When I started my first business in 2007, nobody had ever heard of bicycle exchange, let alone the Dockless model we created.

“So it’s like zipcar for bicycles?” was a common question.

When I worked on an energy efficiency company in 2009, my grandmother told all of her friends that her grandson was an engineer because she didn’t know how I did it in any way.

I think the energy auditing at the Mahjong table is not easy to explain.

Even today, when I tell people that I am a scalability consultant, nobody ever met someone with this title. And even though this ensures a great start -up starter, this also means that I have to overcome a bit of an educational hurdle when I meet new people.

So it is certain that there are limitless advantages to be different. But if you are unique – or one of a few – a bucket of challenges is also delivered. Because if you are on a way that only a few have dared, there is no game book that you can follow. No formula for execution. You have to find out when you go.

And let me tell you, it is difficult and messy work.

My wonderfully different customers

When I started seven years ago, I didn’t start finding companies that did things differently. But somehow they found me.

When I talk about companies that are different or unique, you may think that I work with the coolest new startups and technology companies.

But that is usually not the case.

No, the companies I work with are much more interesting.

Some are in the niche industry, such as the houseplant wholesaler and the energy market dealer.

Some are boutique or expert companies, such as the Gen Z marketing agency and the engineering office, which specializes in compressed air systems.

And some are only out there, like the world -famous Aarrow -Sign spinners (these guys who turn the advertising signs on street corners and commercials are actually an international franchise if they can believe it).

These companies have a disadvantage that more frequent companies often do not do this.

The advantage of equality

Common companies have common problems with common solutions.

If a law firm has a challenge, there is a good chance that other law firms had the same problem.

If a medical practice has to help grow your business, there is an entire industry of consultants who specially exist to help medical practices like theirs.

And if an HLK company is looking for a better way to plan and manage appointments, there are a variety of technological solutions that have been set up for companies for home services.

But what do you do if you are a houseplant wholesaler who needs a new solution for inventory management?

Or if you are a college marketing company that have to rationalize the way you set influencers and manage your marketing campaigns?

Or if you are a shield spinning business that wants to automate your planning and invoice procedures in order to be more efficient and profitable?

You may try to ask your network just to realize that you really know no one who goes through the same situation.

You can contact Google to research best practice or find technology solutions just to pull out your hair.

You may even talk to an advisory company that tries to sell you in an approach that you have done for countless other companies that are actually nothing with you.

In the end you will only find it out yourself.

And when you find it out, it works pretty well for a while. But if you grow, it will build yourself if you find it out yourself and build it yourself, repair it yourself.

And before you know it is exhausted and everything is a chaos.

They have reached a wall and they know that they cannot find them out on their own.

That is why it is difficult to be different.

Because if you do not follow a model for you and that it is not only soluble for you, you will find it out yourself. And that becomes chaotic.

But I get you.

I get you because I was you.

And you don’t have to find out yourself anymore.

I love to help companies take what makes them something special and make it scalable. From the structure of your business model to the nuts and screws of your processes and systems.

Because in the 15 years I have learned that I was leading unique companies, growing and serving, it is that there is a gold mine of ideas, intellectual capital and talent that only need the right systems and structure to trigger your true potential.

So if you are a company who wants to scale what makes you something special, let us speak.