Sep 15, 2026 · 39 min · 11 segments
Is video actually worth the investment... or is it just another line item that's hard to justify? In this episode of Spotlight, we sit down with Adam Mercier from Studio Spero to break down what real…
Adam MercierGuestDerekHostMarkHostThat's pretty awesome.
The growth is wicked.
Like how, I mean, just aside from the, like the business of what you do, like how do you manage, I'm curious about how you manage the growth part of your company.
[laughs]
Um, and so right now, um, I'm lucky enough to have a mentor and, and he's been very valuable and insightful for me of like how I should approach things.
And, uh, one of the things he said is a lot of, most companies will, at this stage, will die of indigestion rather than starvation.
Mm.
And, um, so I'm very selective on the projects that we, we take on now, and it's, it's nice to be in a place that I can afford to do that.
You know, if, if a project comes along and it's kind of a shiny object, but it's gonna really like push us way past our limits and we might not deliver the best result that we could have, then I'll generally kinda just say, "Yeah, we could shoot this like in three months or something," or I'll just say-
Mm-hmm
Mm-hmm
it comes down to, right? Is I try to template as much as I can for the team so that I don't have to sit there and like redo stuff all the time, um, and just make, make the workflow easier and more efficient, and that, that seems to be working.
Um, right now we, we're like pretty underwater, but um, you know, that's, that's growth for you, right? You hit those points and then you gotta like develop more systems and new, new processes and everything for it.
Yeah, yeah.
That's pretty awesome.
The growth is wicked.
Like how, I mean, just aside from the, like the business of what you do, like how do you manage, I'm curious about how you manage the growth part of your company.
[laughs]
Um, and so right now, um, I'm lucky enough to have a mentor and, and he's been very valuable and insightful for me of like how I should approach things.
And, uh, one of the things he said is a lot of, most companies will, at this stage, will die of indigestion rather than starvation.
Mm.
And, um, so I'm very selective on the projects that we, we take on now, and it's, it's nice to be in a place that I can afford to do that.
You know, if, if a project comes along and it's kind of a shiny object, but it's gonna really like push us way past our limits and we might not deliver the best result that we could have, then I'll generally kinda just say, "Yeah, we could shoot this like in three months or something," or I'll just say-
Mm-hmm
Mm-hmm
it comes down to, right? Is I try to template as much as I can for the team so that I don't have to sit there and like redo stuff all the time, um, and just make, make the workflow easier and more efficient, and that, that seems to be working.
Um, right now we, we're like pretty underwater, but um, you know, that's, that's growth for you, right? You hit those points and then you gotta like develop more systems and new, new processes and everything for it.
Yeah, yeah.
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