We 3X’d a company’s revenue by saying, “No” to the multitasking myth. Not in an easy market like New York City, which is, right now, the most electric city on earth.
And with 2026 being forever known as the year the Knicks made sports history, the city walks different. Chest out, volume up. That energy isn’t a mood. It’s a renewable resource. And one company is showing NYC how to tap into this energy source better than anyone else.
The playbook is counterintuitive: Find a market that’s working. Triple the revenue. Then, and this is the part most strategists are constitutionally incapable of, refuse to take the playbook anywhere else.
That’s not modesty. That branding jiu-jitsu. And the exact opposite of the Multitasking Myth.
The Multitasking Myth Everyone Still Believes
Alex Hormozi has been open about his early failures. Every time he widened his focus into new offers, new markets, new everything, revenue collapsed. He calls multitasking the most expensive lesson of his career. The instinct to spread, to diversify, to “capture more opportunity” nearly broke him.
He’s not alone. The business world runs on a quiet assumption: growth means expansion. More markets. More products. More everything.
That assumption is the Multitasking Myth. And it has a name for what it actually produces: the Dilution Trap.
Every time you add a new market, a new product, a new geography, you subtract focus from the thing that’s already working. You don’t gain momentum. You fracture it.
Below, I explain what happened when we refused to fall into that tempting instinct.
The Setup: Giants Everywhere
CEO Fabio Zaniboni created BubblyNet to provide unparalleled wireless building automation technology. Smart building control, energy monitoring, compliance systems.
The competitors? Siemens. Honeywell. Johnson Controls. Schneider Electric. Companies with vast resources and acquisition-based Frankenstein solutions that claim to do everything, everywhere, for everyone.
Going head-to-head against them on breadth would be suicide. They own “wide.”
But there was a door they’d left open. A door that would welcome custom-bagged coffee and New York hot dogs delivered after a presentation to cement that connection.
It just required walking away from everywhere else to walk through it.
The Crack in the Door: New York City
Over 70% of NYC’s buildings (roughly 50,000) are over 25,000 square feet, making them subject to Local Law 97, one of the most aggressive carbon-reduction regulations in the world.
- 40% energy reduction by 2030.
- 80% by 2050.
- Or face penalties that make non-compliance a non-option.
That’s a market with volume. But volume alone isn’t enough.
A City of Firsts
NYC also carries a 140-year legacy of architectural and technological firsts:
- The first subway
- The first metal-cage skyscraper
- The tallest building in the world, and
- The co-working revolution, to name a few.
It’s a city with a history and an ego. A mythology. A swagger you either match or get laughed out of the room. This was the convergence: enough volume to eat, enough ego to tap.
How to navigate this rich landscape and ignore the temptation to “go wide”?
The Move: Become the Only Company That Exists for This Market
We didn’t position BubblyNet as “a building automation company that also serves NYC.” We launched ReinventNYC, a brand that exists exclusively for one of the world’s greatest cities.
The logo uses the actual fonts from the NYC subway mosaic tiles. The tone is street-smart, zero-B.S., built from the inside out, not translated from outside.
The brand doesn’t say “we can help with compliance.”
It says: So, what’s the next first in New York City’s legacy?
And it answers: fully integrated, wireless building control. They’re not buying a system. They’re buying their place in a 140-year streak.
In one sweep, we stopped competing with Siemens and Honeywell. They’re generalists. We became the specialist synonymous with the biggest metropolis in the world.
The Result: 3X NYC Revenue in Under a Year
NYC alone now generates 3x what the entire United States did nine months ago.
Here’s where it gets interesting.
The Surprising Outcome: The Brand Reshaped Company Culture
The most valuable result wasn’t external. It was internal, using the principles I cover in Rich Brand Poor Brand.
To credibly claim “New York player” status, BubblyNet had to actually become one. That meant more travel. Local training. Resource reallocation. Dropping lower-priority territories to double down on NYC.
Engineers now race to answer NYC client emails. Employees know clients by name. One team member asked to arrive a day early just to experience the city. The company covers extra hotel nights as a reward, because deeper affinity drives better results.
The brand wasn’t a mirror. It was a magnet. It pulled the company toward what it sought to be.
This is a Rich Brand principle in action: the brand is built in here, but comes to life out there.
Four Signals to Escape “The Dilution Trap”
When Fabio and I worked together, it became clear that four conditions made everything else possible.
When you find a market where these four conditions lock into place, the smartest move isn’t to replicate the playbook elsewhere. It’s to triple down. Quadruple down. Refuse to spread.
1. Volume that counts. Enough real, accessible demand to justify ignoring everything else. NYC has 50,000+ buildings subject to LL97 (Local Law 97), which accounts for approximately 70% of NYC’s buildings. With those numbers, we haven’t found the ceiling yet. At 3X, we’re just getting started.
2. Isolate a definite swagger. The market already carries a mythology and ego you can identify and amplify. You don’t manufacture a brand from scratch. You find the swagger that’s already there and build around it. NYC’s 140-year legacy of firsts isn’t something you invent. You spot it, isolate it, and let your customers see themselves in it.
3. A disruption that forces the hand. Compliance deadlines make the old way untenable. Without LL97, building owners have no reason to act. With it, they have no choice. The disruption is the market-maker.
4. Internal fluency. The brand must think from inside the market’s mentality. New Yorkers don’t like surprises and bullshit. They can sniff whether you’re genuine. The subway tile font. The street-smart directness. You’re either comfortable in your own skin, or you’re cosplaying, and they’ll know.
When all four signals fire, spreading is leakage. Depth is leverage.
In NYC building automation, roughly 100 names cover everyone who matters. Five major GCs. Five or six electrical contractors. Five distributors. A handful of engineering firms. In a community that tight, depth compounds and breadth evaporates.
What This Means for You
The standard playbook says: win here, then expand there. Capture one market, then replicate the model in the next geography.
That’s not wrong. But it’s not always right.
Before you expand, ask yourself: have you actually found the ceiling? Or are you leaving a market you’ve barely penetrated because expanding feels like what you’re supposed to do?
3X is child’s play if the ceiling hasn’t been found.
The Multitasking Myth tells you more is better.
The Dilution Trap is what you actually pay for believing it.
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