Looking back over the past two decades of my career—from co-founding a small insurance startup in San Diego to building and leading multiple companies across insurance, marketing, and real estate—I can say with confidence: scaling a service-based business is a different kind of challenge.

It’s not about inventory or production lines. It’s about people, trust, systems, and repeatable results. And if you’re like me—someone who enjoys building something from scratch and watching it grow—it’s also one of the most rewarding journeys you can take.

Along the way, I’ve made plenty of mistakes, learned some tough lessons, and picked up a few insights that I now apply every day through my work at MAIS Consulting and Iyer CRSI. If you’re in the early or middle stages of growing a service-based business, especially in a space like consulting, insurance, or real estate, I hope these lessons help you scale not just faster, but smarter.

Start With Focus—But Think Big

When I launched my first business, it was just two of us focused on lead generation for health insurance. We weren’t trying to build a giant firm. We were simply solving a specific problem for a specific audience—and doing it well.

That focus was essential in the early days. It gave us clarity, traction, and momentum. But what I’ve come to realize is that if you want to scale, you need to hold two visions in your head: the focused problem you’re solving today and the broader possibilities that could come next.

Over time, we expanded into marketing services, contracting, and more comprehensive insurance offerings. That kind of growth was only possible because we built a strong foundation, focused on delivering real results, and stayed open to opportunities that aligned with our core strengths.

Systems Matter More Than Hustle

In the startup phase, it’s easy to rely on hustle. You work late nights, wear every hat, and do whatever it takes to keep things moving. But that doesn’t scale. Hustle might help you launch, but it won’t help you grow sustainably.

What I learned—sometimes the hard way—is that systems are everything. Whether it’s onboarding a new client, generating leads, delivering a service, or handling follow-ups, every part of your business should eventually become a repeatable, reliable process.

When we built our call center operation at IHS Insurance Services, managing 25 employees, we couldn’t afford to run things on memory or instinct. We had to design systems that could be trained, measured, and improved over time. That structure not only reduced stress but helped us deliver a consistent experience—which, in service-based work, is what builds reputation and retention.

Hire for Attitude, Train for Skill

People are the engine of any service business. I’ve hired everyone from sales agents and marketing specialists to consultants and project managers. And one of the biggest lessons I’ve learned is this: hiring someone with a great attitude, work ethic, and learning mindset beats hiring someone with just a strong resume every time.

You can teach someone how to use a CRM system or pitch a product. But you can’t teach initiative or empathy. When you’re scaling, especially across multiple sectors, you need people who can adapt, communicate well with clients, and take ownership of their results. A small, committed team with the right mindset will always outperform a larger team with the wrong one.

Diversify with Purpose

As I started to see success in insurance and marketing, I was naturally drawn to explore new areas—especially real estate. I got involved in development projects in places like Visalia and Reedley, and eventually started structuring multi-sector deals that connected real estate, insurance, and finance in a way that made sense.

But I’ve also seen the dangers of diversifying too fast or without a clear strategy. The key is to grow horizontally when your vertical is strong. In other words, don’t jump into a new sector just because it looks profitable. Do it because it complements what you’re already great at and allows you to deepen your value to clients.

That’s how I’ve approached my latest venture, Iyer CRSI—a holding company focused on consulting in real estate, securities, and insurance. It’s not a random leap. It’s the natural next step built on decades of experience and a network I’ve developed by doing the work.

Relationships Will Make or Break You

At the end of the day, business is about people. The strongest contracts, smartest systems, and sharpest marketing don’t mean much if you’re not building strong relationships—with your team, your clients, and your partners.

In every venture I’ve been part of, from Name My Premium to MAIS Consulting to our 501(c)(3) nonprofit, 4-Humans.org, the success has always come down to trust. Clients come back when they know you care. Partners show up when you’re dependable. And teams grow when they know you’ve got their back.

So if you’re serious about scaling, invest time in relationships. Be transparent. Deliver more than expected. And don’t just focus on closing deals—focus on opening doors.

Scaling a service-based startup is a journey. There’s no blueprint that works for everyone. But if there’s one thing I’d leave you with, it’s this: build with intention. Think about the long-term impact you want to make, the legacy you want to leave, and the kind of business you’d be proud to grow.

Because at the end of the day, growth is not just about size—it’s about depth, integrity, and sustainability. And when you build with that mindset, you won’t just scale a business—you’ll build something that lasts.