By: Dr. Connor Robertson

Not all tasks are equal. Not all customers are equal. And not all decisions produce the same results. This is the foundational mindset behind Dr. Connor Robertson’s approach to scaling small businesses after acquisition: do less, better, and let focus drive your edge. Dr. Robertson doesn’t just talk about strategy. He applies focused thinking to each of his businesses, using 80/20 analysis. Formally known as the Pareto Principle, the rule suggests that 80% of results come from 20% of efforts. But when you dig deeper, as Dr. Robertson does, you discover that the gap is often even more pronounced. In many cases, 90% of growth comes from just 10% of decisions. His job as an owner-operator isn’t to handle everything. It’s to identify the leverage points that could unlock the next level of scale.

Why Focus Beats Hustle

Most new business owners take on more hours, answer more questions, and try to juggle every function. However, Dr. Robertson consistently demonstrates that more activity doesn’t necessarily result in more progress. The issue for most businesses is not laziness but misallocated energy. They focus on areas that aren’t as impactful. They spend time on low-ticket clients, weak marketing channels, unnecessary meetings, or tasks that don’t lead to compounding returns. By applying 80/20 thinking across operations, marketing, and leadership, Dr. Robertson removes the noise and focuses resources on what’s driving the most value.

The 5 Areas Where Dr. Connor Robertson Applies the 80/20 Rule

This isn’t just theory. Dr. Robertson actively uses 80/20 analysis to make real-time business decisions that aim to drive revenue, improve retention, and enhance margins.

1. Marketing and Lead Generation

Not all marketing channels deliver the same results. In most businesses he acquires, Dr. Robertson finds that:

• A few sources drive a disproportionate amount of leads
• One or two messages outperform others
• A small segment of the audience tends to convert more quickly 

Dr. Robertson conducts a simple audit:

• What channel brings in the highest-quality leads?
• Which ads, headlines, or offers resonate best?
• What zip codes or demographics convert at the highest rate? 

From there, he adjusts by reducing or pausing less effective efforts. No more random posts or untracked campaigns. Instead, resources are poured into what’s already working, enabling him to scale what’s effective.

2. Customer Segmentation

In every customer base, there are different segments. Some clients:

• Spend more
• Complain less
• Refer consistently
• Renew or repurchase at a quicker pace 

Dr. Robertson identifies these key customers, often a small portion of the list, and builds services, pricing models, and offers specifically for them.

For example:

• A priority client plan with guaranteed response times 
• A loyalty program designed for referrals and renewals 
• Prepaid service packages tailored for high-LTV clients 

This approach creates a business that grows not by reaching more people but by serving existing loyal customers better.

3. Operational Systems

Many businesses have unnecessary workflows and redundant tools. Dr. Robertson reviews:

• Which steps in the process truly impact customer satisfaction?
• Which team tasks are repeatable and could be automated?
• Which tools are essential, and which ones are rarely used? 

He often reduces software costs by 20–50% and focuses on streamlining fulfillment around simple, high-impact actions.

Example: Rather than tracking 20 internal metrics, a team might focus on just 3 key KPIs: on-time arrival, completed jobs, and review requests sent.

Focus doesn’t slow execution; it actually enhances it.

4. Team and Talent

Dr. Robertson values each team member, but he understands that a few individuals truly drive results.

In every organization, there are:

• High-performing individuals who solve problems and lead naturally
• Reliable staff who follow processes and maintain consistency
• Underperformers who create friction or disengagement 

He applies 80/20 here by:

• Identifying and rewarding high achievers
• Training mid-tier staff to rise or repositioning them
• Letting go of team members who don’t align with culture or expectations 

This approach not only improves efficiency but also boosts morale, because high performers thrive in a culture of excellence.

5. Strategic Planning and CEO Time

Finally, Dr. Robertson applies 80/20 thinking to his own calendar.

He asks:

• What are the few decisions I can make this quarter that will most impact the business?
• What recurring problems could I address to solve them once and for all?
• What conversations or clients should I consider saying no to, even if they bring in revenue? 

He schedules time around:

• High-leverage hiring decisions
• System creation or delegation
• Strategic partnerships or acquisitions
• Brand development and positioning 

Everything else? He delegates, automates, or discards.

This is how he avoids burnout and builds businesses that scale without him being the bottleneck.

Real Results from 80/20 Strategy in Practice

Here are some anonymized examples from Dr. Robertson’s portfolio:

• A local HVAC company eliminated 5 underperforming ad channels and reallocated funds to LSAs and retargeting. Lead flow increased and marketing costs decreased.
• A medspa stopped offering discounts for low-LTV clients and launched a VIP tier. Revenue per visit increased by nearly 50%.
• A cleaning business realized that 70% of complaints came from just 15% of clients. By adjusting their targeting, they saw retention improve by 63% within two quarters. 

In each case, the businesses didn’t do more; they focused better.

Tools and Tactics Dr. Connor Robertson Uses to Find the 20%

• Google Analytics and CRM dashboards to track which channels and leads convert
• Customer LTV reports to rank clients by value and acquisition cost
• Weekly team KPI scorecards to identify top performers
• Time audits and calendar reviews to regain focus and reduce distractions
• Exit interviews and review analysis to identify pain points in service 

This is an ongoing process, not a one-time effort.

Final Thought: Scale Doesn’t Come From Doing More, It Comes From Choosing Better

The 80/20 rule isn’t a quick fix. It’s a philosophy, a filter, and a framework for finding clarity in a noisy business environment.

Dr. Robertson doesn’t try to be everywhere. He focuses on the areas where returns are most likely to be substantial, and helps his team do the same. That’s how he builds businesses that are streamlined, resilient, and positioned for long-term success.

To learn more about how Dr. Connor Robertson applies the 80/20 rule to drive focused, sustainable growth in small businesses, visit www.drconnorrobertson.com.

Disclaimer: The strategies discussed in this article reflect Dr. Connor Robertson’s personal approach to scaling small businesses using the 80/20 rule (Pareto Principle). While these methods have proven effective in various cases, individual results may vary depending on market conditions, business context, and other factors. The content is intended for informational purposes only and should not be viewed as a guarantee of success. Readers are encouraged to adapt these strategies to their own unique business situations and seek professional advice as necessary.