Jul 23, 2026 · 34 min · 9 segments
Jordan Samuel Fleming is the founder and chairman of smrtPhone, a real estate technology company he scaled from three co-founders to roughly $10 million in annual revenue and 60 employees over eight…
Jordan Samuel FlemingHostif you're a business owner, if you're an operator and you've developed a business that has scaled, that, you know, is, um, probably has employees, has a certain amount of structure to it.
You know, for instance, Smartphone, my company, we've developed a business that got to around 10 million of annual revenue with 60 employees.
And as we scaled that company, don't forget, Smartphone started with three people, my co-founders and I.
Now that process of scaling, anybody who's scaled a business knows that starting a business is really easy, but scaling one is hard.
When you start out and you've got a really small team, then pretty much everything is organic and pretty much everything can be kind of handled ad hoc as is because there's a very few amount of you.
It's kind of like the tech startup way of looking at things, right? But that's true of almost any business.
If you've only got two or three people, then you can kind of handle everything as you go.
Um, I remember very, very distinctly sort of getting to eight to 10 people and it feeling different and us having to adjust how we work because suddenly, you know, it wasn't just a couple of us.
Now there was 10 of us and we had to figure out how to get them some things, you know, standardized.
And, and then we got to 20 people, uh, 25 people that was like a leap up, you know, and then 40 people and then 60 people.
And every time, and this is like a familiar story for anybody who's, you know, done this and that every time you scale up, there are kind of levels of, And people sometimes equate them as revenue levels.
But there are sort of levels that go where you take a leap in what you need to run the business effectively.
As you scale up, those levels include like defining your processes really well, having really clear management structures and accountability structures, having really clear job performance metrics and responsibilities outlined.
These things, very rarely do you start out with them, but you grow them and you sort of build as you go.
And then about a year and a half ago, in March of last year, so this is 2026, in March of 2025, I changed my role in the company.
So I had been the CEO of a smartphone for the first eight years of our existence and had been sort of, uh, leading the charge with my two co-founders, Alex and Vlad on building smartphone up and building the executive team.
if you're a business owner, if you're an operator and you've developed a business that has scaled, that, you know, is, um, probably has employees, has a certain amount of structure to it.
You know, for instance, Smartphone, my company, we've developed a business that got to around 10 million of annual revenue with 60 employees.
And as we scaled that company, don't forget, Smartphone started with three people, my co-founders and I.
Now that process of scaling, anybody who's scaled a business knows that starting a business is really easy, but scaling one is hard.
When you start out and you've got a really small team, then pretty much everything is organic and pretty much everything can be kind of handled ad hoc as is because there's a very few amount of you.
It's kind of like the tech startup way of looking at things, right? But that's true of almost any business.
If you've only got two or three people, then you can kind of handle everything as you go.
Um, I remember very, very distinctly sort of getting to eight to 10 people and it feeling different and us having to adjust how we work because suddenly, you know, it wasn't just a couple of us.
Now there was 10 of us and we had to figure out how to get them some things, you know, standardized.
And, and then we got to 20 people, uh, 25 people that was like a leap up, you know, and then 40 people and then 60 people.
And every time, and this is like a familiar story for anybody who's, you know, done this and that every time you scale up, there are kind of levels of, And people sometimes equate them as revenue levels.
But there are sort of levels that go where you take a leap in what you need to run the business effectively.
As you scale up, those levels include like defining your processes really well, having really clear management structures and accountability structures, having really clear job performance metrics and responsibilities outlined.
These things, very rarely do you start out with them, but you grow them and you sort of build as you go.
And then about a year and a half ago, in March of last year, so this is 2026, in March of 2025, I changed my role in the company.
So I had been the CEO of a smartphone for the first eight years of our existence and had been sort of, uh, leading the charge with my two co-founders, Alex and Vlad on building smartphone up and building the executive team.
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