Why I created JOLT: A Journey of Entrepreneurial Passion

Five years have elapsed since the inception of JOLT Digital , and this recurring question still finds its way to me: Why I created JOLT? Perhaps, it stems from the fact that my foray into entrepreneurship occurred relatively late in my career, after dedicating 16 years to corporate roles. Some may wonder why I chose the unpredictable path of entrepreneurship over the seemingly secure haven of well-paid, stable jobs.

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My admiration for entrepreneurs.

My entrepreneurial journey found its roots in the compelling narratives of visionaries, spanning both the giants of industry, such as Richard Branson, and the lesser-known pioneers within my field. Branson's ability to build Virgin from mere concepts and unwavering determination served as a perennial wellspring of inspiration. Equally impactful were the stories of smaller entrepreneurs within my industry, bravely departing established agencies to carve out their destinies with a vision to reshape the world—each of these tales ignited my admiration and kindled a fervent aspiration to join their ranks.

I've consistently held deep admiration for the sheer courage required to initiate a business from the ground up—venturing into the unknown and embracing the uncertainties. This aspect of my personality revels in challenges and relishes the opportunity to demonstrate that, with determination, nothing is insurmountable. It's a conviction that can overcome any obstacle and showcase the boundless possibilities that exist for those truly committed to their aspirations.

Embracing challenges served as a significant motivator for embarking on the journey of creating a company, and beyond that, for the endeavour of building something meaningful. The essence of launching a company lies not just in its establishment but in the subsequent creation—a tangible entity that, with each passing milestone, becomes a testament to personal achievements. The inherent desire, upon launching a venture, is to cultivate something that, looking back, one can proudly declare, "I did this!" This pursuit of pride in one's accomplishments is perhaps influenced by the legacy of entrepreneurship within my family, spanning generations, adding an extra layer of significance to the pursuit of building and creating.

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Becoming an entrepreneur was always on my mind but unfulfilled.

Commencing my career in London, the aspiration to become an entrepreneur consistently occupied a prominent place in my thoughts. During informal conversations post-work, I frequently floated the notion of launching a business, gauging the potential interest of those I spoke with in becoming the co-founder I sought. The belief persisted that embarking on the entrepreneurial journey would be more manageable with a partner, and I must confess, there was a degree of apprehension—perhaps fear—in taking that bold leap alone.

Having dedicated the initial eight years of my career to London, working within the largest agency groups—Interpublic and Omnicom—I found myself ascending the professional ladder. Yet, my evolving interests led me to a compelling desire to explore diverse cultures and countries. This quest prompted my relocation to Singapore, where I joined Starcom, a part of the Publicis group.

During my tenure in Singapore, I had the privilege of working on the P&G business, and our team at Starcom delivered remarkable work for P&G—an achievement that I consider among the best in my career before the creation of JOLT of course! Despite our collective brilliance, the unfortunate loss of the account served as a stark reminder that decisions sometimes unfold beyond the control of both the team and me. It was at this juncture that the idea of launching my own agency began to crystallize.

Why did I contemplate starting an agency? The answer lay in perceiving an opportune moment. Our team had cultivated a sweet spot—comprising exceptional individuals who consistently delivered outstanding work and operated seamlessly as a cohesive unit. The prospect of launching a business wasn't merely a solitary venture; for me it was envisioned as a collaborative team adventure. Admittedly, the thought of going solo was daunting, and fear played a role in that hesitation. However, the driving force was also the desire to capitalize on the collective capabilities of the team, a synergy that had already proven its effectiveness in delivering exceptional results. But, it never happened. We didn’t create a company as, I guess, I was the only one who saw an opportunity.

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A broken media agency model?

Following my transitions through various agencies and even a stint with the world's largest advertising conglomerate, WPP, a realization dawned upon me—regardless of the media agency scale, there seemed to be a pervasive sameness, a uniformity that hinted at a somewhat broken agency model. This observation reignited my latent desire to establish my own agency.

In pursuit of this dream, I engaged in discussions with two individuals regarding potential co-founder partnerships. Unfortunately, both attempts to secure a suitable co-founder proved unsuccessful, unfolding as setbacks one after the other. Despite these challenges, my conviction remained unshaken, fuelled by a deep-seated belief that I had unearthed a compelling idea with the potential to address critical gaps within the current media agency framework.

Among the identified gaps were glaring issues such as a lack of innovation in media plans and a conspicuous absence of personalized service, leaving clients in the hands of the most junior team members. Undeterred by the setbacks in co-founder pursuits, I became increasingly convinced that my vision held the key to changing the media agency landscape, addressing these deficiencies head-on.

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Media agencies gaps

Let's delve into the issue of innovation for a moment. Having experienced the inner workings of numerous media agencies, a recurring pattern emerged—media plans were routinely recycled from one client to another, albeit with different rationales. Yet, at their core, these plans remained remarkably consistent year after year. This stagnation stood in stark contrast to the dynamic landscape of innovation driven by Adtech companies, exemplified by the renowned Lumascape .

Despite the abundance of innovative solutions offered by Adtech, there seemed to be a noticeable reluctance within agencies to engage with these emerging technologies. The hesitancy stemmed from the considerable time and effort required to curate these solutions, coupled with the perceived risks associated with deviating from the familiar terrain of established platforms. Recognizing this gap, I discerned an opportunity to bring forth constant innovation, offering brands a valuable supplement to their use of well-known platforms. The aim was not only to bridge this innovation gap but also to demonstrate the untapped potential of integrating cutting-edge Adtech solutions into the broader media strategy.

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Continuing to avoid my entrepreneurial desire

While at Mindshare, I found myself not fully immersed in the challenges I sought, and yet, another factor restrained me from venturing into entrepreneurship. This time, it was a compelling job offer, beckoning me to transition to the client side. And not just any client—it was the esteemed Johnson & Johnson, renowned for their exceptional marketing initiatives and products.

Viewing this as a chance to expand my expertise in marketing and digital marketing, I assumed leadership roles in digital marketing and brand marketing for Acuvue across Asia. Undeniably fulfilling, the experience provided valuable insights. However, beneath this professional satisfaction, the persistent desire to create my own business continued to simmer.

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The tipping point

A profound shift occurred when I stumbled upon Gary Vaynerchuk's video, “Regret is Poison ”. The idea that regrets are irreversible and the haunting echo of "if only I had tried" became a powerful catalyst propelling me forward.

Gaining a fresh perspective from the client side allowed me to scrutinize agencies from a different angle, confirming the gaps I had previously identified and uncovering even more. This revelation struck a chord, especially concerning smaller budget brands like Acuvue, where implementing a marketing mix model (MMM) proved financially prohibitive. However, recognizing the potential benefits of a more scientific approach to media planning, beyond the conventional "experience or test and learn" methodology, sparked an idea.

The realization that my agency could bridge this gap led to the birth of JOLT's proprietary technology, known as J-CAL. This tool was conceived as an alternative to MMM, tailored for smaller budget brands like Acuvue. Learn more about it here.

Embracing Vaynerchuk's wisdom, I took the leap of faith, bidding farewell to Johnson & Johnson, and in 2018, JOLT Digital came to life. Finally, as many would say, the journey had begun.

Fast forward five years, and JOLT has grown to span two continents and three countries. It stands not just as a company but as a testament to my ambitious vision and unyielding determination to revolutionize the digital media agency industry. Our proposition is clear: to help brands connect with consumers both online and offline through innovation, and our mission even clearer: to keep changing the game.

This transformative journey has revealed a fundamental truth: constructing a thriving and enduring company relies on two indispensable pillars—unwavering persistence and unyielding determination. Stay tuned for more insights on this in a future article!