We build personal brands for Black/Diverse Founders and CEOs 🗣 | CEO & Founder of OSSAI

I’m Phil, the lad behind the scenes helping people like Jake Humphrey, Spencer Matthews, Mary Earps and Ferne McCann show up online in a way that actually sounds like them.

I’ve spent more all-nighters than I care to admit helping founders and public figures build personal brands that turn heads, start conversations, and lead to real opportunities.

Most of my work is being a translator: pulling the real insight out of someone’s head, shaping it into content, and building a system that keeps it consistent.

That means:

clarifying your message and positioning

turning your lived experience into posts people want to read and share

building a simple content engine you can actually stick to

I’m also funnelling everything we’ve learned at OSSAI into Pesora, an autonomous personal-branding tool built to give more people access to proven strategy without the full agency price tag.

If you’re a founder, CEO or creator with a spicy brain and a head full of ideas, but you’re struggling to get it out consistently, drop me a message. ✌🏿

Phil Ossai

Yesterday marked 4 years of OSSAI 🥳

I took this photo last night at Christina Taylor’s office while my little one was in dance upstairs at The ASH Company and it hit me... wow I've been in business for nearly half a decade. 

I'm old 😅 but equally I feel like I started yesterday.

I still remember 4th March 2022... full of naivety. Pre-Chat GPT days. Back before the AI slop. 

A LOT has changed since then... but a lot hasn't.

Here are 4 lessons that have stood the test of time.

1 - Human psychology doesn't change: curiosity, negative bias is a powerful vehicle to capture one's attention.

2 - Quality > quantity of followers. Don't get attention mixed up with intention. You can get leads at 500 followers, and nothing at 500,000 followers.

3 - On the other hand, if you want community growth, cross-pollinate your audience with related creators/founders. Collab carousels, collab Vids/TikToks/Reels... they are SO powerful.

4 - The science of social media growth and virality is: A/B testing every element of a piece of content, and with enough variants, the data will tell you exactly what you need to do to grow. It's not rocket science... but it is a lot of effort.

Thank you to all those who supported and believed in the vision before it was a reality. 

Amy Stephenson-Yankuba Aaron Burns Milimo Banji Mary Earps MBE Ellis Bennett FCCA Yafet Semere Jade Beard-Stevens Jim Meadows Indiana Julian Keenan Bettany Lyle Yorks Jake Humphrey Jane Hunt Robyn Liddell Claire Richards Nazia Haque Netta Jenkins sorry if I forgot to tag anyone!

Andrew Hulbert FIWFM thanks for the inspo on this!

Personal Branding for CEOs, Founders and Talent Brands via OSSAI Agency & Pesora AI

Your personal brand is your insurance policy.

I started OSSAI when I was in my very early 20s.

The fact that I’m able to sit in rooms with people who have scaled seven and eight figure companies, have 10 and 100s millions in the bank, while still in my 20s…

Plus I have access while their guard is down, while they’re vulnerable, while they’re open to hearing new ideas, and to have them trust my expertise, is an anomaly that I’m very aware of and very grateful for. 

I don’t say that to brag.

I say it to make this point:

The only way I was able to get into those rooms was because of the insurance policy I’d been slowly contributing to day in, day out, week by week, month by month, which is my personal brand.

My reputation tends to do a lot of talking.

I recently had a massive community reach out to me to do workshops for them.

The same goes for another speaking gig across borders.

That’s why I believe your personal brand opens doors, but also protects you when things don’t go so well.

If you’re let go.

If you’re struggling.

If things are tough.

I’ve had many bailouts from people in my network that I grew through LinkedIn, through Instagram, through TikTok, who supported me during tough times in the agency as a result of us meeting online.

If I hadn’t posted that content, I probably wouldn’t be where I am.

So yeah, your personal brand is your insurance policy.

🤞🏿

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Back from a London day trip to meet the man of the hour Jake Humphrey

If you were a fly on the wall, here's what you would've heard:

🗣️ "Business growth is expensive: Financially, physically, emotionally, and mentally. Consistency growth beats intensity any day of the week."

🗣️ "The view at the top of the mountain is the same as the bottom of the mountain: Another set of peaks on the horizon. There's always another goal so learn to detach your joy from the outcome and place it in the process."

A few things it got me thinking...

There's a unique energy being around non-Londoners. People who are supposedly disadvantaged when they don't live in the capital. The drive is built differently when opportunity isn't always on your doorstep.

My generation places such an importance on stupid stuff: revenue rather than profit, the badge of your car rather than character... and when you hear successful people speak the ego in you can think: 'it's easy for you to say now you've achieved it'.

But the challenge I'm setting myself is to actually try and adopt a wiser mindset this year.

I really shouldn't upgrade my car, or my living expenses... 
I need to keep my head down and act like it's nil-nil
I need to enjoy the journey more because this is the real game I'm playing now, not pre-season.

Anyway... back to work.

Don't get attention mixed up with intention.

The loudest personal brands don't always make the best content.

The founders with the largest followers don't always have the best businesses.

I have a United Fan page with 300k IG followers and a TikTok of 175k followers.

My '17k' LinkedIn following has 'made me more money' than that 475k following ever has.

A 300w light bulb can light up a room

A 300w laser can cut through steel.

Same energy, different focus.

Happy new month everyone 🚀

The Consistency blueprint: My 90-day goal-setting journal from the 🐐 Aaron Burns

What’s common knowledge to you…

… is a game changer to someone else. 

You’re sitting on a goldmine of insights, experiences and lessons. 

All you’re missing is the framework to structure your thoughts. 

💪🏿

Ellis Bennett ACCA

Have you given up on managing accountancy & taxes for your business?

Setting up a business is no walk in the park, let alone managing the financial aspect of it.

It requires intense efforts to make sure you’re on the right track.

Miss one tax deadline, and you might end up paying double in penalty.

I know it’s overwhelming as a founder.

Now imagine you have an expert who takes care of all your accountancy and tax situation.

You don’t have to worry about taxes.
You don’t have to panic while planning your budget.
You know where you stand in terms of profits and losses.
You have someone you can rely on to manage the financials.

Amazing, isn’t it?

That’s what getting an expert feels like.

I’m Ellis, an ACCA Chartered Accountant, Director at EA Accountancy, and Author of The Solopreneur Start-Up Bible.

I help, advise, and guide start-ups, businesses, and young entrepreneurs through the whirlwind of accountancy and taxes.

I’ve served over 300+ satisfied clients, and I’m all in to help you!

Now, I’m not the accountant who speaks to you once a year in a robotic tone.

I’m more like your business partner.

I help you every step of the way (even acting like a therapist if you need one).

My services include:

• VAT
• Accounts
• Payroll
• Pensions
• Tax Advice
• Tax Planning
• Personal Tax
• Bookkeeping
• Accounting Software
• Company Incorporations
• Registered Office Address
• Capital Gains Tax Disclosures
• Business Planning And Advice

I also offer consultation for new business owners or people looking to hire an accountant so you have clarity for your next steps.

If you think I can help you with any of the above or would like to connect over a Discovery Call, feel free to drop me a DM.

Chartered Accountant

We lost two clients this week.

Different reasons on the surface.

One wanted a “local accountant.”

One wanted a “female accountant.”

That’s completely their choice.

But here’s what I’ve learned:

When you dig deeper, it’s rarely about geography or gender.

It’s about discomfort.

In both cases, the real friction was the same thing:

Tax.

We provide monthly estimates.

We tell clients exactly what to set aside.

We explain clearly what can and can’t be taken from the company.

But when you take more than advised…

And the tax bill lands…

It’s easier to change accountant than change behaviour.

Let me be clear.

Our job isn’t to “make you pay no tax.”

This isn’t social media finance hacks.

Our job is to:

- Make sure you pay the correct amount
- Make sure you don’t overpay
- Keep you compliant
- Give you visibility so there are no surprises

If you ignore the numbers and drain the bank account anyway, that’s not an accounting issue.

That’s a discipline issue.

The right clients don’t want magic tricks.

They want clarity.

They want control.

They want straight answers - even when it’s not what they hoped to hear.

Not every client is the right fit.

And that’s fine.

We’re building EA Accountancy for ambitious agencies who want to scale properly, not guess and hope.

Ellis Bennett FCCA

Simplifying Accountancy and maximising Tax Efficiency for Business Owners | Director - EA Accountancy 👨🏼‍💻 💸

One of the most dangerous numbers in business is revenue.

Because it hides a lot of problems.

I looked at two agencies recently.

Agency A

Revenue: £1,000,000

Profit: £110,000

Agency B

Revenue: £550,000

Profit: £210,000

Guess which owner has the better business?

Most people pick the £1m agency.

But the second one is far healthier.

Why?

Because revenue doesn’t pay your bills.

Profit does.

Agency A had:

- Too many staff
- Underpriced projects
- Loads of unused software
- Constant scope creep

Agency B had:

- Fewer clients
- Higher prices
- Strong margins
- Tight cost control

Same industry.

Completely different outcomes.

This is why chasing revenue alone is dangerous.

Because a bigger business doesn’t always mean a better one.

Most agencies think they have a revenue problem.

They usually have a margin problem.

Quick example.

Agency doing £70k/month.

Sounds like a great business.

Until you actually look at the numbers.

Team costs: £38k

Software + tools: £7k

Freelancers + ad spend: £10k

Overheads: £6k

Profit?

About £9k/month.

That’s roughly a 12% margin.

Meaning the owner is running an £840k business…

For about the same take-home as someone running a £300k agency properly.

This is where most agency owners get it wrong.

They think the solution is:

“Get more clients.”

It usually isn’t.

The real fixes are boring — but powerful:

- Set minimum project margins (50–60%)
- Track revenue per employee
- Cut the software no one actually uses
- Price based on capacity, not guesswork

Six months later their numbers looked like this:

Revenue: £75k

Profit: £22k

Same clients.

Same team.

Just better financial strategy.

This is the difference between:

An accountant who files your accounts

vs

One who helps you build a proper business.

One of the strangest things in business:

You can be profitable on paper…

And still lose cash every month.

I see this with agencies all the time.

The accounts say the business made a £120k profit.

But the bank balance keeps dropping.

How?

Usually a mix of things like:

Tax provisions

You’ve made the profit…

But the tax hasn’t been paid yet.

So the cash will disappear later.

Paying off old liabilities

VAT, corporation tax, director loan repayments.

These reduce cash…

But they don’t show in your profit for the year.

Debtors

You’ve invoiced the work.

So the profit is recorded.

But the client hasn’t actually paid you yet.

Big investments

Equipment, deposits, or paying upfront for things.

Cash leaves the bank.

But it doesn’t always hit the P&L immediately.

This is why good businesses track two things:

Profit

and

Cash flow

Because profit tells you if the business is working.

But cash tells you whether it survives.

Some of the tax advice on LinkedIn is ridiculous.

You’ll see posts saying things like:

“Put your gym membership through the company.”

Or

“Charge your company rent from your house.”

Technically some of that can be possible.

But the posts never explain the other side of it.

Gym membership?

Usually a benefit in kind.

Charging rent from home?

Personal tax and possible CGT issues later.

Director’s loan account tricks?

Can trigger a

33.75% tax charge

if it’s done wrong.

The advice itself isn’t always wrong.

It’s just missing half the story.

And that’s how business owners end up messaging their accountant with:

“Quick question… am I in trouble?”

The real answer to most tax questions is:

“It depends.”

Not:

“Here’s a clever trick.”

This Milan marathon training block has humbled me a bit.

The plan was sub-3 hours.

Reality check…

That’s not happening this time.

So the target has moved to 3:15.

Still running about 75km a week but this is the first block that’s made me think:

“Right… maybe I’m not 23 anymore.”

A few years ago that would have annoyed me.

Now I actually think it’s useful.

Because business works the same way.

You set a big target.

Then reality shows up.

Sales slower than expected.

Margins tighter than expected.

Hiring harder than expected.

The founders who do well aren’t the ones pretending everything is perfect.

They’re the ones who adjust the plan and keep going.

The work stays the same.

Just the timeline changes.

Anyway.

Milan marathon first.

Then a Last Man Standing race.

Then a 50km Spartan Ultra.

Clearly I don’t enjoy relaxing

If your accountant is a family friend…

You probably don’t have an accountant.

You have a favour.

One of the biggest red flags on a sales call:

“Yeah, he’s just a family friend. It’s easier.”

Easier.

So is skipping leg day.

Doesn’t build anything worth having.

Here’s what “family friend accountant” usually means for a £200k–£1m agency:

– You speak once a year
– No proper monthly numbers
– No margin analysis
– No forecasting
– No tax planning before year end
– No one challenging what you’re taking out

It’s comfortable.

And comfort is expensive.

When you’re trying to scale:

– 3 staff to 8
– £300k to £1m
– Chaos to structure

You don’t need “easy”.

You need:

– Weekly bookkeeping
– Monthly reports
– Cash flow forecasts
– Proper tax planning
– Someone who’ll say, “Why are your margins that low?”
– Someone who isn’t scared to challenge your drawings

Most family friends won’t challenge you.

Because they don’t want to make Christmas awkward.

But business isn’t Christmas dinner.

It’s war.

If your accountant feels “safe” and “easy”…

Ask yourself whether they’re helping you grow.

Or just helping you file.

Big difference.

April 2026 is quietly increasing costs for business owners.

No big headline announcement.

Just a few changes that slowly make running a business more expensive.

Here are a few that matter:

Minimum wage is increasing

The National Living Wage rises to £12.21 per hour.

That means a full-time minimum wage employee now costs roughly £25k+ per year before employer NI and pension.

For businesses with teams, payroll just got heavier.

Dividend tax is increasing

From April 2026 the dividend tax rates increase:

- 10.75% basic rate
- 35.75% higher rate
- 39.35% additional rate

And the tax-free dividend allowance is still just £500.

Which means most directors are paying tax on almost everything they take out of their company.

Landlords facing more tax pressure

Rental property has already been hit hard in recent years.

Mortgage interest can’t be deducted as a normal expense anymore (Section 24), meaning many landlords pay tax on profit they never actually receive.

And from April 2027, rental income tax rates will increase by 2% across the board.

Employment costs are higher than most people think

A £40k salary rarely costs a business £40k.

Once you include:

- Employer NI
- Pension
- Equipment
- Software

The real cost is often closer to £45k–£50k.

Most SMEs massively underestimate this.

The pattern is pretty clear.

Higher wages.

Higher tax.

Higher costs.

And SMEs are expected to just absorb it.

Which is why the businesses that win over the next few years won’t just chase revenue.

They’ll focus on profit, pricing, and margins.

Because if your margins are thin…

Every tax increase hurts a lot more.

Most marketing agencies massively overestimate how well they’re doing.

Not publicly.

Well… actually some do. Usually right after discovering the phrases

“six figures”

or

“seven figures”

But I mean to themselves.

An owner will say:

“We’re doing about £600k now.”

Then you look at the numbers.

£600k revenue

£420k team costs

£70k freelancers

£40k software

£50k overheads

And suddenly the business is making about £20–30k.

That’s not really a £600k business.

That’s a stressful job with employees.

I see this a lot.

Revenue goes up so it feels like things are improving.

But nothing actually changes because the real issues never get sorted:

pricing

margins

over-servicing clients

random costs no one questions

A £400k agency with good margins is a far better business than an £800k one constantly under pressure.

Revenue looks great on LinkedIn.

Profit is what actually makes running the business enjoyable.

Most agencies hire people way too early.

And it quietly kills their profit.

I was having a conversation with an agency owner the other day about this.

The question was:

How much revenue should a team member generate?

My answer was simple.

At least 3x their salary.

So if someone earns £40k, they should be responsible for £120k+ of revenue.

Minimum.

That comment caused a bit of debate.

But when you actually run the numbers, it makes perfect sense.

Because a £40k employee rarely costs £40k.

It’s closer to £50k+ once you include:

- Employer NI
- Pension
- Software
- Equipment
- Training
- Management time

Then you’ve still got the rest of the business to pay for:

- Sales
- Marketing
- Admin
- Overheads
- Tax

If someone only generates 1–2x their salary, the margins get thin very quickly.

That’s how agencies end up doing £800k+ revenue…

And the owner still feels skint.

Good agencies understand this.

They track things like:

- Revenue per employee
- Team utilisation
- Capacity
- Project margins

Because hiring people doesn’t automatically grow your business.

Sometimes it just grows your payroll.

One of the hardest parts of running a business is being honest with your team.

Good leadership isn’t just about pushing people harder.

It’s recognising when someone is doing well.

Praise them.

Encourage them.

Reward them properly.

People work far better when they know their effort is noticed.

But leadership also means being real.

If someone isn’t performing, ignoring it helps no one.

Not the business.

Not the rest of the team.

Not the person themselves.

A lot of founders avoid those conversations because they’re uncomfortable.

So someone stays in the wrong role for months.

Everyone can see it.

Apart from the person who needs to deal with it.

Sometimes the best thing you can do is be honest early.

Give someone the chance to improve.

Support them.

But if it still isn’t working…

cut your losses.

Keeping the wrong person in the wrong role rarely ends well.

taplio

The Battle

Phil Ossai

Ellis Bennett ACCA

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The Battle

Phil Ossai

Ellis Bennett ACCA

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Phil Ossai's LinkedIn Performance

Performance ScoreEllis Bennett ACCA's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScorePhil Ossai's LinkedIn Performance