Most freelancers think about scaling. Few actually do it. And even fewer do it successfully.
Chris Bryant, founder of Bryant Works, made the leap from solo HubSpot freelancer to running a team—and his calendar, his work, and his entire business model transformed in ways he didn't expect. In this Pro Spotlight conversation, Chris shared the unfiltered reality of what changes when you scale, the expensive mistakes he made with contractors, and why he wishes he'd hired full-time employees much sooner than he did.
If you're wondering whether to scale your freelance practice, this conversation will give you the tactical framework to decide—and execute.
Your role fundamentally changes. As a freelancer, you're deep in execution. As a founder, you're in meetings coordinating, onboarding, and orchestrating. Chris went from focused project work to 100 meetings per week with barely any breaks.
Referrals eliminate sales—if you're obsessive about delivery. Chris does zero outbound business development. Every client comes through referrals. His secret: doing exactly what he promises, every time, so clients confidently send him business knowing their referrals will be taken care of.
Hire full-time sooner than feels comfortable. Chris's biggest regret is not making his first full-time hire earlier. He lost $10-12K on contractors that didn't work out. His advice: have 90 days of financial runway to support the role, then evaluate rigorously at the 3-month mark.
The 90-day framework prevents expensive mistakes. Days 0-30: onboarding and learning. Days 30-60: hands-on with real work. Days 60-90: approaching self-sufficiency. If someone isn't on track by day 90, it's time to make a change—regardless of how much you like them personally.
Benefits aren't required when you're small. Below certain employee counts, you don't legally have to offer healthcare and benefits. Chris chose to offer them because it aligned with his values, but it's not a barrier to making your first hire if budget is tight.
Protect one day for strategic work. Chris reserves Fridays exclusively for business development, strategic projects, and team meetings that move the company forward. It's the only way to prevent getting completely consumed by client delivery.
Under-promise and over-deliver builds compound referrals. When you consistently exceed expectations, clients want to refer you because it makes them look good. This creates a flywheel where satisfied clients become your sales team.
Brian Garvey: Hey everybody! Welcome to this week's Profoundly Pro Spotlight series. Thanks for being here. For anyone who might be new to the series, the Pro Spotlights are all about diving deep with pros on key topics, things that are actually working in practice.
Brian Garvey: There's no fluff, no theory, just real conversations about the strategies and approaches that are making a real difference day to day.
Brian Garvey: Today, we're going to be talking about something that I know a lot of you have questions about, which is what it actually takes to scale from freelancer to founder. I'm super excited to have this conversation with Chris Bryant, the founder of Bryant Works.
Brian Garvey: Chris has made this transition, it's been a couple years now, we'll get into that, but he's gone from freelancer to building a team and a company, and I know a lot of you in the community are at various stages of this journey, either thinking about it or actively executing against that, that change and sort of scaling up.
Brian Garvey: many others wondering whether or not this is the right path for you, so we're gonna be digging into the real details here with Chris on how he did it. The transition points, what actually breaks when you try to scale, how client work changes, and any advice that, Chris, you're open to sharing on
Brian Garvey: whether and when to make a move like this, and when it might make sense. We're gonna cover everything from…
Brian Garvey: Chris's solo day is all the way through building a team, and then we'll get into some Q&A from the community, so get your questions ready. Feel free to drop your questions in the chat along the way if you want, and we'll open it up towards the end for some live, Q&A. Chris.
Brian Garvey: Thanks so much for being here, I'm really excited to talk about this today.
Chris Bryant: Yeah, thank you very much for having me, I greatly appreciate it.
Brian Garvey: Cool.
Brian Garvey: So let's start at the beginning. You were freelancing, you were solo for a while. What was the moment where you realized you needed to make this transition?
Chris Bryant: Yeah, so I… I started freelancing about… I want to say it was about 6 years ago, actually. And I was freelancing while I had a full-time job. So I was working during the day, and then I was freelancing at night and on the weekends.
Brian Garvey: Wow.
Chris Bryant: And I did that for about a year and a half, maybe two years. And then I quit my full-time job to just freelance full-time. And I did that for about three years. And then about two years ago, I started to hire people.
Chris Bryant: The moment that I realized I needed to make the transition was when I was turning down work. I was getting more requests than I could handle on my own. And I was either having to turn down work or delay projects significantly. And I didn't want to do either of those things.
Chris Bryant: So I started to bring on contractors first. And then I brought on a full-time employee. And then I brought on another full-time employee. And now I've got three full-time employees and a couple of contractors that I work with on a regular basis.
Brian Garvey: Got it. So it was really capacity-driven. You were at the point where you couldn't take on more work yourself.
Chris Bryant: Yeah, exactly. And I think that's probably the most common trigger for most people who are thinking about scaling. It's like, I've got more work than I can handle. What do I do?
Brian Garvey: Yeah. And so when you made that first hire, what was that like? Was it scary? Was it exciting? Both?
Chris Bryant: It was both. It was definitely both. I think the scariest part was just the financial commitment. You know, when you're a freelancer, you're only paying yourself. And when you bring on a full-time employee, you're now responsible for someone else's livelihood. And that's a big responsibility.
Chris Bryant: But it was also exciting because it meant that I could take on more work. I could serve more clients. I could do bigger projects. And I could start to build something that was bigger than just me.
Brian Garvey: Yeah, absolutely. And so what changed when you made that first hire? Like, what surprised you about the transition?
Chris Bryant: I think the biggest thing that surprised me was how much time I spent in meetings. When I was a solo freelancer, I was deep in the work. I was in HubSpot all day, building workflows, creating reports, doing the actual work.
Chris Bryant: And when I started to hire people, my role shifted to being much more about coordination, communication, and management. I was spending a lot more time in meetings with clients, meetings with my team, meetings to onboard new clients, meetings to troubleshoot issues.
Chris Bryant: And I think that was the biggest surprise for me. It was like, oh, I'm not doing as much of the hands-on work anymore. I'm doing a lot more of the coordination and management work.
Brian Garvey: Yeah, that makes sense. And so how did you adapt to that? Because that's a pretty big shift in terms of how you spend your time.
Chris Bryant: Yeah, it is. I think the biggest thing for me was just accepting that that's what my role needed to be. I think a lot of people who are scaling struggle with that because they miss doing the hands-on work. And I did too, for a while.
Chris Bryant: But I realized that if I wanted to grow the business, I needed to let go of some of that hands-on work and trust my team to do it. And that was hard at first, but it got easier over time.
Chris Bryant: And then the other thing I did was I tried to protect some time for strategic work. So I started blocking off Fridays as my "work on the business" day. And that's the only day where I don't take client calls unless it's absolutely critical.
Chris Bryant: And that's been really helpful because it gives me dedicated time to work on things like business development, process improvement, hiring, and other strategic initiatives.
Brian Garvey: Got it. And so you mentioned that you don't do any business development or sales. How does that work? Like, where does your business come from?
Chris Bryant: Yeah, so all of my business comes from referrals. I don't do any outbound sales or marketing. I don't do cold outreach. I don't run ads. I don't do any of that stuff.
Chris Bryant: All of my business comes from people who have worked with me before or people who know someone who's worked with me before. And I think that's because I've been very focused on doing good work and taking care of my clients.
Chris Bryant: And when you do that consistently, people want to refer you because it makes them look good. They know that if they send you a client, that client is going to be taken care of. And that builds trust and confidence in the referral.
Brian Garvey: Yeah, that makes sense. And so what are the things that you do to make sure that you're building that referral engine?
Chris Bryant: Yeah, so I've got five principles that I follow. And I think these are the things that have really helped me build that referral engine.
Chris Bryant: The first one is just do what you say you're going to do. It sounds really basic, but it's surprisingly rare. If you say you're going to deliver something by Friday, deliver it by Friday. If you say you're going to follow up on something, follow up on it. Just do what you say you're going to do.
Chris Bryant: The second one is under-promise and over-deliver. So if you think something is going to take two weeks, tell the client it's going to take three weeks. And then deliver it in two weeks. That way, you're always exceeding expectations rather than falling short.
Chris Bryant: The third one is be responsive. When people reach out to you, respond quickly. Even if you don't have an answer right away, just acknowledge that you received their message and that you're working on it.
Chris Bryant: The fourth one is take care of people. Make sure every client feels supported and valued. Check in with them regularly. Ask them how things are going. Make sure they know that you care about their success.
Chris Bryant: And the fifth one is provide value in every interaction you can. Every call, every email, every touchpoint is an opportunity to add value. So make sure you're always thinking about how you can help your clients succeed.
Brian Garvey: Yeah, I love that. And so you mentioned that you're in meetings with about 100 people per week. What does that actually look like?
Chris Bryant: Yeah, so that number came from Fathom, which is an AI note-taking tool that I use for all of my meetings. And at the end of last year, they sent me a notification that said I was in the top 1% of users in terms of meeting volume.
Chris Bryant: And it said that I was averaging meetings with 100 people per week. And that includes everything: discovery calls, stand-ups with my team, client calls, onboarding calls, troubleshooting calls, all of it.
Chris Bryant: And so from 9 to 5 every day, I'm pretty much in meetings back-to-back. It's very rare that I have any break whatsoever. And that's just the reality of what happens when you scale.
Brian Garvey: Wow. And so you mentioned that you tried to reclaim your mornings for focused work. How did that go?
Chris Bryant: Yeah, so at the end of December, I made a LinkedIn post saying that I was going to try not to meet between the hours of 9 and 12. I was just going to meet from 12 to 5.
Chris Bryant: And that didn't work out. Month one, it was already lost. It was like, oh, I have to do this. Or, oh, this is a cool client to work with, I'm going to take this call. Or, oh, you know, that sort of thing.
Chris Bryant: But what I did do is I started reserving my mornings just for team calls. So between 9 and 11 every day is a slot reserved for team stuff. And sometimes I have an hour break. Like today, I didn't have a meeting from 10 to 11. I was able to answer some emails, work on a couple little side projects I've got going on, like little HubSpot apps I wish I would have built sooner.
Chris Bryant: So I have an hour to do things like that. Or I'll take a longer lunch and watch a YouTube video or something. I didn't used to do that, and now I can.
Brian Garvey: Got it. And so you mentioned that Fridays are your "work on the business" day. What does that actually look like?
Chris Bryant: Yeah, so Fridays are the only days that I take super important, like, has-to-happen-this-week kind of calls, calls with the team. And then I typically take no other calls than that.
Chris Bryant: I'll have my whole Friday mostly blocked just to work on the business. And that includes things like business development, process improvement, hiring, strategic planning, all of that stuff.
Chris Bryant: And that's been really helpful because it gives me dedicated time to work on things that are important but not urgent. And if I don't protect that time, it just doesn't happen.
Brian Garvey: Yeah, absolutely. So let's talk about hiring. You mentioned that you wish you had hired full-time sooner. Why is that?
Chris Bryant: Yeah, so I worked with contractors for a while before I made my first full-time hire. And I think that was a mistake.
Chris Bryant: I lost $10,000 to $12,000 on contractors where it just didn't work out. There was no way to recover it. I just learned my lesson.
Chris Bryant: And I think the reason I didn't hire full-time sooner was because I was scared of the financial commitment. And I was also unsure about things like benefits and healthcare and all of that stuff.
Chris Bryant: But looking back, I wish I had just taken the leap sooner because I would have saved myself a lot of time and money and frustration.
Brian Garvey: Got it. And so what would you say to someone who's thinking about making their first full-time hire?
Chris Bryant: Yeah, so I think the one piece of advice that I would give them is just make sure you have enough finances set aside to support that role for the first 90 days.
Chris Bryant: At the end of the 90 days, evaluate. Is it working? Is it not working? And if it's not working, it's time to cut ties.
Chris Bryant: And I know that sounds harsh, but I think it's important to have that discipline because otherwise you can end up in a situation where you're supporting someone who's not working out for months and months, and that's not good for anyone.
Brian Garvey: Yeah, absolutely. And so can you walk us through what that 90-day evaluation framework looks like?
Chris Bryant: Yeah, so I think about it in three phases.
Chris Bryant: Days 0 to 30 is spinning things up. You'll see a little bit, you'll touch a little bit. That's just onboarding and learning.
Chris Bryant: 30 to 60 is really getting more hands-on with it. You're starting to do real work, you're building momentum.
Chris Bryant: And then 60 to 90 is when you should really start to be self-sufficient or getting very close to being self-sufficient.
Chris Bryant: And at the end of those 90 days, if they're not on track, it's time to make a change. And I know that's hard, especially if you like the person. But it's important to have that discipline.
Brian Garvey: Yeah, absolutely. And so you mentioned something about "hire fast, fire faster." What do you think about that philosophy?
Chris Bryant: Yeah, so I've seen that from other people. And I don't necessarily love it because I'm very person and people oriented.
Chris Bryant: But I know what they're saying. Don't take 6 months to do an interview process. Interview somebody for 2 weeks, and then hire for that role if they can support it. And then if it's not working out by month 1 or 2, let them go.
Chris Bryant: And I think there's some wisdom in that. I think the idea is just don't drag things out. Make decisions quickly and move on if it's not working.
Brian Garvey: Got it. And so you mentioned that you wanted to offer benefits and healthcare even though you didn't have to. Can you talk about that?
Chris Bryant: Yeah, so when you're below a certain employee count, you don't necessarily have to offer benefits and healthcare. I think it's like 50 employees or something like that.
Chris Bryant: But I wanted to offer it because it mattered to me personally. I wanted to take care of my team. And I thought it was important to offer those things even though I didn't have to.
Chris Bryant: But I think it's important for people to know that it's not required when you're small. So if you're worried about that being a barrier to making your first hire, it doesn't have to be.
Brian Garvey: Yeah, absolutely. And so as we wrap up here, if somebody's thinking about doing this, what is the one piece of advice you would give them?
Chris Bryant: Yeah, I think the one piece of advice that I would give them is, I wish I would have hired full-time sooner.
Chris Bryant: Now, there's stuff to be set up. I was unaware of this, I wanted to offer this, I didn't have to offer this, I didn't have to offer benefits, I didn't have to offer healthcare and dental and that sort of thing. When you're below a certain employee count, you don't necessarily have to do that. I did because I wanted to, I did because it mattered to me personally.
Chris Bryant: I would just make sure you have enough finances set aside to support that role for the first 90 days. Leave it at that.
Chris Bryant: At the end of the 90 days, evaluate. Is it working? Is it not working? I've worked with contractors where I lost money. There was no way to recover it. I lost $10,000 to $12,000. Just is what it is. I learned my lesson.
Chris Bryant: And I know how to do that faster. There's another thing that I saw from another individual. I don't know that I'm gonna embrace it, but I saw of just, like, hire fast and fire faster. And I don't like that, necessarily, but I know what they're saying. Don't take
Chris Bryant: 6 months to do an interview process. 2 weeks, interview somebody, and then hire for that role if they can support it. And then if it's not working out by month 1 or 2, let them go.
Chris Bryant: I'm very person and people oriented, but at the end of 90 days, if it's just not working, if you're not able to sustain
Chris Bryant: it, it's time to cut ties. And it's not because I don't like that person. I've never had to do this. I'm just saying, if it ever comes to this, this'll be the reasoning in my head is everyone has 90 days to kind of make this thing work. I understand days 0 to 30 is spinning things up. You'll see a little bit, you'll touch a little bit. 60 to 90, you should really start… or sorry, 30 to 60 is really getting more with it. And then the 60 to 90 is
Chris Bryant: you should be pretty self-sufficient, or getting very close to being self-sufficient at that point.
Brian Garvey: Brilliant.
Brian Garvey: Well, I actually… I think that's a great spot for us to wrap. Somehow, I don't… this honestly went by the fastest session I feel like I've ever done.
Chris Bryant: So…
Brian Garvey: Tons of value, credit to you. Thank you so much, Chris, for joining and sharing your insights with everybody. Of course. This has been awesome. I really appreciate it.
Chris Bryant: Thank you so much for inviting me. I appreciate it.
Chris Bryant: Where can folks connect with you, if they want to follow along at home?
Chris Bryant: LinkedIn's the best. That's where I post if I post. I'm very, very quiet. That's one thing that I would like to change with getting back more time, but it's like.
Chris Bryant: I… it's the whole, like, doing what I say I'm gonna do. I told clients I'm gonna make this work, and I'm gonna do this, I'm gonna do that. I didn't tell them I was gonna go post it on LinkedIn, and tell people how to do stuff. So I'm really, really focused on taking care of them, and if I can come up for air, I'll make a LinkedIn post every now and then.
Brian Garvey: Very cool.
Chris Bryant: That'll be the easiest, though.
Brian Garvey: Well, you've got a lot more fans coming, I can feel it, so…
Brian Garvey: Thank you, Chris, and we will talk…
Chris Bryant: Thank you.
Brian Garvey: soon.
Chris Bryant: Alright, thank you so much, I appreciate it.
Brian Garvey: Thanks, everybody.