Hey there, how was your weekend?
Something interesting happened recently.
I crossed 200 videos on Instagram. When I started, I genuinely didn’t think I could keep the streak going this long. But after doing it consistently, a few patterns have started to appear.
The first realization: every video needs a purpose.
There are two kinds of videos you should be making.
The first type is videos that get views. These are usually emotional, entertaining, or relatable. They spread faster and help you reach new people.
The second type is videos that get followers. These are value-driven. You teach something specific, solve a problem, or break down an idea. If done well, people follow because they want more of that value.
Both matter.
I deliberately make some videos purely for reach because brands often look at average monthly views when evaluating creators. But at the same time, if you want a loyal audience, you need videos that actually teach something.
The best strategy is a blend of both.
Can one video do both? Get massive views and convert followers? Maybe. I’m still trying to figure that out. The day I crack it, it’ll definitely make its way into this newsletter.
The second big change happened after video number 150.
I finally hired a video editor.
Most creators delay this step, and honestly, I did too. But when you start operating at scale, the goal isn’t creativity first — it’s reducing friction.
So instead of asking the editor to be creative, I boxed the process completely. Clear brand guidelines. Fixed style. Defined structure.
No guesswork.
It’s been three months now, and the improvement didn’t happen overnight. It happened gradually. The back-and-forth reduced, reviews became easier, and the workflow stabilized.
When you’re scaling something, process beats creativity in the beginning. Creativity can come later.
And finally, something more personal.
This week marks one year since I moved to Riyadh.
I’ve been reflecting on the experience – managing a team, moving cities, living alone for a while, and figuring things out along the way. I’m planning to write a detailed piece about this soon.
But one realization stood out.
I’m a great operator, but I’m not a great manager.
That’s not the easiest thing to admit. When you’re good at your job, it’s uncomfortable when someone points out the next gap between where you are and where you could be.
So the real question became:
Do I want to become a manager — or continue being an operator?
The honest answer is simple.
Right now, the situation demands a manager.
And sometimes in life, what the situation demands matters more than what you personally prefer doing.
I’ll share a full reflection on my one year in Riyadh in next week’s newsletter.
See you guys next week 🙂