How can I position myself as the person who handles outreach for clients who don’t have someone to do it, and should I manage the systems myself or rely on automation/content help to make the solution frictionless for them?
Ah, great question. I like this because you're asking how you make the client's life easier—that's really the most important thing. You'll find that as clients grow bigger and better, they want less work on their end and prefer an all‑in‑one done‑for‑you service where they pay a set amount and get the result. I feel the same way: at this point I don’t want to be a partner who constantly discusses the best way of doing things; I’d rather hire someone who’s good at what they do and trust them to deliver a great job. This is taking ownership and minimizing friction—reducing client complexity. Clients don’t care about the inner workings of the black box that is your product; they only care about the input, output, and the interface. So what I think about this is that it’s great—exactly what you should be doing, and what you should have been doing all along. To be that someone, you just position yourself as the person capable of handling everything. You are the person who does cold email: I will handle your cold email systems from start to finish, completely autonomously. All I need from you is a brief three‑minute form you fill out right now, and I’ll do everything for you for 90 days straight. If I don’t deliver the X, Y, Z results I guarantee, you don’t pay a cent. Make it a complete and utter no‑brainer for them—get them to give you what you need up front in a couple of minutes, then you’re off to the races. Handle it completely autonomously, give them progress updates (but don’t disappear or demand anything). That’s how you do it.
Oh, here we go again. Should I deliver the entire workflow to the client or retain control and run the automation on their behalf? Well, somebody spent 1.5 years getting really good at workflow automation but probably hasn't made any money with it. How much cooler would it be if you learned enough to talk the language in a couple of weeks, then just started talking to customers? You probably wouldn't have been in this situation. In 1.5 years you could have a big book of business with 20 clients. Time will pass anyway. A lot of lead generation mechanisms like cold email and Upwork just require time to pass while active. You might as well have planted a tree 20 years ago; the second best time is today. That's a good analogy. To answer your question about delivering the entire workflow: yeah, deliver it to the client. Then why would they need you? They don't need you for a one-off, but they'll want you if you make them choose needs and such. I get it; it's kind of a Machiavellian way to run the business—strategic and logical—but you don't build as much goodwill with clients and it becomes annoying working with them, especially with handoffs. So, what are you going to do? Hold the business hostage when they want to let you go? Or would you rather be in a situation where the client wants to keep you on because you constantly produce massive value? I like that situation; having a rising floor where clients want more value forces you to creatively find ways to deliver it. That's one reason I agree so quickly.
Think about it from my perspective — I'm already making a lot of money and don't need more talent, so the only way this becomes worth my while is if you do all the work for me upfront. Identify a specific problem I'm suffering from that's costing me money, solve it, and package the solution so all I have to do is click one button — don't make me come up with the problem, the solution, or a management structure for you. Don't pitch like 'I'd like a job, I'm feeling lost' — instead, put yourself in the shoes of the person you're reaching out to, understand what they're actually struggling with, do all the work, then present it: 'I think I can make you this much money — all you need to do is respond with X, Y, Z. Say yes and I'll get started immediately, you can pay me after it's done.' That's how you pitch working for someone for free. I'm good right now and probably will be until $300-400K/month, but when I am hiring again, the people who've engaged with my content will be the first I look to — you can copy this approach for other people too.
Great question. I should make it abundantly clear that when you have a hammer, everything looks like a nail. My hammer is cold email, so I try to solve every problem with it. Cold email isn’t always the most effective marketing method, but it’s like a video game where you keep playing the main character because you’re best at it. I would definitely use cold email. I’d start by pitching these SMA agencies. I’d go to Apollo and filter for 1‑11 staff, looking for digital marketing, digital agency, or creative agency. I’d use the OR operator to pull as many as possible—probably a list of 30 k to 50 k in the United States alone. Then I’d blast out my offer with the software, giving a free demo. I’d position it as if I’d read the person’s whole life story and built the software just for them. I’d mention that I’ve been following what they’re doing at [their company] and that I used to run a digital marketing agency (maybe I still do). I’d share that I’m suffering from XYZ problem and that this software is the solution I came up with. I’d want to put it in front of them to see if it has value. I’m 100 % confident that running their clients through my system will generate outsized returns, so much that I’m willing to guarantee it and give it away for free just to hear their thoughts. If they’re open to a quick call, we could jump on it. I’d approach this at the higher‑agency level, positioning myself as an agency owner talking to agency owners, not as a SaaS person trying to sell something. I’d get on as many calls as possible and frame them almost as partnerships: give them a trial of the software, let them solve their current problems with it, then use that feedback to improve the software faster and better. Once I have a ready‑to‑go version, I’d charge premium prices. And yes, I’d go straight cold email, starting with agencies because they tend to have more money than SMBs.
I start with a kickoff call where I deliver quick wins to minimize buyer's remorse, and I always take payment upfront before any work begins - never considering a client 'onboard' until the money is in my account. After receiving payment, I create a detailed proposal that serves as both a sales document and a roadmap. Roughly 60% of the proposal outlines the client's problems, demonstrating my understanding from any prior small project; about 20% covers the proposed solution; the remaining 20% discusses logistics, principally compensation. I typically pitch a large monthly fee - recently moving from $6,900 to around $12,000-$12,300 - and often add a revenue-share component to align incentives, inspired by the idea that sharing upside makes both parties more comfortable and can lead to more money. I discuss performance-based versus flat pricing, noting that beginners should lean performance-based, intermediates may go flat, and experts often return to performance-based because they have confidence in delivering results. Once the client agrees and pays, I invite them to a kickoff call to set communication expectations: I'm highly reachable via Slack (within 15 minutes) and hold daily office hours from 12 p.m. to 2 p.m. PT, plus a weekly strategy session. I ask clients to commit to the same recurring time each week for at least 50 out of 52 weeks, emphasizing consistency so they take the calls seriously and see ongoing value. During each meeting I review wins from the past week, outline what I'll do next, and address any questions or fires, ensuring I always show up with something tangible to justify the retainer. I then follow the roadmap, checking off the 45-plus tasks in order, and optionally sync with the client's project-management system (though I've moved away from using my own ClickUp board as the single source of truth). I also note that other agencies like DesignJoy use shared boards, but I prefer bringing a quick note of wins and next steps to each meeting.