service

Because here's what matters:

Every brand deserves great fulfillment. 
Every 3PL deserves great brands. 

We all started somewhere.

Know a solid small 3PL? 

Tag them below. 

Click here to apply 👉 https://lnkd.in/d5jgCCTC

You are a small 3PL? Be selfish! Shout yourself out in the comments!

Our close rate jumped 40% after we stopped “selling.”

Because selling was never the problem, trust was.

We used to lead with what we did.
Now we lead with what they need.

The irony is, the less we tried to sell, the more people wanted to buy.

Humans don’t want to be persuaded. They want to be understood.

The best sales strategy is empathy at scale.

When was the last time you stopped pitching and just listened?

We are looking for California brands shipping full trucks into Amazon.

Giving ~$100K in freight credits to prove how much faster we move it:

Context: We are opening our next consolidation center in California.

And Linkedin, I need your help.

For the past 18 months we have been working to build a national consolidation network of lanes for full truckloads heading into Amazon hubs across the country.

It started with New Jersey, Kentucky, and Las Vegas. 

Our trucks are now getting freight into Amazon faster than Amazon themselves.
Now it is time to bring that same speed to the West Coast.

We are launching a pilot program for our new California consolidation center and looking for a few brands / sellers to help us break it in.

If you are shipping ~12+ or more pallets a month, I'll put $1000+  freight credit toward your first inbounds. 

Literally, we are budgeting $100,000 to ~100 merchants to pilot us. 

Why I'm doing this:
 - Amazon’s network is slowing down and brands need more control
 - Consolidation is the fastest way to remove placement fees and check in delays
 - When we move freight through our own trucks, we can predict delivery times 
down to the day, not hope for them
- We don't have investors or private equity behind us, so I can do some crazy s*** like this sometimes :) 

Here is the math:
More volume = more trucks
 More trucks = more lane density
 More lane density = faster inbounds and tighter delivery windows
 Faster inbounds = fewer stockouts and better rank
 More density = better costs for everyone
 Better costs = more savings and more speed

The craziest part is we are consistently beating Amazon’s own timelines with Amazon LTL 

If you are on the West Coast shipping into Amazon, DM me and I'll pay for the cost to help us pilot our new freight lanes 

You can be a brand, a 3PL, or have your own warehouse.
If you are moving trucks into Amazon or have clients who are, this is for you.

We lost 3 deals trying to sound smart.

We won 10 by being blunt.

People don’t want a lecture. They want honesty. They want clarity. They want someone who tells them the truth, even when it’s uncomfortable.

Selling isn’t about flexing knowledge. It’s about making it simple. Making it real. Making it actionable.

Next time you’re in a pitch, ask yourself: Am I impressing them, or am I helping them decide?

Truth wins. Always.

The entire Canadian market is blocked by three letters: NRI.

So let me simplify this.

If you want to start selling in Canada, the biggest unlock you need is an NRI. Non Resident Importer. That’s the whole play.

You do not need a Canadian company.
You do not need a full legal entity.
You do not need to rebuild your entire operation.

An NRI acts as your Canadian identity so you can move product across the border without setting up a corporation. It costs a couple hundred bucks. Takes about a week. After that, you are officially allowed to ship into Canada and Amazon already supports it on their side.

Inside AMZ Prep® we set this up for brands every week through our brokerage partners. Once it is done, the entire Canadian market opens up. Faster delivery. New customers. Less competition. More growth.

Everyone talks about expanding globally. Very few take the simple steps that unlock new revenue.

If you are serious about scaling, Canada is one of the easiest markets you will ever enter.

What is actually stopping you from setting up an NRI?

Every Q4, most brands make one fatal mistake. They rely entirely on FBA.

Here’s what we’re doing differently.

We set up an FBM variant for key SKUs.

So if inventory runs out at FBA or gets stranded (and it will happen), we can immediately toggle to FBM inside Seller Central.

Think of it like having two buy boxes. When FBA goes dark, FBM keeps the sales moving.

You don’t lose momentum. You don’t lose rank.

From an algorithm standpoint, staying in stock, even through FBM, is far better than hitting zero.

We run this setup across every brand every Q4. It’s saved hundreds of thousands in lost revenue.

Have you set up your FBM backup yet?

Amazon operators are finally getting the truth about their inbound speed.

And we built the tool that shows it 👇

My team just shipped an app that automatically tracks your inbound performance to Amazon.

It pulls the real data, shows your placement fees, calculates your storage impact, and gives you a full report card on how fast your inventory is actually moving.

You get a grade on your inbound speed.
You see every Amazon DC you ship to (and % of volume)
You understand your real costs in seconds.

It is badass and the team crushed it.

We already crossed ~60+ downloads in the first week from top tier brands and operators (largest brand that did it crossed ~$600M last year).

If you want to use it, DM me and I will send it to you.

LinkedIn Login, Sign in | LinkedIn

A toxic top performer is more dangerous than an underperformer. 
They infect culture faster than they hit quota.

Culture spreads like cancer. One negative person can destroy an entire team. Doesn’t matter how talented they are, how many deals they close, or how good they look on paper. Toxicity kills momentum, morale, and speed faster than anything else.

I see it all the time. Owners keep the “star” performer who’s actually making everyone miserable because they’re afraid of short-term loss. Meanwhile, the whole team is suffering and execution slows to a crawl.

Audit your team. Be brutally honest. Ask yourself: who’s adding energy, and who’s sucking it out?

Get rid of the toxic ones. Period.

Your culture is your speed. Protect it.

Got my WHOOP last week and I’m loving it.
Not because it looks cool, but because data gives you accountability.

Most people are guessing about their sleep, stress, recovery.
You can’t improve what you don’t track.

Self awareness wins in life.
WHOOP just gives you the receipts.

I spend 30 minutes a day on LinkedIn, generate ~1M+ impressions and

It's brought us millions in deals.

Most CEOs think content is a distraction. They're watching competitors close deals from posts while they sit in another pointless networking event.

Building in public isn't about ego. It's about economics.

THE BREAKDOWN:
Morning coffee = write one post (15 min)
Lunch break = respond to comments (10 min)
End of day = engage with 5 posts (5 min)

That's it. 30 minutes.

THE PAYOFF:
Our biggest client found us through a post about saying no to bad deals.
Three enterprise partnerships started in my DMs.
Multiple seven-figure conversations from content, not cold calls.

Everyone's hiring SDRs and buying lead lists. Meanwhile, I'm closing deals in comment sections.

Content isn't separate from CEO work. It IS CEO work. Every post is a sales call to thousands. Every comment is a relationship. Every share extends your reach.

The CEOs winning tomorrow aren't choosing between content and running their company. They know content IS running their company.

Building in public scales trust faster than any sales team ever could.

What's your excuse for not posting?

People love talking about “the grind.”

But real discipline doesn’t look like hype videos or all-nighters.

It looks like showing up on a Sunday when nobody’s watching.

For me, that’s the morning walk. The 2 miles that keep my mind clear so I can make better decisions later.

Everybody wants to win in public. But the wins start in private.

Do one quiet thing for yourself today. No post. No bragging. Just build the muscle.

We call it “founder sleep.”
It is just stress with your eyes closed.

3am hits and your brain starts running ops reports:

Inventory levels. Cash flow. That email you regret sending. The hire that is not working. Payroll. Whether your biggest customer is drifting. All of it.

You wake up more tired than when you went to bed.

And the world thinks you are living the dream.

“Must be nice being your own boss.”
“You get to set your own hours.”
“At least you do not have a real job.”

Meanwhile, you are calculating runway while brushing your teeth.

I have not had actual sleep since 2019. Just different levels of anxiety with my eyes shut.

Some nights it is placement fees.
Other nights it is freight.
Most nights it is everything at once.

The company does not turn off when you close your eyes.
It just gets louder.

Building something means carrying it everywhere. In your head. On your shoulders. In that blurry space between awake and asleep.

I would not trade it.
But let us be honest. Founders do not sleep.
We just close our eyes and keep going.

What is running through your head at 3am?

Amazon Multichannel Fulfillment (MCF): Is it really worth it for your Shopify or TikTok orders?

In this week’s Whiteboard Wednesday, I broke down the good, the bad, and the expensive sides of MCF.

Here’s the quick summary:
- MCF = FBA for all your channels
- Same stock can fulfill Shopify, TikTok, etc.
- But pricing is steep, per-item fees add up quickly
- Storage fees peak at $2.40 per cubic foot

Great for single-SKU, low-weight orders.
Not great for multi-item, custom-packed, or B2B brands.

There’s a time and place for MCF, but know your margins before diving in.

Watch the full episode for the breakdown, cost comparison, and when to consider a 3PL instead.

Just saved a merchant $2.5 million annually switching from FBA to Seller Fulfilled Prime.

Let me explain 👇

One SKU alone: $63 per unit saved. 2,500 units monthly. That's $1.9 million yearly on a single product.

Amazon charges $150 per pallet for storage. We charge $18. Same Prime badge. Same customer trust. 73% lower costs during peak season.

The merchant was bleeding money on bulky items. FBA fees were eating them alive. Heavy SKUs getting destroyed in transit. No control over packaging. Returns killing their margins.

We mapped out their entire catalog:
• Storage: Down from $150/pallet to $18/pallet
• Shipping: $21.61 average with zone optimization
• Packaging: Added $2-3 for protection, eliminated damage claims
• Control: Direct Seller Central access, cherry-pick orders

The kicker? They're keeping FBA running parallel during transition. Testing both. No risk.

While everyone debates FBA vs SFP, smart brands run both. Use FBA for small items. SFP for everything bulky. Keep the Prime badge. Keep the margins.

They're meeting with Lowe's next week. Home Depot application submitted. Building an empire beyond Amazon while everyone else fights over Buy Box scraps.

Operational flexibility beats operational perfection.

Every. Single. Time.

Who else is running SFP profitably?

People say hard work does not matter anymore.
They are wrong.

There is this new idea floating around that you can think your way to success. Just be strategic. Just be efficient. Just find a smarter system.

The truth is you need both.
Hard work and smart work.
One without the other falls apart fast.

I see it in operators all the time.
Hard workers who do not think end up exhausted.
Smart thinkers who do not push end up stuck.
The people who win mix both.

They stay in problems longer.
They ask sharper questions.
They move faster once they find the right answer.

That is the real advantage.
Not talent.
Not luck.
Just the combination of effort and intelligence consistently applied.

Every breakthrough I have had came from that mix.
Think deeply.
Execute hard.
Repeat until something cracks.

What is the task you know you should attack harder this week? 
Drop in the comments.

I saw this image last week on Linkedin. 
The waiter really did need to do better...

Alex Hormozi posted the full story last week and it hit harder than I expected.

Most people would have taken that “do better” comment and gone straight into victim mode. 

Rant about it. 
Complain about customers. 
Tell the internet how unfair life is.

This waiter did the opposite.

Alex said he showed up the next day and made a decision. Better service. Better attitude. Better effort. He tried to remember names. Smiled more. Paid attention to tiny details.

And the crazy part is what happened next?

Customers responded.
 Tips jumped.
 Energy shifted.
 His job stayed the same, but he did not.

I see this in business all the time. Leadership, sales, operations, all of it.

Bad question: Why is this happening to me?
Better question: What part of this do I control?

When I ask better questions, I get better outcomes.
Same pressure. Same workload.
 
Different results.

Where is one place you know you should be asking a better question?

Don’t let fear of looking small stop you.
Everyone starts somewhere, size doesn’t matter, speed and focus do.

When we launched AMZ Prep®, our warehouse was just a 400 sq ft shed inside another building. We looked huge online, but in reality, it was just me. Customers wanted drop-offs and I had to make up reasons why they couldn’t come.

That’s the essence of fake it till you make it. But don’t forget the second part: actually make it. Build, ship, iterate, and learn. Stop waiting for perfection. Stop waiting for everyone else to see your vision.

Start now. Adjust later. Crush eventually.

What small start did you have that taught you the biggest lesson?

Agency Acquisitions

The goal is to help reward people in Agencies for their hard work. Be they agency owners or employees.
The Agency Economics Thesis: 

Drive efficiency through measurement >>> Create more profit >>> Use profit to invest in training >>> Pay people more as the training enables better results >>> Repeat until the company makes top quartile profit and employees make top quartile wages.

The overall system links the following together seamlessly: 
1) Manage the leadership team well
2) Draw out the right data and review it consistently.
3) Put in performance management at all levels to identify top performers and future rockstars that need training then support them as much as possible.
4) Create a system of client value that is a cut above the competition by combining results, experience, and education. 
5) Iterate training and internal systems progressively to drive scale.

Founder

Fiber Tribe

Co-Founder

AvariaX

Helping companies raise capital for ventures that have a positive impact on society. We are looking for investable business models that go beyond just making profit. We partner with strategic investors as well as invest our own capital when financing deals.

We are a diversified holding company currently invested in:
- Technology
- Real Estate
- Professional Services
- Hospitality
- Wedding Industry

Principal

CREW Marketing Partners

Accountable for strategic alignment and delivery of all aspects of Operations and the full suite of specialized marketing services provided by CREW inclusive of: Digital Marketing, Web Platform Development, Design, Writing, Video, Content, etc..  Responsible for leading the planning and implementation of new business opportunities, mergers, acquisitions, joint ventures, strategic alliances, and the launch of new internal services. Other areas include:

• Lead organization-wide change management efforts;
• Developing and implementing Business Development processes;
• Developing and refining the agency’s operational planning and management practices;
• Driving a unified commitment to business/operational excellence and accountability;
• Creating/leading all locations staff planning/forecasting activities and recruitment strategies;
• Developing and overseeing performance management systems/processes organization wide;

Sr. Director Operations & Shared Services

Industrial Quality Management

Responsible for overseeing Operations, Finance, and HR internally inclusive of: Developing and refining business processes, operational forecasting , defining and aligning expectations, developing a culture of accountability, and building/developing strong project teams.

Sold to CREW Marketing Partners on September 2014.

Operations Director & Co-Founder

Eagle West Cranes

•	Developed sales tools to standardize and shorten customer qualification process by 90%+;
•	Conducted financial reviews and market analysis to produce multiple capital project plans;
•	Analyzed economic and industry data to determine price increase feasibility;

Acted in a Brand Manager role responsible for the analysis and deployment of new products resulting in comprehensive marketing/sales strategies for three new product lines:

•	Reduced cost of business unit start up by 75%;
•	Business unit brought to market months ahead of schedule;
•	Monitored and evaluated market trends, customer needs, and product performance.

Business Analyst

Self Employed

•	Strategic repositioning;
•	Cost benefit analysis; 
•	Sales & Marketing plans;
•	Business Development;
•	E-marketing integration for businesses.

Business Consultant

Self employed

•	Maintained a wide network of contacts through B2B customer relations;
•	Screened, hired, and trained employees and created a standardized hiring funnel;
•	Self-branded and built a reputation of product quality excellence;
•	Helped define/refine product offering for B2B customers.

Hospitality Consultant

As an agency founder in 2025, there’s a lot you’re missing out on.

And if I had to guess, you’re consistently:

- Working 60+ hour weeks
- Fighting to maintain profitability. 
- Sacrificing personal time to play catch up with work.

I totally understand how overwhelming it can feel to be stuck in a cycle of endless tasks and responsibilities.

I own 5 different businesses myself. 

You also know that if you keep this up, you’re never going to find the time for personal interests, growth, or relaxation.

And while those long hours are taking a toll on your health and personal life…

Your desired profitability will still remain out of reach because of how inefficient your operations are. 

But there’s good news…

I've developed a unique approach that has allowed myself and hundreds of other agency founders to run highly profitably agencies, working less than 5 hours a week. 

And in just 12 weeks, it allows you to be totally removed from operations, while experiencing a 35% bump in profitability at the same time. 

So not only can I help you get your life back…

But I’ll help your agency become more profitable and more efficient at the same time. 

Just for reference, I’ve used this system to:

- Increase EBITDA by 35%+ for my own agency, working only 5 hours/week.
Increase EBITDA by an average of 28.25% for 4 clients over the last 6 months

- Help multiple agency owners go from working 60+ hours per week down to under 5 hours

And there’s a whole lot more where that came from.

That said, I'm dedicated to helping other agency founders break free from the grind and achieve a more balanced, profitable business.

By working with me, you'll learn how to streamline operations, increase efficiency, and boost profitability. 

My agency scaling method will help you regain control of your time and focus on what truly matters. 

If you want to hear more about my system…

DM me ‘AGENCY’ or ‘Nick, I actually read your about section’

Nick Avaria

A $10M/year agency operations manual… Free for 48 hours.

First time ever I'm giving this away 👇

I've scaled multiple agencies past 8-figures while maintaining 35%+ profit margins.

Most agency owners are stuck in negative growth patterns:

→ Revenue’s going up but the P&L’s showing less and less profitability
→ Employees are burning out because of confusing systems
→ Non-ideal clients are onboarded for the sake of an extra billable

I was there too. Until I built the operations system that changed everything.

This is the exact playbook I've used behind every agency I've scaled past $10M/year.

Inside you get:

 - How to keep as much profit as possible while scaling
 - How to track everything with dashboards
 - How to know exactly when to hire (and when not to)
 - How to hold managers accountable with my 9 gates system
 - How to keep clients for 3+ years (not 6 months)

BONUS: How I applied these systems to a founder and 3x'd his profit

The information inside this manual has:

- Scaled agencies from $100K/month to $800K/month
- Maintained 35%+ profit margins at scale
- Reduced owner working hours from 60+ to under 10 per week
- Dropped churn from 12-16% down to sub-3%

Want the complete 8-figure operations guide?

Connect with me + comment "OPS" below and I'll DM it to you.

PS - Early comments get priority access

Helping 100 Agencies Get To 1M Annual Profit | $10M ARR in 3 Years | DM me ‘SCALE’

This is one of the biggest agency giveaways I’ve ever done:

Literally 10+ years of agency growth experience compressed into one 36-minute training video

Inside you get access to secrets that we’ve used to:

- Scale an agency from $1.45M to $5.77M in annual revenue
 - Scale an agency from $35K to 83K in monthly profit
 - Add an extra $1M in EBITDA for an agency client
 - Save an agency from losing $57.9K/mo to making $69.7K/mo in profit
 - Scale an agency from $22K to 141K in profit per month in 6 months

If you’re a marketing agency owner and any of these sound familiar:

 - You feel stuck in the day-to-day of your business
 - You have to constantly put out client fires and fix systems that break
 - You find it difficult to fully “let go” and depend on your employees and managers
 - Growth targets are rarely hit, if ever
 - You can’t take weekends off without getting anxious

The systems inside this training will help you alleviate all of these.

Inside, you get access to:

1/ The full 100-day onboarding map we use in 7–8 figure agencies
2/ Our Emotion, Logic, Insight framework (this turns clients into a 2nd sales team)
3/ How to create 56 touchpoints in 70 business days without blowing headcount
4/ Quarterly meeting structure that generates testimonials + upsells
5/ Our internal system for client gifts, videos, and insight packaging
6/ How to stop churn and double LTV in under 12 months
7/ How to 3x profit by fixing capacity planning, not selling more
8/ Why your account managers are quietly draining margin and how to fix it
9/ How our client doubled prices and retention at the same time

To get full access to the training video:

1. Connect with me
2. Like this post
3. Comment something below

I’ll then send it over in the DMs

How to make an agency owner cry

Five words or less.

I’ll go first.

We need to revise scope.

I’ve bought and sold 7 agencies. After each acquisition, I refresh all of the SOPs because most agency owners do SOPs WRONG and it kills profit. Here's the ultimate 'SOP' for SOPs on the internet:

For context, most agency owners have ineffective SOPs that nobody follows.

They're usually outdated, incomplete, and Buried in folders no one can find.

Or worse, they don't exist at all.

So the same mistakes happen over and over and quality is inconsistent.

Clients churn because delivery falls apart when anyone other than the owner touches the work.

This is the exact framework I use to build SOPs that actually get used.

Here's what it includes:

 - The 8 required sections every effective SOP needs (goal, stakeholders, methodology, step-by-step instructions, checklists, flowcharts, video, and placement).
 - A flowchart that walks through the entire SOP creation process from start to finish.
 - Step-by-step instructions on how to draft, structure, and finalize an SOP that prevents errors and ensures quality.
 - How to build checklists that stop common mistakes before they happen
 - When and how to use video walkthroughs so your team actually understands the context, not just the steps.
 - How to handle handoffs between roles and departments without losing critical information.
 - The exact tools to use (Loom, Scribe, Descript) to make your SOPs more robust.
 

This framework is what prevents client delivery from breaking down when you scale past $300K/month.

Without SOPs, you're stuck doing all the work yourself because no one else can deliver at your level.

With this system, your team can replicate your quality without you being involved.

Want the complete SOP framework?

1. Connect with me.
2. Comment "SOP" below.

I'll send you the full guide on how to write SOPs that actually get followed.

I use one KPI framework to scale agencies past $10M/year.

Today you’re getting it for FREE 👇

Agency founders, COOs, and heads of ops, this is for you if:

 - You have a “busy” team, but not a profitable one
 - Your managers can’t explain what success looks like by role
 - Your dashboard isn’t tied to delivery outcomes
 - Your team’s productive on paper, but growth targets aren’t always hit
 - You’re scaling headcount, but accountability is all over the place

When this stuff isn’t in place, the business starts feeling like effort without return.

Performance becomes subjective.

Promotions get political.

People are “doing the work” but no one knows what that work is producing.

After implementing this KPI framework inside dozens of agencies, here’s what it fixes:

 - Ties every role (sales, delivery, ops, marketing, leadership) to revenue and margin
 - Makes real performance visible, so rewards and raises follow output, not opinion
 - Eliminates dead weight by creating a clear bar for contribution
 - Gives managers clarity on how to lead and measure their team
 - Turns dashboards into operational control panels

Inside the doc you’ll find:

1/ Exact KPI formulas by role
2/ Monthly, quarterly, and yearly reporting cadence
3/ Targets for retention, utilization, client results, on-time delivery, and more
4/ Application guides for corporate marketing, sales, account services, and leadership
5/ How to build dashboards that predict margin, not just display activity

This is the same system we use to coach agencies past $3M, $5M, and $10M+ per year.

Want access?

1. Connect with me
2. Like this post
3. Comment “KPI”

I’ll then send it over in the DMs.

Agency owners, want the quickest path to hitting $10M/year?
Know your capacity metrics, numbers, and data inside out.
This FREE calculator reveals everything:

Your agency's current numbers + my unit economics calculator = a clear path to $10M per year.

Most agency owners are burning capacity they don't even know they have.

They're doing $2.5M/year at 9.91% EBITDA while sitting on the ability to do $3.38M at 42.72% EBITDA with the exact same team.

Over $1.2M in profit is hiding in plain sight.

This calculator finds it in 5 minutes.

Here’s exactly what the calculator shows you:

 - Your current billable capacity broken down by role (front line, middle manager, director).
 - Target utilization rates for each level that actually work at scale.
 - Total potential billings per year based on real available hours after vacation, sick days, and culture days.
 - The gap between your current EBITDA and your total potential EBITDA.
 - What your agency valuation looks like at 3x and 6x multiples when you hit that potential.

Most agencies are underutilizing their team because they have no visibility into actual capacity.

They hire too early, overpay for underperformance, and leave millions on the table.

This calculator prevents that by breaking down and displaying your agency’s numbers clearly.

To get this calculator:

1. Connect with me
2. React to this post
3. Comment “CALCULATOR” below

I’ll then DM it to you.

Entire 2024: $43K agency profit.
Aug 2025 alone: $92K agency profit.
Here’s what we did for them:

CONTEXT:

 - Two co-founders.
 - Stuck at $130K-$160K per month no matter what they tried.
 - They had no problem closing deals but couldn’t grow their revenue.
 - They were underpaying themselves compared to what they could make at a job.
 - They were working 70 hour weeks and making $43K total profit for the entire year.
 - The frustration got so bad they started blaming each other for everything that went wrong.

One of the founders told me outright:

"We're going to work with you, Nick. If this doesn't work, we're shutting the business down at the end of 2025. We can make more money doing something else."

I obliged and stepped in, here’s what we did:

1. We lowered churn and created critical mass.
High churn was the core problem. Clients were leaving faster than they could replace them. We rebuilt their retention systems so clients stayed longer. This created critical mass where the client base compounded instead of constantly resetting to zero.

2. We increased pricing without losing clients.
Keeping clients longer gave us leverage to charge more per month. The relationship was stronger, the value was proven, and clients accepted the increases. We didn’t increase the marketing or sales spend either… better retention and pricing was enough.

3. We right-sized costs as revenue stabilized.
Unburdened Compensation dropped from 62% in January to 43% in September. SG&A dropped from 35% to 17%. Total Costs went from 97% to 60%. We didn't fire anyone. The owners made it clear from day one that culture was number one and they weren't willing to let people go. We optimized how people worked and eliminated waste as the client base stabilized.

4. We installed our ops systems.
Dashboards for full visibility, people performance systems, client retention processes… everything. They stuck to the system exactly how it needs to be operated. No shortcuts.

THE RESULT:

 - January 2025: 3% operating profit
 - April 2025: -3% operating profit (negative)
 - September 2025: 40% operating profit
 - August: Each owner took home $60K in distributions beyond their salaries. More in one month than the entire previous year.

 - September: Each owner pulled $120K in distributions. 2x more than all of 2024 combined.

--

They were ready to shut the business down.

Now they're charged up about the future because they see it working.

15-20 people kept their jobs because of this.

Sometimes all it takes is stripping an agency back to basics, adding in proven systems, and letting them compound over time.

There are NO shortcuts to selling an agency for a fair multiple. Period. I've done it 7 times and will keep doing so. But changes are coming in 2026, here's 7 of them:

Here's what's changed in the M&A market that makes the next few years critical:

1. Buyers are rejecting high churn agencies outright. People buying agencies right now are picky about churn rates in ways they weren't 2-3 years ago. If your churn is 8%, buyers know your entire client book disappears in 12 months. They're walking away from deals where retention fundamentals aren't solid.

2. Founder-led sales are a dealbreaker. Unless you're part of a rollup where you're staying on board, buyers don't want founder-dependent sales systems anymore. The sales engine has to work without you, or the deal structure gets punitive.

3. Smaller market owners are flaking post-sale. Owners are bailing on their 2-year contracts after the initial payout, even when they're contractually locked in. Buyers have caught on and now structure deals with less upfront money and longer earn-outs to protect themselves.

4. Upfront cash is disappearing from deal structures. Unless your fundamentals are bulletproof, buyers are paying you out over time for a significant portion of the purchase price. You'll spend years chasing earn-out milestones while they control the business.

5. It's harder to sell today than it was a year ago. Every agency owner sees what AI could do to their business and wants to exit. Buyers see the same thing. Unless you have a strategic angle or rock-solid fundamentals, they're passing or low-balling you because they know you're motivated by fear.

6. Sellers treat their agency like it's exempt from basic product rules. Agency owners obsess over client experience, competitive pricing, and product market fit for their services. Then they try to sell their agency and forget it's a product too. The same rules apply. 

7. Buyers want a story about what happens after the sale. Strategic buyers aren't acquiring your agency to keep it flat. They need to know how it grows without you. If you can't articulate why the business will perform post-sale, you're getting a distress multiple.

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If you want to exit for a fair EBITDA multiple in 2026-2028:

Get churn below 3%. Remove yourself from sales and delivery. Build systems that make the buyer confident the business works without you.

Create the story of what this business does for them after they write the check.

The spread between prepared founders and unprepared ones is going to be brutal.

I run a $10M/year agency with 35%+ margins and I time-track all of my billable employees.

Could I be more lenient about this? Yes. Am I going to? Absolutely NOT and this is why:

A lot of founders think that time tracking is about micromanagement or punishment.

That's not what this is.

Not tracking time is like running a restaurant without tracking food inventory.

 - You don't know when to reorder.
 - You don't know what's going to waste.
 - You don't know what's being stolen.
 - You have no idea what's actually making you money.

The most profitable agencies we work with all track their employees' time and inputs.

Doing so answers the questions that ACTUALLY matter:

1. Where are we over-servicing and losing margin?
2. Who needs training based on where they're inefficient?
3. Who's a high performer that can train others?
4. What's the true cost of each client, project, or function?

We use the data to optimize processes where people are burning hours unnecessarily. We improve services by identifying bottlenecks in delivery. We scale sustainably without overworking the team because we can see capacity in real time.

The tools don't matter that much. We use Wrike because it's built into our project management. Others use Clockify, Harvest, or Toggl. What matters is that your tool can track by individual, client, project, and task.

Time tracking only becomes toxic when leaders use it wrong. Using it to punish people kills culture but using it to optimize the business builds margin.

So when I hear "we don't believe in time tracking," what I really hear is: "we don't know where our margin is going."

This is why those agencies stay stuck at $100K-$300K per month.

Time tracking is non-negotiable at my agency. If you don't want to time track, don't work here. It's like saying you won't show up to meetings or respond to client emails. It's not up for debate.

--

Time tracking is one one way I imbue accountability into my agency.

I shot a video training on other systems we use.

Comment “TRAINING” and I’ll DM the video to you.

I’m selling my entire real estate portfolio.

Here’s why:

I've been selling off all my real estate over the last couple years. At one point I owned 12 single detached homes across the country. I bought them for an average of $180K-$220K and I’m selling them for an average of $410K-$460K.

For context, I held some for 3-4 years, others for 10 years. All of them cash flowed well. So why am I selling?

New laws came in that are anti-landlord. Squatters rights in certain areas where tenants can stop paying rent and getting them out is a nightmare.

We haven't run into those problems, but I know enough people who have, and frankly I’m not interested in that risk.

I also don't think real estate is going up in a sustainable manner long term.

--

When I did the math, the majority of my net worth has come from investments at this point and not from working. Early in my career my returns were crazy, but I've been investing for so long that compounding has taken over.

For the record I never managed the properties myself. Always used property management companies because I don't believe in spending time on tenant calls and screenings.

Interesting times ahead.

A couple years ago I hired an agency account leader that cost us ~$1.5M in lost revenue. He half-assed his work. Lied to my clients. And didn’t show an ounce of professionalism… storytime:

This guy interviewed well, had the right experience on paper, and said all the right things.

For months, he told senior leadership everything was running smoothly.

"Yeah, I met with this client and we went over their strategy. They're happy."
"Had a check-in with that account. Results are tracking. No issues."

Everything looked fine on the surface.

Then he left.

We started following up with the clients he claimed to have been managing.

"What are you talking about? I've never met this person."
"He told you we had a meeting? That never happened."
"I haven't heard from anyone on your team in months."

He was not doing his job at all, he just fabricated meetings and collected paychecks.

As a result:

 - We lost accounts we should have retained.
 - Clients felt neglected because no one was actually talking to them.
 - Direct revenue loss: around $1.5M.

From the lost momentum, referrals we never got, and the compound effect of clients leaving was easily $2-3M total.

We hired another account manager… and the same thing happened.

At this point we realized the problem was not just bad hiring luck.

We were operating in a remote environment with zero accountability systems.

We were taking people at their word about whether work was getting done.

That needed to change immediately… so here’s what I built:

An objective-metric-KPI framework that we still use to this day.

It verifies what’s actually happening, what the numbers are in real-time, and infuses accountability up and down the agency.

Nothing goes unnoticed and the system led to our highest profitability months at the time.

--

Want the KPI sheet for your agency?

1. Connect with me
2. Like this post
3. Comment “KPI” below

I’ll DM it to you.

Crazy win for this agency founder.

We cut churn from 14% to under 4% in 6 months.

Just this, made him DOUBLE the money that year without any more clients.

Here’s why fixing churn is the fastest way to scale:

(1) Every time you cut churn in half, revenue doubles
Retention compounds. The longer clients stay, the more your top line grows without needing new sales.

(2) Profit grows faster than revenue
High churn bleeds profit. Lower churn means stronger margins. In this case, profit didn’t just double, percentage profit went up too.

(3) The magic number is 2.5%
That’s the benchmark I use with every agency I scale. At that level, you’re set up for long term growth without constant sales pressure.

(4) Retention fuels 8-figure scale
Sales alone won’t get you there. Agencies that hit 8 figures do it by compounding revenue through client retention.

The result?

A highly profitable, highly scalable agency that can actually sustain 7–8 figures.

Client: "Your price is too expensive."

Me: "Compared to what?"

When a client says your price is too expensive, most agency owners get defensive and start justifying their rates.

Wrong thing to do.

The right response is: "Compared to what?"

Because for them to say it's too expensive, they're anchoring your price to something. You need to understand what that thing is.

Here's what happens 99% of the time:

They don't actually have an answer. They're anchoring it to an imaginary thing. Something they made up in their head about what they think your service should cost.

When you ask "compared to what," they realize they have no real comparison. The objection collapses.

The minority of the time, they'll give you an example:

"I saw this thing" or "I got this email from some company offering the same service for half the price."

Now you have something to work with.

Your response: 

"Look at our background. Look at our brand. Look at the results we've provided you. Why are you considering going with us versus this cheaper option? And if this cheaper option is the same, why don't you just go with them?"

This works whether it's an incoming client or a current client.

Never get defensive about defending your price. Always ask them compared to what.

It forces them to justify their objection instead of you justifying your price.

Most of the time, they can't. 

And when they can't, the objection disappears.

I might get heat for this but I don’t care. Agency owners that hit $300K/mo fast don’t have the ops to sustain themselves and will tumble back down. You NEED 5 systems in place to prevent this:

(1) Executive dashboards for visibility and strategy.

At $300K, you can't manage by feel anymore. You need dashboards covering sales, marketing, client results, client satisfaction, productivity, resources, and finance. Without visibility, you're working on 20 symptoms instead of the 3 root causes. You're killing yourself for no reason because you don't know what actually moves the needle.


(2) People performance systems to establish accountability.

Every employee needs clear objectives, metrics, and KPIs tied to client results and agency outcomes. Not just what work they're doing, but what outcomes they're responsible for. Without this, managers optimize for their own teams at the cost of the agency. You get the opposite of the intended effect and the agency goes backwards.


(3) A leadership team built on a healthy and results-based culture.

You have a culture that can't scale. There's not enough accountability baked into the culture. Your managers are high performers who got promoted to incompetence. They can do the work, but they can't manage people or create new leaders. When growth accelerates, they max out and drag you back in as a manager.


(4) Client retention systems beyond just delivering results.

You're retaining low-growth clients but churning the ambitious ones. Why? Because managers are optimizing for themselves, not client results. You need a proprietary methodology to create results, onboarding that delivers value beyond the service, and systems that put retention on the shoulders of your product and service teams.


(5) Management systems that prevent operational debt.

Weekly leadership meetings become ineffective as the team grows past 4-5 people. Democratic management falls apart. Managers create initiatives for their departments that don't generate company-wide wins. You need accountability systems, standardized management methodology, and a way to know if performance issues are a manager problem or employee problem.

--

Agencies that scale past $300K without these systems have accumulated operational debt. Just like technical debt in software, you have to pay it eventually.

Your systems act like a downward force. If you're at $300K revenue but your systems are built for $100K, they're pulling you back down. You're brute forcing your way forward and it's not sustainable.

Most agencies at this level are working on 10-20 initiatives but:

 - Nothing is getting done 
 - Profit has slowed or gone down. 
 - The owner is working 60+ hours a week. 
 - Management keeps saying they need more people.

The actual problem is that you’ve scaled past your operational capacity.

My KPI sheet designed to support healthy and predictable growth will help you avoid this.

Comment “SEND” and I’ll DM it to you.

Agency owner working 65 hours a week for 3 years straight after quitting his 40 hours a week corporate job:

"How do I build a team capable of scaling to $10M/yr?”

Me: follow this blueprint, it works every time:

1. Train every single employee for 1-2 hours per week without exception
The agencies that hit $1M/month are obsessed with training their teams to make them better. Every person in the company receives 1-2 hours of training weekly from their manager, from outside experts, from someone who can level them up. This compounds over time into high capability.

2. Pay above market rate to get people who've already done it
Million-dollar agencies hire people who have already scaled agencies before, and they pay the premium required to get them. When you ask someone to grow an agency again, you have to convince them it's worth doing by paying at the top of the range. They're expensive because they already know what works.

3. Build your team to maintain a 2.5% monthly churn
When your team delivers exceptional work, clients don't leave. The agencies that scale to eight figures maintain 2.5% monthly churn or better because their people are so skilled that client retention becomes automatic. High-performing teams create clients who stay for years at a time.

4. Structure your team to handle increased lead flow without breaking
Top agencies expand lead generation only after building a team that can handle the volume. When you have high performers who can manage more accounts without sacrificing quality, you can scale intake.

5. Upskill your team to justify premium pricing
The fastest-scaling agencies can charge premium rates because their people deliver insights and strategy beyond basic results. When your team operates at such a high level that clients see them as strategic partners rather than vendors, pricing becomes irrelevant.

--

Agencies that scale to $10M the fastest:

- Aren’t afraid of paying premium prices for talent
- Train their team religiously
- Instil a “company first” mentality into new employees
- Support them in upgrading their skillstack quickly
- Push and encourage them even when it’s uncomfortable

Like + comment “TEAM” and I’ll DM you an internal video training on building accountability systems to keep your team sharp.

My 2 favourite use-cases for AI

(Perfect for agency owners):

(1) Sentiment detection
We can now install AI systems inside Slack, project management tools, and email that create models showing customer sentiment and employee sentiment in real-time. These predictive KPIs tell managers if clients are happy or if staff are about to quit before it becomes a problem. No more waiting for quarterly reviews or exit interviews to find out what went wrong.

(2) Automating feedback loops
This technology can eliminate entire layers of middle management by automating the oversight and feedback loops that require human intervention. That frees up manager time to focus on revenue-generating areas of the business that AI isn’t suited for yet.

--

People need to start looking at AI as a management tool moving forward.

And people are not doing this right.

The agencies that figure this out first will have 40% margins while their competitors struggle at 15%.

The fastest way to scale your agency past $500K/mo?
Getting out of the day-to-day ASAP.
Here’s how to do that (+ free gift):

Step 1: Replace yourself in what you're worst at first.
I took a pay cut and hired a senior person for my biggest weakness. This freed up 15-20 hours weekly that I could reinvest into areas where I actually added value. Each replacement got cheaper because the business grew from having better people in those roles.

Step 2: Document everything before you delegate.
Record yourself doing the work. Create SOPs with videos inside them showing exactly how tasks get done. Don’t just write down steps in a doc, show actual screen recordings of you doing the work. When a founder I work with went from -$46.8k to $421.8k in quarterly profit, documentation was 40% of the transformation.

Step 3: Build the capacity forecast first.
You need a spreadsheet showing: current clients, their revenue, sales pipeline, and how full every person is. Track this at company, role, and individual level. One founder we work with discovered they were about to hire 3 people when their team was only at 40% capacity. We redistributed work instead and added $30k profit that month.

Step 4: Create performance visibility before stepping back.
Dashboards showing churn by account manager, billable hours by person, revenue per employee. You can't manage what you can't see.
When you know one account manager has 2% monthly churn and another has 20%, you know exactly who should handle new clients.

Step 5: Install feedback loops that don't require you.
Example: Use Net Promoter Score surveys monthly for the first 3 months of a client relationship, then go quarterly. But here's what matters: the call after the NPS. That 15-minute call surfaces the real problems. My agency runs on this system with me working 5 hours weekly. We're at 1.8% monthly churn while closing just 2 deals per month.

--

The order that you remove yourself from agency departments matters.

What I see work best:

 - Offload admin.
 - Then client delivery.
 - Then marketing.
 - Then sales.

After this, you’re just leading leaders.

Which is the best use of your time on the way to $10M+ per year.

FREE GIFT:

Comment “SEND” and I’ll DM you our training for solving the 5 biggest “agency profit killers” that you’re either facing now, or will face in the near future.

I had to rewire my brain to run a $750k/mo agency vs a $100k/mo agency. At every MRR stage here's the mindset adjustments I made:

$0-$100K:

Your brain:

 - "I'm the only one who can deliver this right."
 - "If I don't do it myself, the quality drops."
 - "I need to be in every client call or things fall apart."
 - "We're surviving month to month, but I'm working 60+ hours a week."

The real priority:

- Consistency in delivery
- Clear SOPs and service training so your team can deliver consistent results without you


$300-500K:

Your brain:

 - "I need better people. That's the bottleneck."
 - "Why can't my team just figure this out without me?"
 - "I've hired managers but I'm still making all the decisions."
 - "We're stuck and I don't know why."

The real priority:

 - Rock-solid middle management
 - A management structure where you enable managers, not individual contributors
 - Tools for managers to retain talent, motivate the right people, and create autonomy across teams


$500K-$1M:

Your brain:

 - "We're so close to breaking through."
 - "If we just had one more great hire, we'd be there."
 - "I'm the ceiling. The business can't grow without me involved."
 - "How do other agencies make this look easy?"

The real priority:

 - Executive leadership layers
 - An executive leadership team where decision-making, accountability, and forecasting move beyond you


$1M+:

 - "We're one of the bigger agencies now. We've made it."
 - "The competition can't catch us at this point."
 - "We can ease off the gas now."
 - "Systems are built. No need to keep optimizing."

The real priority:

 - Higher-impact growth with strong systems and leadership in place
 - Strategic acquisitions
 - Building an agency that creates lasting impact beyond just revenue
 - Continuous optimization (no set and forget systems)

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No matter what stage you’re at currently…

You should ALWAYS have 3 things running:

 - Executive dashboards to prevent small issues from blowing up into lost clients.
 - People systems for individuals and managers to maintain high performance.
 - Ongoing training and iterations on these systems to evolve with the business.

Use my 5 agency profit killers and solutions training (over an hour long) to get started.

Comment “TRAINING” and I’ll DM it to you.

Agency founders at $1M/mo operate on a viscerally different level to $100K/mo founders. 

$100K/mo agency founders:

 - Plan for a week, execute for two weeks, then go back to planning
 - Keep tinkering with their offer and fundamentally changing it
 - Have basic dashboards they check occasionally
 - Train employees when they have time
 - Run meetings without agendas
 - Think AI will hand them a perfect offer and save their business
 - Think 20 clients means they don't have product-market fit
 - Have managers but no standardized management methodology
 - Accept 8-12% monthly churn as normal

$1M/mo agency founders:

 - Use AI as a bonus tool but never rely on it to save anything
 - Plan quarterly for one week then execute for 85 days straight
 - Minor iterations 1 at a time to their core offer once it works
 - Have immaculate dashboards with perfect visibility
 - Train every employee 1-2 hours per week minimum
 - Every single meeting has an agenda and they stick to it
 - Know churn is the number one enemy they fight daily
 - Have mapped-out internal communication pipelines with feedback loops
 - Run performance management with near-perfect precision

They’re more ruthless, execute like machines, tolerate zero BS and ALWAYS find a way to hit their growth goals.

--

There’s a big difference in how 7 and 8 figure agencies operate, build cultures, set goals, and execute.

But it’s ALL learnable.

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