Jonathan Stark

And there was one time up in Boston, I presented to a room, maybe 40 people. And at the end, we had to leave the room because someone else was coming in after us. But I was still getting questions. So I told everyone to just email your questions to me and I'll blog about it every Monday.

And so I did that for weeks and weeks, maybe months, where people would just send in questions and then I would answer them on the blog so they can then share it with everyone. And then finally, someone just offered to pay me to coach them directly. And I was still doing my normal business, my normal software consulting business during the day.

And so I did that for weeks and weeks, maybe months, where people would just send in questions and then I would answer them on the blog so they can then share it with everyone. And then finally, someone just offered to pay me to coach them directly. And I was still doing my normal business, my normal software consulting business during the day.

And so I did that for weeks and weeks, maybe months, where people would just send in questions and then I would answer them on the blog so they can then share it with everyone. And then finally, someone just offered to pay me to coach them directly. And I was still doing my normal business, my normal software consulting business during the day.

But since I wasn't trading time for money and I was giving fixed prices, I wasn't really very busy and I was doing really well. So I had plenty of time and money to help these people out pro bono. And then people were offering to pay me to do it. It was just real natural progression.

But since I wasn't trading time for money and I was giving fixed prices, I wasn't really very busy and I was doing really well. So I had plenty of time and money to help these people out pro bono. And then people were offering to pay me to do it. It was just real natural progression.

But since I wasn't trading time for money and I was giving fixed prices, I wasn't really very busy and I was doing really well. So I had plenty of time and money to help these people out pro bono. And then people were offering to pay me to do it. It was just real natural progression.

Then eventually I collected everything I had written about the subject and published a self-published book called Hourly Billing is Nuts. That was the year when I was like, okay, I'm officially going to switch my business. I'm going to pivot from doing software consulting into doing more like business coaching or price consulting for service businesses.

Then eventually I collected everything I had written about the subject and published a self-published book called Hourly Billing is Nuts. That was the year when I was like, okay, I'm officially going to switch my business. I'm going to pivot from doing software consulting into doing more like business coaching or price consulting for service businesses.

Then eventually I collected everything I had written about the subject and published a self-published book called Hourly Billing is Nuts. That was the year when I was like, okay, I'm officially going to switch my business. I'm going to pivot from doing software consulting into doing more like business coaching or price consulting for service businesses.

I'm a soloist. I am a lone wolf personality-wise. I don't like meetings. I especially don't like recurring meetings. So no, I intend to never have employees. I'm not against other people having teams. It's just not the, it doesn't, for the kind of business I have now, it doesn't make sense to scale that way. And for even the software people I coach, that's just one approach to scaling.

I'm a soloist. I am a lone wolf personality-wise. I don't like meetings. I especially don't like recurring meetings. So no, I intend to never have employees. I'm not against other people having teams. It's just not the, it doesn't, for the kind of business I have now, it doesn't make sense to scale that way. And for even the software people I coach, that's just one approach to scaling.

I'm a soloist. I am a lone wolf personality-wise. I don't like meetings. I especially don't like recurring meetings. So no, I intend to never have employees. I'm not against other people having teams. It's just not the, it doesn't, for the kind of business I have now, it doesn't make sense to scale that way. And for even the software people I coach, that's just one approach to scaling.

It's really the only approach to scaling if you are trading time for money is to hire a bunch of bodies. But you really need to get up to 50 before you start to get the benefit. And then you've got just a completely different lifestyle. You're a manager, you're a boss, you're a leader. I never talk about leadership concepts on my daily mailing list.

It's really the only approach to scaling if you are trading time for money is to hire a bunch of bodies. But you really need to get up to 50 before you start to get the benefit. And then you've got just a completely different lifestyle. You're a manager, you're a boss, you're a leader. I never talk about leadership concepts on my daily mailing list.

It's really the only approach to scaling if you are trading time for money is to hire a bunch of bodies. But you really need to get up to 50 before you start to get the benefit. And then you've got just a completely different lifestyle. You're a manager, you're a boss, you're a leader. I never talk about leadership concepts on my daily mailing list.

And it's just about pricing and ways to scale without hiring. Pretty much all business books assume you're going to hire. So no one needs another book about how to hire and how to lead a team and how to have your engineers in harmony with each other and all of that. My approach to scaling for myself and the people I work with is to increase the altitude of involvement with your clients.

And it's just about pricing and ways to scale without hiring. Pretty much all business books assume you're going to hire. So no one needs another book about how to hire and how to lead a team and how to have your engineers in harmony with each other and all of that. My approach to scaling for myself and the people I work with is to increase the altitude of involvement with your clients.

And it's just about pricing and ways to scale without hiring. Pretty much all business books assume you're going to hire. So no one needs another book about how to hire and how to lead a team and how to have your engineers in harmony with each other and all of that. My approach to scaling for myself and the people I work with is to increase the altitude of involvement with your clients.

If people out there are listening, have running a SaaS or something, you probably pay a team or you have an outsource, some sort of outsource, a dev shop or something where they are writing code. They are implementing new features. They are squashing bugs. And it's the coal mining of the software business. It's the typing semicolons.