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Interview with Tony Swantek: Navigating Entrepreneurship and Network Marketing

US Business News Staff US Business News Staff on May 27, 2025

By: Neil King Jr.

Excerpt from an interview conducted on December 21, 2023.

Neil King Jr. (NK):
Tony, you’ve built multiple successful businesses across a wide range of industries, from an accounting firm that has supported businesses in filing significant amounts in tax credits over the last 18 months to a Network Marketing company, an INC 500 restaurant delivery service, and now you are moving into blockchain technology. How did you get your start as an entrepreneur?

Tony Swantek (TS):
Well, it’s been quite the journey! I actually started out with a very different goal in mind—trying to make it as a professional tennis player. I played on the Futures Circuit for a while, but I was losing way too many matches! Eventually, I found myself living in my parents’ basement, looking for work, and trying to figure out what to do next. That’s when I got recruited into an office for a Network Marketing company. At the time, I wasn’t sure what to expect, but it was through that company that I met some amazing mentors. These industry legends really stoked my entrepreneurial fire and showed me what was possible through building a business from the ground up.

Network Marketing was my introduction to the world of entrepreneurship. The skills I learned there—how to build relationships, how to lead, how to think long-term—were absolutely foundational. Those skills allowed me to expand into other industries over time. From that point on, I saw entrepreneurship not just as a job but as a way to make a lasting impact, both for myself and for others.

NK:
You’ve worked in a variety of industries, including health and wellness, telecommunications, and finance. Your first major success was in Network Marketing. How did that shape you as an entrepreneur and influence your approach to building businesses across so many different industries?

TS:
Network Marketing really taught me the difference between working for a system, like many people do, versus creating a system that works for you. It taught me how to create leverage, how to inspire and lead a team, and how to focus on long-term growth. A lot of traditional businesses are transactional in nature—one and done, so to speak—but Network Marketing helped me better understand the long-term potential of team-based income models and the power of building a network of people who could all succeed together. That mindset of collaboration, customer focus, and long-term vision has translated into every business I’ve built since. It really shaped my approach to entrepreneurship, and the lessons learned early on continue to guide me today.

NK:
You’ve worked across a variety of sectors—from accounting with Jorns & Associates, telecom, energy, and now with blockchain technology. What do you think has been the key to your success, especially in shifting from one industry to another?

TS:
Great question. I think some of the important things in business are timing, positioning, and adaptability. There really is a formula for success regardless of industry, but the timing must be right. The ability to pivot, learn quickly, and stay ahead of the market is crucial. I’ve always been willing to dive into new industries, even if they were unfamiliar.

For example, with Jorns & Associates, we expanded into a large-scale accounting firm that assists businesses in navigating the ERC tax credit process, providing services for companies with a wide range of employee sizes. It would surprise people to find out that I started that company less than 24 hours after hearing about the ERC program by making a 20-minute phone call to my CPA and kindergarten classmate, Justin Jorns.

With My Town 2 Go, we were just trying to deliver more pizza for our pizzeria restaurants. A small delivery service in Manhattan, Kansas, was helping us with that location, but we had a second location in Topeka, Kansas, where no delivery businesses operated. We asked the guy from Manhattan to expand into Topeka, but he was too busy, so we started My Town 2 Go the next day. A few years later, the business grew significantly and was eventually recognized on the INC. 500 list. While that journey came with many challenges, it was one of the milestones that reflected the team’s persistence and adaptability.

NK:
You’ve worked in a variety of industries, including health and wellness, telecommunications, and finance. How do you manage to juggle such a broad range of businesses without spreading yourself too thin?

TS:
 The key is to have a strong team and solid partnerships. You can’t be an expert in everything, but you can surround yourself with the right people who bring the expertise and passion that complement your own vision. For instance, with Snap Partners, we started out with a focus on food delivery services, but as we scaled, we added value by integrating the ERC program. It was slow going until we got ERC fired up, but my business partners there kept the ship above water long enough to reach fertile ground.

NK:
What challenges have you faced in building such diverse companies? Were there any moments when you doubted your strategy or direction?

TS:
Absolutely. There are always challenges, especially when venturing into new markets. When I first started My Town 2 Go, it wasn’t an easy road. We had no clue how to sign up restaurants, get drivers, or find customers. But with persistence and a clear focus on daily activities that would increase our restaurant count, add drivers, advertise our brand, and focus on elite customer service, we started to see results.

Jorns & Associates was growing fast! We helped many clients successfully file for substantial tax credits over our first couple of years in business. Challenges were abundant and still are! We continue to fight through them.

I learned a long time ago that solving big problems often leads to greater opportunities and success. The trick is not to give up when things aren’t going perfectly—and things are almost never going perfectly.

NK:
You’ve built a reputation in Network Marketing. For those who might be curious, what do you think is the potential of Network Marketing as a business model, and how does it continue to shape the entrepreneur you are today?

TS:
Network Marketing, when done right, can be a powerful business model. It offers opportunities for people to earn income based on their efforts and the efforts of their teams. But beyond the financial rewards, it teaches essential skills in leadership, communication, and relationship building. It shaped me as an entrepreneur by helping me understand the importance of community and collaboration. Instead of focusing purely on transactional business, Network Marketing emphasizes long-term relationships, trust, and providing value—principles that I’ve carried into every business I’ve started or been a part of.

NK:
You’ve mentioned building long-term value and relationships. How do you balance the drive for profit with the importance of giving back and building strong communities?

TS:
That’s something I’m really passionate about. I’ve always believed that a business should not just be a money-making machine but should contribute to the broader community. With Snap Partners, for example, we’ve worked to create systems where small businesses can save money and thrive.

On a personal level, I try to mentor young entrepreneurs, share knowledge, and empower others to succeed. It’s a philosophy I live by: If you focus on helping others, the profit follows naturally. I also prioritize making sure the businesses I’m involved with are ethical and have a positive impact on their communities.

NK:
Looking ahead, what are your future goals? Where do you see yourself and your businesses in the next 5 to 10 years?

TS:
 I’m always thinking about the future. I see myself continuing to evolve and build new ventures, particularly by exploring how blockchain-based technologies are being adopted to improve transparency and efficiency in business systems. The world is changing fast, and emerging technologies offer new ways to create efficient and resilient businesses.

Personally, I’m focused on making a greater impact through mentorship and helping entrepreneurs adapt to emerging digital technologies, without taking on the financial risks that earlier adopters faced. I want to continue diversifying the businesses I’m involved with, but at the core, I’ll always focus on providing value. Ultimately, I want to leave a legacy of not just financial success, but a network of thriving, empowered individuals and communities.

NK:
Tony, thank you for taking the time to speak with us. Your insights on entrepreneurship, Network Marketing, and leadership are incredibly valuable. We look forward to seeing where your journey takes you next.

TS:
 Thank you. It was a pleasure to chat. I hope my experiences can inspire others to take action, keep pushing through challenges, and always stay committed to growth.

Disclaimer: This article is for informational purposes only and does not constitute financial, investment, or legal advice. Any discussion of blockchain technology, business models, or personal experiences is for educational purposes and should not be interpreted as a recommendation or endorsement. Past results do not guarantee future outcomes. Readers should conduct independent research or consult qualified professionals before making financial, legal, or business decisions.

 

Published by Jeremy S.

Performance Marketing Redefined: Brandon Kinney’s Work at Bak-First Agency

US Business News Staff US Business News Staff on May 27, 2025

By: Ava Morgen

In his sparse office in Austin, Brandon Kinney doesn’t look like a revolutionary. His demeanor is calm, methodical—almost professorial. But make no mistake: this unassuming marketing professional has played a significant role in some of tech’s notable growth stories of the past decade.

“Numbers don’t lie,” Kinney says, gesturing toward multiple monitors displaying real-time conversion metrics. “But they also don’t tell you why someone hesitates before clicking ‘buy now.'”

This deceptively simple insight forms the cornerstone of Kinney’s approach, one that has contributed to companies like Coding Dojo achieving significant growth and helped Owner.com scale from $2M to $25M ARR—achievements that led to a $60M funding round and a $200M valuation. These aren’t just impressive numbers; they represent meaningful shifts in competitive markets where many marketing executives are satisfied with more incremental improvements.

The Accidental Marketer

Kinney’s path to marketing expert wasn’t plotted from the start. His resume reads like a Choose Your Own Adventure book—non-profit work, real estate development, even ownership of a martial arts gym. The turning point came when, as the youngest employee at a real estate development firm, Kinney was handed a puzzling assignment: “figure out the internet.”

“They literally said, ‘You’re young. Figure out where our marketing money is going online,'” he recalls with a laugh. “I had no marketing background. Zero. But I’ve always been drawn to puzzles.”

This unexpected challenge sparked something in Kinney—a fascination with the intersection of psychology and mathematics. Marketing, he discovered, wasn’t just about creative guesswork; it was measurable, testable, and improvable. He devoured every resource on paid search and Google Ads he could find, building a foundation that would later support his marketing ventures.

What sets Kinney apart from many other digital marketers isn’t just his technical expertise—though his mastery of platforms and analytics is noteworthy. It’s his focus on the human element behind the data.

“Most marketers look at a 5% conversion rate and think about tweaking button colors to get to 5.5%,” he says. “I want to know about the 95% who didn’t convert. What scared them? What confused them? That’s where the real insights are.”

Performance Marketing Redefined: Brandon Kinney’s Work at Bak-First Agency

Photo Courtesy: Brandon Kinney

The Coding Dojo Breakthrough

The transformation of Coding Dojo serves as the clearest example of Kinney’s methodology. When he joined, the coding bootcamp was spending $150,000 monthly on advertising with respectable results. Conventional wisdom would suggest cautious optimization—perhaps 10-20% improvements over time.

Kinney had a different approach.

“I presented a plan to significantly increase our ad spend while simultaneously cutting acquisition costs,” he says. “The company had ambitious growth goals that seemed unattainable to most—except I believed we could actually achieve them.”

The marketing team wasn’t immediately convinced. “You could feel the skepticism in meetings,” Kinney remembers. But he persisted, methodically implementing what would become his signature system.

First came the “polling stations”—strategic customer surveys positioned throughout the buyer journey asking one deceptively powerful question: “What’s the number one reason you almost did not take this action today?”

The answers revealed hidden obstacles that were invisible in the analytics. Prospective students weren’t primarily concerned about price or program quality—the assumptions that had guided previous marketing. Instead, they feared being “too old,” “not technical enough,” or “falling behind younger classmates.”

Armed with these insights, Kinney reframed the messaging. Rather than emphasizing curriculum or job placement rates, ads began addressing these unspoken anxieties directly. One particularly effective campaign featured a 42-year-old former truck driver now working as a developer, with the headline: “I thought I was too old to code. I was wrong.”

The results were immediate and significant. Lead-to-call conversion rates jumped from 5% to 20%—a moment Kinney describes as pivotal. “When you see a metric quadruple overnight, you know you’ve touched a nerve.”

But Kinney wasn’t satisfied with this single breakthrough. He partnered with a data specialist to build a custom tracking platform that provided unprecedented visibility into which ads were generating not just impressions or clicks, but actual customers. This allowed for rapid experimentation across new channels—expanding beyond Google Search to Bing, Facebook, YouTube, and native advertising.

“We implemented a quick-test system,” Kinney explains. “New channel ideas got $5,000 to prove themselves before earning more budget. Most failed, but the winners more than paid for the experiments.”

Perhaps most controversially, as leads multiplied, Kinney insisted on tripling the sales team—an expensive move that initially worried executives. But his calculations proved correct: the increased conversion rates and expanded marketing channels generated such volume that the expanded team quickly became necessary.

Within 18 months, Coding Dojo increased their revenue significantly, leading to an acquisition. The systems Kinney built were so effective that after his departure, Coding Dojo retained him as a $5,000 monthly consultant, and several executives brought him to their next ventures.

The Birth of Bak-First

Most professionals with Kinney’s track record would leverage it into a cushy C-suite role at a well-funded startup or command high consulting fees. Instead, he’s taken a more unconventional approach with his lead generation agency, Bak-First.

“I got tired of agencies taking retainers regardless of results,” he says. “So we flipped the model—we only get paid when we deliver customers. Period.”

This performance-based approach means Bak-First sometimes invests hundreds of thousands of dollars in campaigns before seeing any return—a risk level that would terrify most agency owners.

“We’ve lost money on campaigns,” Kinney admits frankly. “But overall, the model works because we’re completely aligned with our clients’ interests. When they win, we win.”

This alignment extends to Bak-First’s internal culture. The company operates entirely remotely, with a focus on data and analysis rather than perks or office luxuries. More unusually, Kinney has instituted a policy where team members’ hypotheses get tested as long as the data suggests they’re worth pursuing.

“I’ve been wrong too many times to trust my gut over data,” he says. “Some of our biggest breakthroughs came from junior team members whose ideas I initially doubted.”

This humility might stem from Kinney’s background. Growing up in challenging family circumstances with limited guidance, he developed self-reliance and resilience that serve him well in the unpredictable world of digital marketing.

“When you’ve had to figure things out for yourself from an early age, business uncertainty doesn’t scare you as much,” he reflects. “I know I can start over if needed.”

The Future of Accountable Marketing

As the conversation winds down, Kinney offers his perspective on where marketing is heading in the next decade. His answer is immediately clear: accountability.

“The days of marketers making vague promises and clients hoping for results are diminishing,” he asserts. “Companies increasingly demand measurable results, not empty promises. They want partners with skin in the game.”

This shift explains why Kinney’s approach—performance-based, data-driven yet psychologically nuanced—positions him at the forefront of an emerging paradigm in digital marketing. While others chase vanity metrics, he maintains an unwavering focus on the one metric that ultimately matters: profitable customer acquisition at scale.

For entrepreneurs and marketing executives alike, Kinney offers this parting advice: “Find mentors who have actually done what you’re trying to do, not just talked about it. And when data contradicts your assumptions, have the courage to let those assumptions go.”

In an industry often characterized by hype and buzzwords, Brandon Kinney represents something different—a quiet professional whose remarkable results speak more loudly than any marketing jargon ever could.

If you’d like to learn more about Bak-First, contact us here.

 

Published by Jeremy S.

Exploring Leadership Strategies with Omar L. Harris of Intent Consulting

US Business News Staff US Business News Staff on May 27, 2025

By: Cal Parish 

High-performing teams don’t appear out of nowhere—they’re built through intentional effort, thoughtful strategy, and effective leadership. Omar L. Harris, an experienced executive coach, author, and founder of Intent Consulting, has spent years refining his approach to team development. With over two decades of leadership experience across global markets, Harris works with organizations to improve team alignment, improve leadership dynamics, and encourage sustainable performance.

Approaching High Performance with Intention and Structure

Harris’s approach to building strong teams is outlined in his book Leader Board: The DNA of High-Performance Teams, which introduces the 20 Team Performance Acceleration Principles (TPAPs). These principles provide a practical roadmap for companies seeking to strengthen collaboration and foster long-term operational success.

Unlike approaches based solely on motivation, Harris’s methods draw from real-world leadership experience in sectors such as pharmaceuticals and biotechnology. He has led cross-functional teams in regions from North America to Latin America, and these experiences inform the frameworks he now teaches.

Executives who apply Harris’s TPAPs have reported noticeable improvements in team clarity, morale, and strategic execution—though outcomes may vary depending on the organization’s structure and readiness for change.

Intentional Leadership Is a Meaningful Shift

At the core of Harris’s philosophy is what he calls “intentional leadership,” a practice that emphasizes deliberate action guided by values and purpose.

“Intentional leadership is about aligning your energy with your values and your vision,” Harris noted in a recent interview. “It helps create the conditions for consistency and trust.”

This model encourages leaders to act with awareness, clarity, and accountability. Organizations that adopt this leadership style often report improved communication and a more resilient work culture.

Six Steps to Stronger Team Dynamics

Harris often references his “6 D’s” framework—a practical tool used by both startups and larger enterprises:

  • Define the goal
  • Debate the ideas
  • Decide with intention
  • Do with discipline
  • Diagnose outcomes
  • Discipline the process

This framework is designed to help teams clarify responsibilities, navigate decisions, and communicate more effectively. While no system is one-size-fits-all, the 6 D’s offer a repeatable process for improving group dynamics, especially when applied consistently.

Global Perspective. Local Application.

Harris’s leadership background spans several regions, including the U.S., the Middle East, Asia, and Latin America. This global experience has helped him understand cultural nuances and adapt team-building strategies accordingly.

At Intent Consulting, Harris collaborates with clients to tailor programs that reflect organizational realities. Rather than one-size-fits-all solutions, his engagements prioritize relevance and adaptability.

Clients often cite increased engagement and improved team communication as key benefits of these tailored strategies, although outcomes depend on a variety of internal and external factors.

Why Companies Work with Omar L. Harris

Organizations reach out to Harris when they’re ready to:

  • Develop a more intentional leadership culture
  • Encourage greater alignment between strategy and execution
  • Address collaboration gaps with practical frameworks
  • Reinvigorate teams that may be underperforming or misaligned
  • Support leadership development with actionable guidance

His advisory role involves a mix of diagnostics, coaching, and strategy design. While the impact of his work varies by context, companies often describe the process as clarifying and empowering.

Exploring Leadership Strategies with Omar L. Harris of Intent Consulting

Photo Courtesy: Robin Gamble for Pam Perry PR

Ready to Reassess Team Potential?

Leadership gaps and team inefficiencies can slow down progress and impact business outcomes. Taking proactive steps toward clarity and cohesion can set the stage for more effective performance.

Omar L. Harris is a resource for companies looking to explore these possibilities. His frameworks are not silver bullets, but they offer structured, experience-based approaches to common organizational challenges.

Visit www.omarlharris.com to learn more or schedule a consultation.

 

Disclaimer: This article is intended for informational purposes only and does not constitute business, financial, or leadership advice. Outcomes from leadership consulting or training programs may vary based on organizational context, team readiness, and implementation quality.

 

Published by Joseph T.