You misspelled BrandAlchemy.
No, I left dilution out b/c I didn`t think that was the issue. How many two-person firms have even heard of dilution? Your original idea was not a good one. You consult on growth equity, right? Scary.
Look, most of us here have shown your original idea to not be a good one.
As for tone, bad advice gets reactions. Deal with it.
As for my mother, she couldn`t be prouder. Same with Donny Deutsch`s mom, Chris Matthew`s mom, Nancy Grace`s mom, etc. We all have strong opinions, as do most entrepreneurs. We deal in facts with equity providers. Tone matters a lot with clients and in lots of other cases. Bad advice givers get shown the door. I didn`t check my tone there because I didn`t you to trip over it on the way out with your BAD IDEA.
I`m just getting caught up on this post. Interesting and colorfull reading.
There are some intersting ideas, and I have one simple one. Don`t hire until your business can afford to hire. Certainly, don`t hire simply because a client thinks it is time. You know it`s time to hire when you begin to have to make exceptional effort to meet the demands of your business - or when service feels like it is slipping. When you add employees, typically you add them at an entry level and try to give yourself relief from the smaller stuff (data entry, billing, filing, answering phones, ect..) so that you have more time to work on the bigger stuff (service and deliverables). Perhaps adding part time and inexpensive help will get you where you need to be - and then monitor some more.
Using 1099 subcontract help is good too if you need more expensive talent and don`t want to pay for services until you know you will be paid for services. Just be careful. You can call them what you want, but the IRS and other regulatory agencies have a litmus test for whether someone is a subcontractor or not. Subcontractors are not "hired" they are "engaged". You do not give them "payroll" checks, but they supply invoices and you remit payment. You can not provide them any tools to do their work and or direct direction on how to perform their work. You really have to be careful, and most people aren`t.
Say you have a subcontractor you have used regularly for the past year working on a particular client or two. Then, you loose that client so you no longer use the subcontractor. The subcontactor applies for unemployment benefits (you can`t stop them). When the case is reviewed, depending on how the subcontractor was dealt with during the past year, it could be determined that the subcontractor was "treated as an employee" and you/the company could have to pay the benefits along with a variety of other fines and potentially back taxes It isn`t pretty - so be careful. Make sure you understand the rules of engagment in your state and with the IRS.
Finally, no matter who you hire - subcontract or direct - make sure you know who you are hiring. That`s my little plug for my business. Trust but verify. 40% of all applications contain lies or omit important information. Where did they work before? What did they do? When did they do it? Do they REALLY have that degree? Also, don`t hire a dirt bag. Do the criminal background check. Many small companies have lost everything simply by skipping the due dilligence up front.