Intro

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Would you ever run two agencies at once? What if splitting your brand was the smartest way to protect and grow both?

Today’s featured guest spotted a booming opportunity in a regulated market—but knew that advertising those services alongside his work for conservative and tech clients could hurt his existing agency. His solution? Launch a separate brand. The move paid off as the regulated market surged during the pandemic.

He shares what it’s like to manage rapid growth, why he built a true people-first culture from day one, and how he stays optimistic even when agency life gets messy.

Greg Peters is the founder of 4B Marketing and Hybrid Marketing in Denver, Colorado. 4B focuses on tech, energy, and government sectors, while Hybrid serves regulated markets—most notably the cannabis industry. A former tech sales pro turned serial entrepreneur, Greg’s journey into agency ownership may have been accidental, but what’s not accidental is how quickly he scaled. They hit $1M in revenue in their second year — and his people-first philosophy became the secret weapon behind his rapid growth.

In this episode, we’ll discuss:

• Why he chose to run two agencies.

• Growing to $1 million in just two years.

• Growing during the pandemic thanks to a controversial niche.

• Staying positive when agency life gets messy.

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Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Running Two Agencies for Two Very Different Worlds

Greg didn’t set out to run two agencies. The split happened because of the cannabis side of the business. 4B’s conservative government and tech clients wouldn’t exactly appreciate a cannabis case study on the homepage. So Hybrid was born to serve the regulated, fast-growing cannabis market without spooking the more traditional side.

This approach also positioned both agencies to thrive in their respective niches without brand confusion. For agency owners wondering when is it time to create new brands, separate brands aren’t always about chasing new markets—they can be about protecting existing ones. If your positioning or client mix creates brand tension, a spin-off can give you room to grow in both spaces.

From Accidental Agency Owner to $1M in Two Years

Greg’s path was a mix of corporate burnout and entrepreneurial curiosity. After years in tech sales and a detour into solar energy, he realized the big-company grind wasn’t for him. So he launched a go-to-market consultancy for telecom.. Once creative work started flowing in—and his team started growing—he embraced the agency model.

The real jump happened when he let go. In year two, Greg went from $600K to $1M by putting the right people in the right seats and empowering them to run their own “business units” within the agency.

This is a shift most agency owners agree is vital to see true growth. However, it’s usually uncomfortable and it takes time to make the decision to go all in. Greg made the leap quickly inspired by Richard Branson’s philosophy in The Virgin Way. Years before starting the agency and as he read the book, he had already decided his mantra as a business owner should be putting people first and thus the people will put the client first. The result was a faster scale without burning out.

The Pandemic Pivot: Cannabis Keeps Growing

While many agencies hit pause in 2020, Greg’s cannabis clients went into overdrive. With consumers stuck at home (and shopping local), demand spiked. That meant more competition, and suddenly the different cannabis providers needed more marketing to stand out. Hybrid Marketing doubled down on local search, “near me” campaigns, and brand differentiation—keeping clients top-of-mind while the industry boomed.

For agency owners, this is a masterclass in following the growth. Greg didn’t predict cannabis would save the year, but he positioned his agency to move quickly when the opportunity showed up. Sometimes the best growth strategy is staying close to your clients’ markets and being ready to ride the wave.

When the Org Chart Backfires

Not every growth move is a win. One of Greg’s biggest lessons came from rolling out an org chart he thought would streamline things—only to find it created confusion for clients and tension among the team. It was a gut punch, but also a turning point.

He learned to check himself and remember this is only his first agency and there’s still much to learn. Luckily, he was quick to strip out the toxicity created by that moment because culture eats strategy for breakfast. The goal isn’t just to have a structure, it’s to have one that actually works for your team and your clients.

Staying Positive When Agency Life Gets Messy

Greg has always naturally found himself on the more optimistic side of life. But his optimism isn’t naive—it’s built on grit, a strong support system, and relentless curiosity. From his wife’s early encouragement (“It’ll be okay,” even when the bank account said otherwise) to his own belief in learning every day, Greg credits mindset as much as skill for his success.

For Greg, your network truly is your net worth and the more you can talk to people with the aim of creating a positive impact—whether that is on the financial business or helping somebody find a job or connecting them to a resource that'll help them—you put a lot of good stuff out into the universe without expectation, you'll get it back.

Finally, curiosity is the most valuable trait an agency owner can have. Read widely, talk to people in and outside your industry, and always be asking, “What if?” It’s that curiosity that fuels innovation, keeps you ahead of trends, and helps you navigate the inevitable ups and downs.

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