Launching JOLT Digital: A Journey of Innovation, Pivots, and Persistence

In a prior article, I delved into a critical observation I made throughout my career within the digital media agency industry—a noteworthy void in innovation within media planning. It became evident that media plans remained strikingly similar year after year, revealing a stagnation in creativity and adaptation. Motivated by the urgency to address this gap, I took the initiative to establish JOLT Digital in June 2018 (read more here about my first week as an entrepreneur), with the explicit goal of injecting fresh perspectives and pioneering approaches into the industry's conventional practices.

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JOLT Digital’s Debut.

The original concept of JOLT starkly differed from its current incarnation. Initially conceived as a consulting entity dedicated to infusing innovation into brands, it mirrored the kind of support I longed for during my tenure at Johnson & Johnson. In its nascent stages, JOLT Digital functioned as a consultancy, guiding brands on the strategic adoption of AdTech solutions capable of addressing challenges unmet by mainstream platforms like Google and Meta.

JOLT's role extended beyond advice, as it actively executed Proof of Concepts (POCs) with the recommended AdTech platforms. Subsequently, the reins were handed over to marketers who could decide on scaling the adopted AdTech to additional markets, brands, or both, often in collaboration with their existing digital media agencies. This proposition showcased JOLT's commitment to not only advising on innovation but also facilitating its tangible implementation and scalability in the dynamic landscape of digital media.

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Selecting the Ideal Name for My Visionary Venture.

Once my foundational proposition took shape, I delved into the essential but often overlooked administrative tasks. An important starting point was assigning a fitting name to my ambitious endeavour. I aimed to steer clear of the common practice of resorting to acronyms, as often witnessed in the past within the agency landscape. Instead, I sought a name that would embody notions of change, transformation, and innovation.

Initially, I settled on the name "Merlin," drawing inspiration from SpaceX's engine capable of both take off and landing—an embodiment of the innovation I aspired to introduce to the industry.

However, upon consulting with others and tapping into my knowledge of Search Engine Optimisation, I discerned that the name lacked SEO friendliness, a crucial consideration in the digital landscape. Undeterred, I returned to the drawing board, focusing on the essence of what I aimed to contribute—namely, a jolt of innovation to the industry. This introspection led to the organic emergence of the name "JOLT," a moniker that wasn't ubiquitously saturated across the internet at the time.

Remarkably, in subsequent years, a few other agencies used the JOLT name, an 'intriguing' development that warrants further exploration in a future article.

Securing the Work Visa: A Challenging Yet Essential Stride Forward

With the foundational elements in place—the proposition crystallized and the company name secured—I faced a significant hurdle before diving into the actual work: obtaining a work visa. In Singapore, a jurisdiction known for its stringent visa processes, this presented a formidable challenge. Opting for the Entrepreneur Pass, though a challenging route, proved to be the most logical choice, serving as a catalyst for refining and structuring my business concept.

The Entrepreneur Pass demanded more than just bureaucratic formality—it required the submission of a comprehensive business plan spanning the initial two years of operation. This stringent requirement proved to be a blessing in disguise, forcing me to imbue my vision with rigor and realism. The prospect of committing to the promises outlined in the business plan, under the watchful eye of potential visa renewal, added an extra layer of accountability.

In hindsight, I express gratitude to the Singapore government. Their unwavering commitment to a meticulous visa process not only granted me the opportunity to work but also instilled discipline, organization, and financial control—a foundation crucial for the subsequent success of JOLT Digital.

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A dream proposition that in reality, wasn’t a dream.

With the visa finally granted, I embarked on realizing my vision armed with an exceptional proposition—one that seemed like a marketer's dream, precisely the kind of service I yearned for during my tenure at J&J. However, the dream quickly collided with reality. Fast forward to June 2019, a year into the journey; I had provided counsel to a few brands and executed several Proof of Concepts (POCs). Yet, a persistent challenge loomed. Despite fervent efforts to secure modest media budgets for individual brand POCs, the harsh reality was that marketers were hesitant to explore additional POCs sooner than 6 to 12 months later. This translated to, at best, 2 POCs per year per brand— imagine how many brands I needed to convince to grow the business!

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I didn’t want to be a solopreneur.

My vision was never that of a solopreneur; it was to establish a thriving business with a dedicated team. However, the initial iteration of JOLT I had built didn't align with this aspiration. Recognizing this early on, I was convinced that a pivot was necessary to turn my dream into reality, all while staying true to the core concept of addressing the innovation gap I had identified.

Instead of blindly pivoting, I exhaustively explored every avenue to make the initial JOLT consultancy model work. Determined to succeed without compromising my team-building vision, I left no stone unturned. I experimented with various propositions, packages, and strategies, but the challenge persisted—building a team seemed elusive, and demand fell short of expectations.

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The pivot came naturally.

Exhausting every avenue and exploring myriad opportunities, the pivot manifested organically—an exploration I'll delve into in a subsequent article. The pivot led me to the realization that JOLT needed to transform into a digital media agency. This agency, while embracing innovation through AdTech, would also integrate foundational platforms like Google and Meta. These foundational platforms, known for their mass reach capabilities, would be complemented by AdTech innovation to address challenges that the main platforms alone could not solve.

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Executing the pivot required resources I didn’t have.

In navigating the pivot, the challenge was not only conceptualizing the new proposition but also delivering it to brands. JOLT's transformed identity as a digital media agency aimed to facilitate brand-consumer connections both online and offline, fuelled by innovation. To execute this proposition, the need arose for the creation of comprehensive digital media strategies across diverse digital platforms, extending beyond AdTech. Acknowledging the limitations of working solo, I allocated the earnings from the initial consultancy phase to hire a Head of Strategy and a Head of Campaign Execution, albeit on a part-time basis due to budget constraints.

From August to December 2019, we tirelessly pitched our evolved services to numerous brands. The pressure was palpable, knowing that by January 2020, securing clients was imperative for the continuation of our journey. Finally, in December, we successfully signed significant clients, including ESSEC Business School Asia Pacific and McCormick Asia, both of whom became long-term partners. This breakthrough marked the turning point. As the new year dawned, our team expanded gradually—both the Head of Strategy and Head of Execution transitioned to full-time roles, and we began scaling our workforce, winning more clients, and venturing into new markets.