I’ve been working with automation tools for several years now, mostly using platforms like Zapier and n8n. Recently I had a big realization about how to approach this business. You can’t just create complex automated workflows and then try to find customers who want to buy them as finished products. That approach doesn’t work well. Instead, what actually works is offering automation services. The right way to do it is to find potential clients first, understand what problems they’re facing, and then build custom automation solutions for their specific needs. It’s basically the opposite of what I was trying to do before. Has anyone else figured this out the hard way like me?
This hits close to home. I made similar mistakes early on when I thought I could package automation workflows like software products. The fundamental issue is that every business has unique data structures, existing tools, and specific processes that can’t be addressed with one-size-fits-all solutions. I learned that automation is more of a consulting service than a product business. Now I spend considerable time in discovery phases, mapping out client workflows before writing a single automation rule. The real value isn’t in the technical complexity of what you build, but in understanding the business context and solving actual pain points. It’s also worth noting that clients often need ongoing support and adjustments as their processes evolve, which reinforces the service-based model rather than selling standalone products.
totally agree with this! i wasted months building these “amazing” workflows thinking people would just buy them off the shelf. turns out nobody wants a generic solution when their business is unique. now i always start with discovery calls and honestly half the time what they actually need is way simpler than what i originally thought.
I completely resonate with that experience. A couple of years back, I was similarly focused on creating elaborate workflows that seemed useful but struggled to attract interest. It became apparent that automation requirements are highly specific to each organization. What may enhance productivity for one company could be irrelevant for another, even within the same sector. I shifted my strategy to prioritize initial consultations where I identify the client’s unique challenges. This enables me to propose tailored automation solutions instead of attempting to market generic workflows. Additionally, I’ve found that many clients are unaware of the possibilities that automation can offer, which makes educating them during discussions crucial. This client-centered approach has significantly improved my business outcomes.