Proven Strategies to Attract Your Ideal Clients (Business Bootcamp PT. 2)
Chris Do explains how to stop serving bad clients and start attracting your ideal customers by creating speculative work and redefining your portfolio.
Chris Do
Founder, The Futur™ · February 9, 2024
Your Portfolio Is a Lie. It Should Be.
There is a pervasive myth in the creative industry, a rule taught in design schools and reinforced by a culture of obedience. The myth is that your portfolio must be an honest record of the work a client approved and paid for.
It’s a rule Chris Do urges you to break.
“I don't know what design school you guys went to where they told you you must show what the client [approved],” Do says. “You don't.”
If a client insists on making the logo 18 times bigger, you do it and cash the check. But the version that lives on your website, the one that represents your taste and skill, is the one with the appropriately sized logo. This is your director’s cut.
“The next client doesn't care,” Do explains. “It's your portfolio. You do with it what you want.”
This single act of defiance is the starting point for a radical shift in how you run your business. It is the first step in moving from a passive service provider, waiting to be picked, to an active entrepreneur who dictates the terms of engagement. It’s about building a business by design, not by default. And it starts with deciding who you will no longer serve.
The Audit: Firing Your Way to a Better Business
The path to a roster of ideal clients is not one of addition, but of subtraction. The process is systematic, unemotional, and relentless.
“Create some criteria and score all of your clients,” Do instructs. “Then get rid of your bottom two and keep doing that. You just rebuild all of your clients constantly. This never stops. It's how you evolve as a company.”
This is your client-scoring system. Whether you grade them from A to F or on a numerical scale, the principle is the same. The 'F' clients are the ones who drain your energy, disrespect your process, and pay the least. They must go.
- Cherish the A's: These are your ideal partners. They value your work, respect your expertise, and make projects profitable and fulfilling.
- Replicate the A's: Analyze what makes these clients great. What industry are they in? What is their mindset? What problems do they have? Your entire marketing effort should pivot to attract more of them.
- Fire the F's: This is the hardest and most crucial step. Letting go of guaranteed income, even if it comes with headaches, feels counterintuitive. But these clients occupy space—mental, creative, and financial—that prevents you from finding and serving better ones.
This ruthless audit is essential. It forces you to define who your ideal client actually is, not in theory, but based on real-world experience. Once you have that clarity, everything else becomes easier. Finding them, however, requires you to know where they are and what they desperately need.
Finding a Market That Needs You Now
Your ideal client has a single, defining characteristic: they are hungry. They have a problem they feel an urgent desire to solve, and they are actively looking for a solution.
Do recently experienced this firsthand, discovering an entirely new audience for his education platform, The Futur. “For the first eight or nine years of The Futur, I was trying to help creatives learn business,” he shares. “Then I realized, fairly recently, that there were businesses or business people trying to learn art or design. We're actually not two different people, we're just two sides of the same coin.”
This epiphany didn’t mean abandoning his original audience of creatives. It was an expansion. He found a new, hungry market, and in doing so, created a bridge. He could now connect business owners who needed creative help directly with the community he built. “I would love to be able to just hand-feed you all of them,” he says.
Defining your target requires a framework. Do points to the work of Allan Dib, author of The 1-Page Marketing Plan, who uses a **PVP analysis** to identify the perfect market niche. The criteria are:
- Personal Fulfillment: Are you passionate or purposeful about this work? For a creative, this is a non-negotiable starting point.
- Value to the Marketplace: Is there a genuine, urgent need for what you provide in this market?
- Profitability: Can this market afford to pay you well for the value you create?
If a market is profitable but you have no passion for it, don't do it. “You all didn't choose to suffer through a ridicule of your parents and everybody in your community to then just go make money doing something you hate,” Do states. “There's no point.”
You start with a core target, a specific profile, even if it seems small. This focus is your strength. Do references the legendary “Think Different” campaign, created for Apple by the agency Chiat/Day upon Steve Jobs's return. Apple was near bankruptcy, but they didn't create a campaign for everyone. They focused on “The Crazy Ones,” the rebels and misfits.
“How many rebels are out there? Not that many, it turns out,” Do observes. “But the market is ginormous because it's aspirational.” By targeting a specific, passionate core, they created a brand everyone wanted to be a part of. This is the power of positioning explored in depth in Why You're Still Invisible.
But what if your experience is with failed projects and difficult clients? How do you build a portfolio for a market you have no proof of success in?
The Ghost Portfolio: Turning Failure into Opportunity
Here lies a classic catch-22 for creatives: How do you get hired for a car commercial if you’ve never shot a car commercial? The client sees too much risk. Your lack of experience becomes a self-fulfilling prophecy.
The solution is to manufacture your own experience. You create speculative work.
“I want to do car commercials,” Do recalls of his early career. “No one will hire you to do a car commercial unless you've shot a car commercial. It's that simple.” So, he and his team designed and produced their own. “I never claimed it to be for Mini Cooper. I just put it on the demo reel.”
The result? “Next thing you know, we're getting work that looks just like that.”
When asked if this qualified as a real project, the answer was always the same: “Spec project.” This is not lying; it is creating a demonstration of capability. You aren’t claiming a client relationship that doesn’t exist. You are showcasing your skill, strategy, and vision. This same principle applies to projects that were killed or compromised by the client.
An attendee, Dan, described a situation where his creative work for a startup was brilliant, but the company imploded due to the CEO’s bad reputation. The project went nowhere. What can he show?
“You can show the work that never happened,” Do insists. “You can show your thinking, the strategy, the design, the concept…but that's where it stopped.” You are selling creative services, so you show the creative service you provided. You simply omit the disastrous outcome you had no control over.
This requires navigating what Do calls “moral ambiguity.” Most creatives play by self-imposed rules, staying on the whitest, most righteous side of the line. “I was a Boy Scout over here, and these people are eating my lunch,” Do admits. “What am I doing? I'm playing by rules that I imposed upon myself.” He discovered he was comfortable moving into the gray area, as long as he didn’t cross into outright lies.
The key is to control the narrative while maintaining integrity. There is one hard rule: “Never talk bad about your former clients.” Ever. It signals to a new client what you might say about them later. Instead, you present the work professionally, talk about what you learned, and express disappointment it didn't see the light of day. For more on finding dream clients, see How To Find & Get Dream Clients.
You show your thinking. You show your process. You show your director's cut. You tell the story you want to tell. Sometimes, that story can change your entire career.
The Trojan Horse: How One Spec Project Changes Everything
The power of a single, well-executed speculative project cannot be overstated. Do shares the story of his friend, Aaron, founder of Farm Design. For decades, Aaron was a talented designer but not an entrepreneur. He worked out of his apartment, waiting for work to come to him.
Inspired by a story of another agency sending gourmet ice cream to prospects, Do challenged Aaron to stop thinking like a designer and start thinking like a marketer. Aaron, a packaging specialist, decided to create a self-promotional piece.
Here was his strategy:
- He partnered with a local printer. He convinced them to co-sponsor the project, getting some of the most expensive printing techniques for free in exchange for the printer using it as a capabilities showcase.
- He partnered with a local food-crafter. He found an artisanal ice pop shop in Pasadena and designed stunning custom packaging for their products.
- He hand-delivered the packages to local businesses he wanted to work with.
The result of this direct outreach? “Zero new business,” Do says. The idea didn't seem to work.
But that wasn’t the end of the story. A young, recent graduate working for Aaron asked a simple question: “Shouldn't we be posting this stuff on social media?”
She posted the project on Behance right as Adobe was acquiring the platform. The work won an award or was featured, catching the eye of an editor at The Dieline, a premier blog for packaging design. The Dieline featured the ice pop packaging.
And then everything changed. “His phone never stopped ringing since,” Do recounts. “He has six or seven employees, he's making more money than he's ever made, doing better projects… and working less than he's ever worked.”
The lesson is profound. The path to success is not always direct. Aaron's initial strategy failed, but the asset he created—the beautifully designed and photographed packaging—found its audience through a different channel. He created his own Trojan Horse, a piece of work so compelling that it opened the gates to a fortress of new clients once it was seen by the right people.
Sometimes the problem isn't the work, but how to speak to two different audiences at once.
The Two-Door Solution: Speaking to Different Worlds
A common challenge for entrepreneurs is serving two distinct, codependent audiences. An attendee named Abby presented a perfect example: she connects corporations that are obligated to donate money with small businesses and causes that need funding. She is the bridge between two completely different worlds.
“The demographics are polar opposite,” Abby explained. How do you create a brand and a website that speaks to both?
- The Small Business Sector: Needs language that is “engaging and accessible and approachable.” Corporate jargon is intimidating.
- The Corporate Sector: Needs language that is “ballsy and...pushy.” They expect confidence and a direct, professional tone.
How can one website serve two masters? The answer is elegantly simple. You don't need two websites or two brands. You need one landing page with two doors.
As another attendee, Kandela, suggested, you treat it like a rideshare app. “When you log into the app, you're like, are you a driver or a passenger?”
That’s the solution. The homepage simply asks the visitor to make a choice. A powerful, clear headline might pose a question:
Are you looking for funding? Or Are you looking to make an impact?
Once the user clicks, they are taken to a sub-page where the language, case studies, and calls to action are tailored specifically to their needs. The corporate funder sees a world of vetted opportunities and impact reports. The small business owner sees a world of accessible support and partnership. This approach, familiar from value-based pricing discussions, focuses on solving the user's specific problem.
The brand remains consistent, but the messaging is perfectly segmented. It’s a simple, powerful solution for a seemingly complex problem. You are the bridge, and your website is simply the entrance on either side of the canyon.
The Final Hurdle: When 'Good' Isn't Good Enough
So you’ve defined your avatar, created spec work, and even found a hungry market. You have clients. Things are working. What now?
This is the final challenge, embodied by an attendee named Kiro. He presented his ideal client avatar with clinical precision: a serial entrepreneur, founder of a B2B AI startup, funded with at least $10 million. It’s a perfect profile: a hot industry, experienced founders, and deep pockets. When Chris Do pressed him on whether this was working, Kiro's answer was revealing.
“I have seven clients who are including Mozilla Firefox and a bunch of [others],” he stated. “I already have case studies. I already know it's going to work.”
On the surface, there is no problem. So why was he there?
“I mean, it could be better, right?” Kiro admitted.
There it is. The entrepreneurial itch. The relentless drive that separates the good from the truly exceptional. The work never stops. Your task is to refine your offer until it is irresistible. You must connect your website, your language, and your case studies so perfectly to what your ideal clients say they need that they line up to buy.
Your job is to get more clarity every single day. With every prospect conversation, you learn. With every project, you refine. You are on a constant mission to close the gap between what you offer and what they desperately want, until it becomes a no-brainer.
The process of attracting your ideal clients is not a one-time fix. It is a perpetual state of auditing, refining, and building.
It never stops.
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“I'm playing by rules that I imposed upon myself.”
— Chris Do
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