Isn't teaching everyone to run their own agency just producing a bunch of glorified, commoditized freelancers?
I understand the perspective, but I don't think most people here already have the business experience to launch and run an agency from scratch. Starting as a freelancer — doing the bulk of the work yourself early on — actually makes sense, because you need to learn how to deliver the service before you're capable of running a real business around it. Diving straight into hiring and infrastructure before you've learned to sell usually means losing the forest for the trees. The sequence that works: learn to sell first, then learn the service, then worry about business infrastructure once those are solid.
I've owned a few profitable indoor mini golf businesses for three years and even attended some Los Vegas trainings with Horos's team to help grow them, but I'm a bit burnt out on brick and mortar and love the idea of running a one-man business, though I'm struggling to decide on an angle. Yeah, well said. So, if I had to start over with no agency knowledge, only my foundational business knowledge, what would I do? I'd definitely go back into agency work, even without any agency experience, because it's the quickest zero-to-one path for me. It's less important to get things perfect right away and more important to pick something quickly and then evolve alongside it. So I'd pick an agency model. My foundational business experience would help, but whether I had zero or a ton of experience, I'd still go into agencies. The only thing that might change that answer is distribution—if I had a large following and network, I might consider something else. But assuming I'm starting with no leverage, no distribution, no money, and just what's in my head, I'd absolutely start delivering services to clients, get a return on my time, use that to bootstrap my operations, grow them, and then be in a more financially privileged position with knowledge and experience in whatever niche I ended up picking. Hopefully that makes sense. Yeah, I'd start there and work my way down.
It's much, much more scalable to run an info/teaching business than an agency. Agencies are actually a lot more fragile — but when you're at the start line with no business experience and no revenue, agencies are the straightest line path to materializing revenue: zero to one, nothing is faster. You're trading that speed for the downside that agencies are fragile and much less scalable, since you need a lot more people to make them grow, and margins tend to get worse as you scale. Even if you sell an agency later, a lot of the time and energy spent building its equity often only nets you something like a 3x multiple — pretty low compared to other vehicles. So the equation that worked for me: front-load services first, make a ton of money fast (a few hundred thousand dollars, more than most people make), then take that money and put it into a more scalable vehicle. In my case that was building a better business model — teaching. All roads really do lead to info eventually; it's just a more optimized model. Instead of giving a man a fish, you teach him to fish and charge a monthly subscription for the knowledge — the revenue ends up a lot more predictable.
An agency is just one of many scalable business models, but it’s generally harder to scale an agency to $250k a month compared to SaaS or e‑commerce. It’s relatively easy to hit $10k a month with an agency—one 10k client or a couple of 5k clients can be secured in 30 days, even by a complete beginner. Building a SaaS product that generates $10k recurring revenue in 30 days is far more difficult, as is scaling e‑commerce to the same level because of thin margins and higher workload. Agencies tend to cap out sooner, whereas SaaS and e‑commerce have longer growth curves. For total beginners, starting with a service‑based business is advisable because you lack the technical skill to create a SaaS product and need to learn how to identify and solve business problems first.
He advises starting as a freelancer on Upwork as quickly as possible, not forming an agency there because proposal reply rates suffer and clients prefer working with a person rather than a faceless corporation. Use freelancing to generate initial revenue, then hire team members but still brand the work as yourself, avoiding a corporate facade until you’ve reached around $50 k in earnings. After that you can scale the team and rebrand as a company. He also encourages the high‑school student, noting that pursuing entrepreneurship now is great.