Neil Patel

What I found over the years is you can build a company through a personal brand. It helps. But it's hard to build a really large corporation from a personal brand. The biggest companies are not personal brands. You look at Kylie Cosmetics. I'm not trying to knock her. Kylie Jenner did an amazing job, but it's nowhere near the size of L'Oreal or Estee Lauder.

Again, she did an amazing job with a personal brand, way better than I did. Not trying to knock her. I'm just trying to compare the size of a personal brand versus a corporate brand. I think Nike's done it the best. We're going to leverage Jordan. We're going to leverage Kobe Bryant, you know, who sadly passed away a while ago.

Again, she did an amazing job with a personal brand, way better than I did. Not trying to knock her. I'm just trying to compare the size of a personal brand versus a corporate brand. I think Nike's done it the best. We're going to leverage Jordan. We're going to leverage Kobe Bryant, you know, who sadly passed away a while ago.

We're going to leverage LeBron James and all these athletes to help them promote our corporate brand. And that's an extremely well for them. Heck, even Salesforce, you know, I watch CNBC every once in a while when AI started really coming out. You would see Salesforce commercials with Matthew McConaughey talking about Salesforce and AI. And these corporations leverage personal brands all the time.

We're going to leverage LeBron James and all these athletes to help them promote our corporate brand. And that's an extremely well for them. Heck, even Salesforce, you know, I watch CNBC every once in a while when AI started really coming out. You would see Salesforce commercials with Matthew McConaughey talking about Salesforce and AI. And these corporations leverage personal brands all the time.

But the key is if you want to build something big, build a corporate brand. It just makes more than personal brands. But there's no reason why you can't have both. And I think the best combination is both versus one. And if you don't have the time and energy to build a personal brand, leverage a lot of them to promote your corporate brand. And that works as well.

But the key is if you want to build something big, build a corporate brand. It just makes more than personal brands. But there's no reason why you can't have both. And I think the best combination is both versus one. And if you don't have the time and energy to build a personal brand, leverage a lot of them to promote your corporate brand. And that works as well.

Honestly, at this point, we don't really build anything. We just buy. The team does continuously add features and maintain the companies and try to grow them. But we spend more of our money on M&A and just buying up competitors than anything else because it just tends to be more efficient. and a better use of money than trying to create things from scratch.

Honestly, at this point, we don't really build anything. We just buy. The team does continuously add features and maintain the companies and try to grow them. But we spend more of our money on M&A and just buying up competitors than anything else because it just tends to be more efficient. and a better use of money than trying to create things from scratch.

I honestly believe entrepreneurship is one of the hardest things to do. Going from zero to 10 million is really hard. It's much easier to go from 10 to 100 in a big organization or 100 to a billion. And I think starting it up and getting to the first 10, most people don't hit those milestones. So what we just like doing is we just like finding the companies that have built something we want

I honestly believe entrepreneurship is one of the hardest things to do. Going from zero to 10 million is really hard. It's much easier to go from 10 to 100 in a big organization or 100 to a billion. And I think starting it up and getting to the first 10, most people don't hit those milestones. So what we just like doing is we just like finding the companies that have built something we want

buy it, and then we approve upon it and scale it. And that's the model we've been leveraging for quite a few years, and we like it. There's no right or wrong playbook. People like Apple like building things from scratch, creating even new markets or reinventing existing markets. I believe entrepreneurs and owners and leaders need to play on their strengths. I'm really good with finance.

buy it, and then we approve upon it and scale it. And that's the model we've been leveraging for quite a few years, and we like it. There's no right or wrong playbook. People like Apple like building things from scratch, creating even new markets or reinventing existing markets. I believe entrepreneurs and owners and leaders need to play on their strengths. I'm really good with finance.

I'm really good with marketing. It's easier and more efficient for my co-founder and I, who's really good at sales and recruiting, to just go buy something that is great, but they haven't got enough traction and just give it the traction it needs with sales and marketing.

I'm really good with marketing. It's easier and more efficient for my co-founder and I, who's really good at sales and recruiting, to just go buy something that is great, but they haven't got enough traction and just give it the traction it needs with sales and marketing.

Yeah, we bought many companies over the years, but like Ubersuggest never created it. Bought it for $120,000. I think we put maybe $3 million into the product. I'm taking a rough guess. And we made our money back fairly quickly. It makes more than that in profit a year of whatever we spent. Another one that we did was we bought a tool called Answer the Public for 8.6.

Yeah, we bought many companies over the years, but like Ubersuggest never created it. Bought it for $120,000. I think we put maybe $3 million into the product. I'm taking a rough guess. And we made our money back fairly quickly. It makes more than that in profit a year of whatever we spent. Another one that we did was we bought a tool called Answer the Public for 8.6.

They said it was doing around $120,000 a month in profit. It wasn't because it said $120,000 in profit, our only expense is servers. Well, what about employees for support? What about people to refund unhappy customers? Like, oh, we don't have any of that. You don't really need to do that. I'm like, yes, you do. So the true profit was probably call it six, 700 grand a year.

They said it was doing around $120,000 a month in profit. It wasn't because it said $120,000 in profit, our only expense is servers. Well, what about employees for support? What about people to refund unhappy customers? Like, oh, we don't have any of that. You don't really need to do that. I'm like, yes, you do. So the true profit was probably call it six, 700 grand a year.

So we probably paid closer to 12-ish times, 12, 13-ish times profit on the business. But when we took it over, we were able to provide really quick growth. And within six months of spending time on it, we bought it and we let it sit there because we didn't have time for our integration team and some of our development team.