How They Built a Big Marketing Conference From Zero! Big Domino Theory
Chris Do interviews Atomicon founders Andrew and Pete on their Big Domino Theory for achieving 10-year goals in under two years.
Chris Do
Founder, The Futur™ · August 22, 2024
Anatomy of a Sell-Out Event
Most event organizers live in a state of perpetual anxiety, constantly promoting and relentlessly pushing ticket sales until the very last minute. Then there are Andrew and Pete. Within one week of their 2024 conference ending, they had already sold 1,100 tickets for the following year.
How? The answer is not hype. “If you’ve done a good job, people will buy,” they stated simply in a conversation with The Futur’s Chris Do.
This isn't just a successful sales tactic. It’s the result of a fundamentally different philosophy of business, events, and a long-term strategy for growth. Andrew and Pete, the co-founders of Atomicon, one of Europe's largest sales and marketing conferences for small business owners, have built an empire by rejecting conventional wisdom.
Their event, held in Newcastle’s stunning Glass House venue, is a testament to their approach. Do, who spoke at Atomicon after a last-minute keynote cancellation, noticed the difference immediately. It wasn't just a series of speakers on a stage. It was an experience. “There’s the pre-party, the pre-pre-party, and then the party, and then the post-party,” Do observed. “There’s a lot of networking, and people feel really welcome.”
This atmosphere is not an accident. It is meticulously designed.
“The beauty of the event is that it grew from a community,” explains Andrew. “We had the online community for two or three years before we actually launched the conference.” From day one, their goal was to connect members, not just broadcast to them. The distinction is critical.
- An Audience Watches You: They consume your content and may appreciate what you do. Their relationship is primarily with you.
- A Community Connects with Each Other: They are just as excited to see fellow members as they are to see the hosts. Their relationships are horizontal, creating a powerful network effect.
The proof came at their very first Atomicon. A guest ran into the welcome bar, saw Andrew and Pete, and sprinted right past them to hug someone else. “I’ve been speaking to this person for like two years now,” the guest explained. “This is the first time we’ve met in person.”
That was the moment they knew they had nailed it. The conference became a physical gathering point for a digital family. This community-first approach fosters a sense of belonging that turns attendees into evangelists, a strategy that aligns with principles Do himself teaches on building authentic personal brands.
The Partnership Paradox
Do opened the conversation with a candid admission: “I don’t play well with others... I’ve had many failed partnerships.” This makes the seamless collaboration between Andrew and Pete, friends since school who started their business at 21, all the more fascinating.
So, how do they keep it together? Their success hinges on a few core principles.
First, they were friends first. “Our key to success is being friends first,” Pete says, even though they acknowledge this path often ends in disaster for others. Their deep, pre-existing relationship provides a foundation of trust that business-first partnerships lack. They have a shorthand, an implicit understanding that navigates the inevitable friction of running a company.
Second, they have a shared vision. “We both had the exact same dream,” Andrew reflects. “We’ve never really been on separate pages when it comes to the end goal.” This alignment prevents the kind of divergence that tears partnerships apart, where one partner's ambitions begin to clash with the other's.
Third, and perhaps most importantly, they understand and respect their complementary differences. They’ve done deep work on their communication styles and strengths. Pete is the extroverted, detail-oriented implementer. Andrew is the introverted, big-picture strategist.
“If I wanted to explain something to Pete, he was going to need the details,” Andrew says. “If he was going to explain something to me, he would need to give me like top level first for me to grasp it.”
This sounds simple, but in the early days, it was a source of major friction. They were young, with egos still forming, navigating the stress of a new venture. By investing in self-work and profiling, they turned potential conflict into a superpower. At a networking event, Andrew deepens existing relationships while Pete goes out to meet new people. They reconvene at the end of the night, having covered twice the ground a single person could.
This accountability is baked into their daily routine. They hop on Zoom at 9 a.m. and work together all day, each on their own tasks but always present in a small window on the screen. “We can never, you know, play hooky,” Pete laughs. “That’s magical because how many times have you come to do something that's important and then procrastinate it just because it’s tough?”
Introducing The Big Domino Theory
The conversation soon pivoted from the “how” of their business to the core philosophy that drives their success. It's a mindset that challenges the slow, incremental climb that most entrepreneurs accept as reality.
They call it The Big Domino Theory.
Most people, Pete explains, believe that taking a series of small, consistent actions will eventually lead them to their big goals. “And yes, that kind of works, but it takes a long time,” he says. “And small dominoes don’t knock over big dominoes.”
The central question they constantly ask is: Why do something in ten years when it could take six months? The Big Domino Theory is about identifying the single, massive, strategic action that, if accomplished, will cause all your other major goals to fall into place automatically and rapidly. It's not about working harder. It’s about applying force to a single, high-leverage point.
This is not about chasing shiny objects. It is about extreme intentionality. You identify a 10-year goal. Then you ask what it would take to achieve it *now*. This forces you to think differently, to abandon the safe, linear path and seek out unconventional, high-impact moves. This echoes the strategic thinking required to scale from a freelancer to a major agency.
“It’s very intentional,” Andrew clarifies. Small steps are still necessary, but they are all in service of a much larger, short-term goal: toppling that first, giant domino.
Case Study: Hacking Keynote Stardom
Early in their careers, Andrew and Pete set a massive goal: to become well-paid, international keynote speakers. For most, this is a 10-year journey of local meetups, regional conferences, breakout sessions, and maybe, eventually, a paid international gig.
They decided that was too slow. They needed a Big Domino.
The domino they identified was Social Media Marketing World, at the time a massive conference in San Diego with 5,000 attendees. “If we can be on that stage,” they reasoned, “everyone else would want us... that is like the legion event.”
The problem? They were in their early 20s with no money and no speaking profile. The first obstacle wasn't even speaking, it was just getting there. Pete stayed up all night, hunting down a two-for-one ticket deal, securing a small grant for the flights, and finding the cheapest hotel in California. They were going.
Attending the first year was a reconnaissance mission. They identified who they needed to meet and what it would take. Then, the real work began. Over the next six months, they executed a multi-pronged strategy to make themselves undeniable.
- They Wrote a Book: This instantly established authority and gave them a tangible asset.
- They Niched Down: They focused their business to have a clear, marketable position.
- They Built Content: They started a YouTube channel and wrote blogs specifically for the conference's platform, demonstrating value directly to the organizers' community.
- They Taught a Masterclass: They provided free, high-value education to the conference’s audience, further embedding themselves in the ecosystem.
After all that effort, they reached out. “Hey, we’re awesome now,” they pitched. “Do you want us to speak?”
The answer was no.
Undeterred, they went back to the event a second time. This time, they deployed a clever tactic. Instead of trying to get time with the busy conference hosts, they focused on building relationships with the event team. “Nobody pays any attention to the rest of the staff,” they noted. “When they get back [to the office], it’s those team members that are going to sing your praises.”
They also collaborated with existing speakers, and in return for that collaboration, they asked those speakers to record short video testimonials recommending them for the stage. Now, people the organizers already knew and trusted were vouching for them.
They reached out again. “Do you want us to speak?”
And again, the answer was no.
But then, a few weeks later, an email arrived. The organizers had changed their minds. They had a spot. Eighteen months after first hearing about the event, they were on the speaker list. This became the very first conference they ever spoke at.
The domino had been tipped. “We made a huge song and dance about it online,” Andrew says. The kudos were immediate. They leveraged that one credit to get keynote slots at every major event in the UK. They secured paid international gigs in Prague, Germany, and Colombia. Soon after, they landed a single speaking engagement worth $17,500.
They had collapsed a decade-long career trajectory into less than two years. That is the power of the Big Domino Theory.
The Art of The Remarkable Ask
A critical component of this strategy is what they call The Remarkable Ask. To achieve something extraordinary, you cannot make an ordinary request.
“When you’re reaching for something big, you have to put in the effort for the ask as well,” Andrew insists. A simple email to a major player will almost certainly be ignored. You need to do something that demonstrates your creativity, commitment, and respect for their time.
For example, when first trying to network at Social Media Marketing World, they identified key people they wanted to meet. Instead of a cold email, they built personalized landing pages for each person, inviting them to coffee. They warmed up the contact by interacting with them on Twitter for two weeks first, then tweeted them the custom link. It worked, securing them several crucial meetings.
In another instance, they wanted to get onto a specific podcast hosted by a conference owner. They created an entire pop-up podcast series, a “Captiv-ate” podcast, and designed a landing page featuring ten influential people they believed this owner respected. They invited the owner first, letting him know he would be in the company of these other great names. He said yes. They then used his commitment to secure the other guests. The podcast itself became the remarkable ask, giving them the access and relationship they needed to pitch for a speaking slot.
This approach of creating disproportionate value upfront is a core tenet of modern client acquisition strategies. It flips the script from asking for a favor to offering an opportunity.
This unconventional thinking is what separates ambitious entrepreneurs from the rest. Do shared a similar story about Jesse Itzler, who, unable to get into a sold-out TED conference to pitch his private jet company, bought every muffin from the cafe next door. As attendees came looking for a snack, he offered them a muffin from his private stash, creating the perfect opportunity to start a conversation. That move eventually led to the sale of his company for hundreds of millions of dollars.
If you want conventional results, do conventional things. If you want unconventional results, you must be willing to do the unconventional.
Dominoes in Every Direction
The Big Domino Theory is a versatile framework that can be applied to any major business goal.
When launching Atomicon, Andrew and Pete knew they needed a killer speaker lineup but had no budget and no track record. Why would a top speaker say yes? They needed another domino. Instead of trying to persuade dozens of individual speakers, they pooled their resources to pay a one-time fee of around £30,000 for a single celebrity speaker: Deborah Meaden, the formidable investor from the UK’s hit show *Dragon's Den*.
With Meaden as their confirmed headliner, the entire dynamic shifted. They could now approach other top-tier speakers and say, “Do you want to speak on our stage? We’ve got this celebrity speaking.” The answer was an overwhelming yes. They secured a world-class lineup for free, and those speakers were incentivized to promote the event to be associated with a major star.
They used the same logic to grow their email list. With only a few hundred subscribers, getting traction was impossible. So they organized an online conference. But instead of asking speakers to promote it, a request speakers now resent, they flipped the model.
- The Goal: Rapidly grow their email list.
- The Domino: Secure massive promotional reach *before* inviting speakers.
- The Action: They offered free sponsorship of the online event to partners who had large email lists. In exchange for promotion to their audiences, these partners got prime branding.
- The Result: They aggregated a combined reach of over 200,000 people. With that leverage, they could invite any speaker they wanted. “Hey, do you want to speak at this event? We’ve got an email list of 200,000 people that we’ll promote this to,” they pitched. Everyone said yes.
Their email list grew by thousands in just three months, a result that takes many businesses five years to achieve. They leapfrogged years of slow, painful growth by engineering one strategic, remarkable move.
The Power of Focus: The 90/10 Rule
Here is where the story takes a surprising turn. After achieving their goal of becoming highly-paid international speakers, they stopped. Why quit something you've become so successful at?
The answer lies in another one of their core frameworks: The 90/10 Rule.
The rule is simple: focus 90% of your effort on doing one thing remarkably well. The other 10% is for experimentation. You only move on to the next major thing when the first is 100% delegated and systematized.
At one point, Andrew and Pete had nine different income streams: affiliate income, speaking fees, a membership, one-on-one coaching, group programs, the conference, and more. They were spread thin. So they did an analysis. They extrapolated the potential income of each stream over the next 10 years and found that their courses, membership, and Atomicon had the highest potential for scale.
Then they looked at their customer acquisition channels. Speaking, the thing they had worked so hard to achieve, was fourth on the list. It was impactful, but not the most impactful.
So they made a terrifying decision. They cut everything else. They fired their one-on-one clients, an act they described as one of the hardest things they’ve ever done. They started saying no to paid speaking gigs. They focused everything on one core offering.
“The moment that we just focused on one thing, everything improved for us,” Pete says. “Our mental health improved, our profits improved, our revenue improved, our audience improved. Like, just everything grew so much quicker.” The speaking gigs were a domino, but they were a domino to build their platform, not to be the platform itself. Once that domino had served its purpose, they focused their energy on the next, even bigger one, a lesson in business maturity that many entrepreneurs never learn, as explored in discussions on buying back your time.
Your dreams are not big enough in the short term. That is the message Andrew and Pete deliver. We all have long-term ambitions, but we give ourselves an excuse to procrastinate on the big, impactful moves by believing they are far off in the future.
The alternative is to channel that hungry, nothing-to-lose energy and pull the future into the present. Identify the one big domino. Devise a remarkable ask. And stop taking small steps when a giant leap is possible.
Why wait ten years for what you could achieve in two?
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“Small dominoes don't knock over big dominoes.”
— Chris Do
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