At Array Digital, we have a master plan for our growth and expansion. In this episode, Erik shares how we plan to grow this agency to $100 million in 2030.
Erik J. Olson (00:02):
The Array Digital master plan. What is happening? This is Erik J. Olson. Yes. We have a master plan here for our growth and expansion. And let me just kind of outline kind of how we’re gonna do it. So although this should probably remain confidential, I’m gonna share with you because what I found actually is that when you have an idea in business, you know, you, a lot of times it’s natural. Like keep it to yourself. You’re like, oh, this is such a great idea. I don’t want anyone to steal it. But the reality is the problem that you actually have is the opposite, which is that you can’t get anyone to listen to you. So I’m gonna share this with you because I want you to hear how we plan on growing this agency. So there’s a couple things that is based off of number one. We wanna get to a hundred million dollars by 2030.
The name of this podcast is Journey to $100 Million because our goal here at Array Digital is to grow to 100 million and we want to do it by 2030. We got a long ways to go. We got a lot of things that we gotta do. And so, you know, tenant number one of this strategy is we have a lot of growth. It’s gonna take a lot of investing. It takes a lot of money for us to pour back into the company to make this happen. Number two, we believe in nicheing. And what I mean by that is we believe that the marketplace prefers actually demands niche solutions. Now, what I mean by that is as a marketing agency, we know that when we focus on a particular area, like right now in the past, like couple years, we have focused on law firms. And so we are niched in law firms.
And so when we are talking to the Managing Partner or the marketing coordinator of a law firm in particular, a B to C law firm, like personal injury or divorce and family law, then when we’re talking to them, they’re, they’re like, oh, these people are perfect for us. And the reason is because this is what we specialize in. We understand their firm, what their firm is going through. We understand that industry, their vertical extremely well because we focus in on it. So we believe in nicheing and we believe that we have a leverage point, an opportunity with our ideal clients in that niche. Third thing is we don’t think that a super niched agency can get to the levels that we want to get to, which is a hundred million dollars. It can do very well, but can it get all the way to a hundred million? Ah, wow. I don’t know. That’s that’s the stretch. So, so if we take all three of those things and we kind of combine them, that’s where our strategy kind of like starts. So those are the three tenants or three beliefs. And in order to pull this off, what we’re doing is we are creating a family of niched agencies that all cooperate together. Now here’s what I mean by that. We already have two of these, by the way, Array Digital is the first agency. That’s our,
That’s our bread and butter. And that focuses on law firms. We have the second agency, which is Rival Digital that focuses on HVAC contractors, very niche for our very niche community, two completely different kinds of, of end users, business owners, right? One’s white collar lawyers. The other one is blue collar, HVAC contractors. Yet the thing that we do for each one of them is the same, right? We do websites, we do SEO, we do online advertising and we do social media. That’s what we do, but we direct our messaging and we get our intelligence and like the industry knowledge from two different groups through two different brands, but behind the scenes there’s collaboration, right? So one web developer from one company may talk to the web developer of another, of, of the other company, same with SEO ads, et cetera.
So there is collaboration. We wanna scale that. So what I wanna do is add like a third agency, the third agency could focus on, I don’t know, pick some kind of business. It could be landscaping, it could be plumbing, it could be solar, it could be roofing. It could be veterinary hospitals. It could be dentists yet to be determined. Right. But it focuses on a different agency. Or maybe it’s something that’s very similar to what we’re already doing, but just kind of tweaked a little bit for some reason. Right? So just as an example, like maybe with law firms maybe it deals with smaller law firms, like one man, one woman shops, right? That’s that’s the niche. So it could be a variation of what we do. But what we wanna do is like create a third agency and use the same shared services.
Now, right now our shared services are administrative, right? The backend folks, people like me and Kevin, and then like our, our office administrator, our financial administrator. But as we build a third agency, that back office function is going to grow. And then as we had a fourth agency, the back office function will grow. And at some point it’s gonna make sense to centralize some of the responsibilities as an example, one that would probably be centralized first would be the regular maintenance of websites. So for all of our websites, they’re all WordPress websites. They all have to be updated on a regular basis. Plugins have to be updated, themes, get updated, someone’s gotta go through and systematically update them all the time. And it’s, it’s almost a full-time job right now. At some point it will be a full-time job if we collect all of the websites across all the agencies. So that could be a centralized function. There’s other ones, maybe social media is like that, right. Or maybe like content writing. So content writing is part of SEO, but maybe that could be centralized. So there’s a lot of opportunities for centralization when those centralized opportunities arise. And when there’s a critical mass, what we can do. And our plan is to spin off a brand
That does that thing. So as an example, instead of having a department that focuses on maintaining websites, just the, the lowest level maintenance, instead of having a department, we could have a company that does that. It services all the agencies in our portfolio. Yet it can go out and get its own work too. So what I wanna do is take these centralized departments and make them their own companies. The specializations that we do become their own agencies as well. They can go get their own work and they can service our portfolio of agencies as we grow. And what does that do for our people? Well, for our people that provides enormous, endless opportunity. And I say that because each one of those agencies that we spin off has to be run by people. That’s an opportunity and it has to be in, someone’s gotta be in charge and it ain’t gonna be me.
So I gotta put someone in charge, which means that there’s enormous leadership opportunity here and professional opportunity for people as we continue to grow. So this is why growth is important for me. Number one, to achieve the goals that we have set for ourselves, but then two, frankly, to give our folks opportunity, I wanna give them opportunity here. Like they won’t get anywhere else. That is my goal. And this is absolutely the strategy for doing that. So I’d love to hear your thoughts on this. Hit me up on Instagram. You can find me there. @erik.j.olson That’s E R I K dot J dot O L S O N what do you of the strategy.