Contact
  • HOME
  • / MEDIA /
  • Behind the leading payroll solution in the US for SMBs, Gusto founder Eddie Kim established himself as a legend in tech lore

Awaken* newsletter

March 28, 2024

SHARE:

On January 3rd, I had the honor to chat with Eddie Kim. Like myself–Eddie happens to be a Stanford alumni. Unlike me–Eddie is the CTO and co-founder of a $9.6 billion company named Gusto: a payroll, benefits, and HR solution for businesses in the US. It’s already hard to find Asian unicorn founders, finding Asian near-decacorn founders is an order of magnitude rarer, making Eddie a certified legend. Despite his success, Eddie remains a very down to earth and genuine person, and I greatly enjoyed chatting with him. Without further ado:

PARENTAL PRESSURES

A common trope with some truth to it, is that many Asian parents pressure their children to pursue more stable, high-prestige careers, such as being a doctor or lawyer. I asked Eddie if he had experienced this:

I got pressure from my dad. My dad was a doctor and, like many Asian parents who are doctors, wanted their kids to be doctors. I think there was a fair bit of pressure from my dad, and then from my mom through my dad, to become a doctor and do pre-med and all that stuff. Of the STEM subjects, which I really liked and was good at, I was good at math, chemistry, and physics. The one that I didn’t like was biology. For me, it always felt like it was about memorizing things as opposed to actually using your brain. It seemed like being a doctor would require more of this, where I have to memorize all these different body parts and so on. I never really considered becoming a doctor, even though my parents really wanted me to. For them, it was the safe path, a prestigious occupation. There’s a lot of good to like about it, you’re saving lives and things like that, and you make a decent amount of money. 

However, once I was in college, my parents encouraged me to be in control of my destiny, which meant potentially starting my own business. They were supportive when I talked about it. Part of it was also that my dad is a doctor who started his own private practice, so he was an entrepreneur himself. When I was really young, my dad was just starting out. He immigrated from Korea and they didn’t have a lot of money. Once he became a doctor and had his own private practice, we were comfortable. We weren’t super rich, but money was not a huge worry. We’d always have food and basic necessities. We couldn’t buy super luxurious things and go on vacations, but it was enough that I could take risks early on. I think a lot of the reason why they were supportive of me starting my own business or doing something more risky was because even if it failed, it wouldn’t be devastating. I’d still have a home to go to and could fall back on my parents. It wouldn’t be a huge burden. So, I think I maybe had a little bit of a different experience than a lot of Asians once I was in college.

I asked Eddie if he thought that his parents were more understanding because they themselves were business owners:

Absolutely. My dad was a doctor and my mom was the one doing all the back office work. She was the receptionist, the insurance biller, the payroll runner. It was a small venture, just my dad and my mom, and they had one employee for 30 years. My dad never worked for a salary, he never joined Kaiser or anything like that. So, he definitely had a more entrepreneurial mindset.

My own mom is a small business owner, and Eddie’s parent’s attitudes paralleled my own parents’ so far. Since I sometimes ask my mom for advice when it comes to business, I wanted to see if Eddie did the same:

Not really. The whole tech world was so different from what they knew. Even questions about how to raise money or what is pre-money post-money valuation, all this sort of tech stuff, they had no idea. They weren’t practically helpful in that sense. But my mom was always super encouraging. She was very supportive, even though she didn’t really have a lot to contribute. It was more moral support more than anything.

SCARCITY MINDSET

Another common immigrant trope is having a scarcity mindset. This often persists even once families establish themselves in America. The traditional wisdom in startups is to build as lean as possible, and at first glance, having a scarcity mindset should help with this. I asked Eddie if he had this mindset and how it was expressed in his startup.

I remember, even though my parents’ practices were doing well, it wasn’t always like that. It started from nothing. We would rarely go out to eat, and when we did, it was at some chain like Sizzlers or maybe Red Lobster. Nothing super fancy. The thought of ordering an appetizer or a drink that wasn’t water felt wrong, like we were getting ripped off. There was definitely this mindset of being very frugal and not treating yourself to unnecessary luxuries. 

As I got older, I was influenced by some of my friends, who had less of a scarcity mindset. They would go out to nicer restaurants. We all had jobs post-college. We weren’t making tons of money, but while I was always about saving everything, they were not. At my first job at Volkswagen, I would pack lunch and figure out how to save about 60-70% of my salary. The rest was for rent, food, and gas. I was able to save, not a ton of money, but I had this mindset of frugality and saving as much money as possible. I’m not sure for what, but it was just the thing you do for a rainy day. My friends, on the other hand, were not saving money at all. They would go out to bars and fancier restaurants. That’s how I got exposed to it. Even though I was always a bit more on the frugal side, I started to see the value in treating yourself a little bit more. I learned from my friends that there’s no point in money if you’re not going to use it for something. What are you saving it for? I think the combination of how I grew up and my friends’ influence helped me find a balance.

I think it wasn’t until my second startup, Gusto, where we had the fortune of raising a lot more money than my first startup. Often, we had this mindset that you could spend a little more money and get higher quality stuff. For instance, instead of buying an Ikea desk, we bought from a company called Room and Board. It was a couple hundred more dollars per desk, but they were much nicer than an Ikea desk. Or like our first hires that we made, right? You can go for super cheap, outsource offshore to build your first product, or you can hire someone that’s really good, pay a little more, and be more generous with equity to get really top talent. 

So, I think it was at Gusto where I learned that if you have the resources to do so, it’s better to spend a little more. Don’t go super cheap on every single thing, don’t go frivolous and pay top dollar for everything either. But there’s a range, I would say, if it’s a range of one to a hundred, I would say a range of 70 to 80, or maybe 80 actually, where I think it’s worth spending that much because you just get so much more for it. Long term, it pays itself. 

There’s a moment where once you have the means, I think your mindset should shift a little bit. Not to go extravagant, but to not have so much of that scarcity mindset that we grew up with. 

BEING ASIAN AND BEING A LEADER

As I always do, I asked Eddie how he felt being Asian qualified his experience as a founder, and if it was something he thought about a lot:

I think to a certain extent, but not a ton. It’s not something that is always top of mind and something that I’m very self-conscious about or have imposter syndrome of. But also at the same time, it is something that’s kind of in the back of my mind. I sometimes ask myself, do I have what it takes to be a leader of hundreds of people in the organization? Will people not respect me as much because I’m Asian and Asians tend to be perceived as less of a leader than say, a white person. And so you definitely have a little bit of that, but also at the same time, I feel like whenever I have those thoughts, I tell myself that, no, why can’t you break the mold, right? Why can’t you be one of the first Asians that have done X or Y, right? Or one of the few Asian co-founders of a unicorn company, right? And so then I start to get excited about the concept of, “Hey, I can actually show people that it can be different.” And then, so it kind of turns into more of a motivating factor for me.

Eddie’s answer seemed to be focused on being a leader. From the research I did, it seemed like Eddie struggled in the transition from being an individual contributor to more of a manager role (or people empowerment at Gusto). I asked Eddie how he approached crafting his leadership skills.

One was, I had people that I could talk to that had more experience in it than I did that were very generous with their time and giving me advice and mentorship. Some of this came through investors that were early in the company. Our first seed round was basically a horde of angel investors that were entrepreneurs, right? It was people like Aditya, who was the head of engineering at Dropbox at the time. It was Jeremy Stoppelman, who’s CEO of Yelp. Drew Houston of Dropbox was among the founders of tech companies we wanted to invest in as some of the first investors. Through that, either directly or through people they knew, I got connected and would meet with some of these people regularly to get their advice on whatever issue I was facing. I remember actually talking to Aditya, at South Park in Soma, discussing how to structure comp bands. 

Having people around to ask was really helpful. I read a lot of books. I have this shelf full of business books. Things like High Output Management from Andy Grove, The Score Takes Care of Itself by Bill Walsh, and Mindset by Carol Dweck. Those are my three favorite business books that I read and they really helped me learn the tactics as well as the characteristics that are helpful in becoming more of a people manager. A lot of it is just experience. You do, then you fail and you learn. Like anything else that you spend time on, the more time you spend on it, the better you get at it. It’s really a question of how fast you progress. You will progress the more time you do something. Some people progress really fast, some people progress more slowly. But the point is that as long as you do something for a long period of time, you stick with it, you do get better at it. And then you like it even more. So it’s those three things: people, literature, and your own experience.

CUSTOMERS VS. FEATURES

When I spoke with Siqi, one of the things we talked about was how different potential customer segments can want completely different types of products and features, and how to think about where to prioritize. I asked Eddie for how he navigates this with Gusto:

In an unrealistic scenario where you have unlimited resources, it’s always better to have more features than less. However, the reality is that you have constraints in your resources and can’t do everything all at once. You have to decide how to invest your limited resources. You could build new features, improve the quality and scalability of what you have, or create new front doors into the product and focus more on acquisition and growth type efforts. 

At Gusto, we often have larger companies asking us for additional features for their businesses. At the same time, we have many small businesses that don’t know about us yet. So, we have to decide whether to focus more of our resources on creating more features for these large companies or creating more awareness of Gusto for all the small businesses that haven’t used any of our features. 

It really comes down to what you want to prioritize. For different companies, the answer will be different. It’s important to stay disciplined about who your customer is, who your target demographic is. It’s easy to just answer feature requests and get pulled into a direction that some of your customers want in the short term. This might help you get more money in the short term, but over time, you might find yourself not really focused on who your product is serving. 

Many companies have to be aware of this danger. If you start to prioritize too much of the short term feature requests and chase revenue short term, then you can miss the bigger picture. This company is building a product that works really well for this customer demographic. 

At Gusto, we always think about who our customer is. For us, it’s really the small businesses. It’s very enticing to try to go upmarket and land companies that are in the 100 or 500 employee range or a few thousand because they pay you so much more money than small businesses. Every once in a while, an opportunity comes along where a larger company says, “if you do this, then we’ll sign up”. This could be a huge deal for the company. It’s really hard to say no to those things, but you have to, because you really want to stay focused on who you’re serving. 

I asked Eddie to go a little deeper on the dangers of chasing the short term requests of the larger companies:

I think the danger is that there are two risks to this. One is you are diverting resources from something else. That could be a global maxima versus a local maxima. So that’s an opportunity cost that you could be missing. The second risk is that you lose focus on what makes your product or company so special. If we, for example, went and built a bunch of enterprise type features in Gusto that allowed any company to customize it to their heart’s content, that would be a very confusing experience for the 99% of our customers who are very small, who don’t want a customized solution because they have no idea how they want to do things and they want Gusto to guide them on how to do things.

GOALS FOR LARGER COMPANIES

Since Eddie is one of the few at the helm of a $500M ARR startup, I wanted to ask him what startups at that size prioritize, and if rapid growth was still the goal:

I think as you get more mature as a company, you start to think less about just growth at all costs. You start to think about growth at a reasonable price. There’s actually a non-standard technical term for this called GARP – Growth At a Reasonable Price. The rule of thumb for a later-stage company is that you want a GARP of 40 or above. GARP is essentially your growth rate minus your operating margins. So if you have a growth rate of 40% year on year, you’re growing your revenue 40%, then you should be breaking even because your operating margin is going to be zero. So 40 minus zero is 40. If your operating margin is 10%, then it’s 40 plus 10, which is 50. So that’s awesome. You’re going to get a really good response from your investors and the public.

Markets will be very happy if you could accomplish 40% year on year growth and 10% operating margins, right? You’re putting out 10% of profit cash flow every single year. If you’re growing at like, say 60% year on year, which is incredible growth, you can actually be negative 20% operating margin, and still have a GARP of 40%. You’re still going to be in a really good spot. So this formula really balances your growth with your profitability, your operating margins and using this rule of 40 is a pretty good rule of thumb for the markets when you’re a later stage company. When you’re early stage, it doesn’t really make any sense to use. 

Eddie’s comment on how “the markets would be happy” suggests to me that mature startups at this stage are looking at the numbers more at an IPO angle, and determining what public investors want to see.

BENEFITS OF DEI

At this point in the interview we ran out of time, but there was still one question I had for Eddie that I really wanted to ask. At the time of writing, the daily Twitter discourse was about DEI, so I wanted to get Eddie’s opinion on DEI. I emailed him the question after our interview and he graciously responded:

Gusto clearly takes DEI seriously given the RISE report. Do you feel that DEI is important at every stage of a startup or does it start gaining importance once a company is a certain size?

In my opinion, DEI is actually the most important in the early stages because there really is a vicious or virtuous cycle when it comes to building diverse teams. If you start early with a diverse team, you’ll attract more candidates from diverse backgrounds. The opposite is true too. 

I actually wrote about it a couple of times: 

https://engineering.gusto.com/growing-our-engineering-team-in-denver-diversity-begets-diversity/

https://engineering.gusto.com/staying-ambitious-on-diversity-new-goals-for-gusto-engineering/

SHOUTOUTS

If you are looking to start a business and/or hire your first employee or contractor, please consider using Gusto, the #1 payroll software in 2023!

Additionally, Gusto is hiring across technical and non-technical roles. You can find their job postings at https://gusto.com/about/careers

Thank you Eddie for speaking with us!

Related Articles

KyLanActivewear-png

Stories

From Code to Culture: How Hải Bùi Left Tech to Build a Brand for Second Generation Asians

Embracing Heritage Through Style

Kỳ Lân is the first activewear brand deeply rooted in Asian aesthetics, created with a powerful mission: to empower second-generation Asians worldwide to embrace their heritage with pride. Born from Hải’s personal journey growing up Vietnamese in Hungary and struggling to find a sense of belonging, Kỳ Lân reflects what it truly means to live between cultures, and finally feel proud of that identity.

For Hải, Kỳ Lân isn’t just about clothing. It’s about rewriting the narrative for second-generation Asians and bringing Asian representation to the forefront of mainstream sports- and streetwear. 

Kỳ Lân’s mission is to help second-gens embrace their Asian heritage through clothing

The Meaning Behind Kỳ Lân: A Symbol of Heritage and Unity

Kỳ Lân is a mythical creature from Asian folklore, often described as having the head of a dragon, the body of a horse, and the tail of a lion. It symbolizes peace, prosperity, and good fortune. Versions of the Kỳ Lân appear in Vietnamese, Chinese (Qilin), Japanese (Kirin), Korean (Girin), and Thai (Kilen) cultures, highlighting the deep cultural connections shared across Asia.

Hải chose this name to honor that shared heritage. As part of his efforts to reconnect with his roots, he began volunteering in the Vietnamese community and eventually became the organizer of a 6,000-member Asian Meetup and Discord group. This community centered around 1.5-generation and second-generation Asians, those who either immigrated as kids or were born abroad to immigrant parents. Together, they explored questions of identity, belonging, and the desire to reconnect. These conversations sparked the idea for Kỳ Lân: a brand that celebrates Asian aesthetics but, more importantly, gives voice to the in-between experience many second-generation live daily.

Kỳ Lân is more than just a clothing brand, it’s a tribute to these stories and a movement towards proudly reclaiming culture.

Hải volunteering in his local Vietnamese community

The Origin Story: From Hungary to the U.S. and Back to His Roots

Growing up in Hungary in the 1990s, often as the only Asian kid in school, Hải vividly remembers the bullying, the stares, and the relentless pressure to fit in. Like many second generation Asians, he spent much of his youth trying to blend in, often distancing himself from his Vietnamese roots just to feel accepted.

It wasn’t until years later, after moving to the U.S., that everything shifted. For the first time, Hải saw second-generation Asians unapologetically taking up space, celebrating their identities through art, food, fashion, and film. Vietnamese cafés were opening everywhere, Asian artists topped the charts, and streetwear inspired by Asian heritage became more mainstream. Gradually, pride replaced shame.

He became proud to be Asian, and curiosity toward his culture blossomed.

Hải, his little brother and his mom in Budapest

His parents’ story deeply influenced him, too. They immigrated to Soviet-era Hungary on scholarships and chose entrepreneurship over low-paying engineering jobs after graduation. Their hard work and resourcefulness deeply shaped Hải’s values, even though they initially encouraged him to take a safer path.

That growing sense of cultural pride deepened during a visit to Vietnam, where Hải saw relatives and locals running small storefronts straight from their homes. Every corner was buzzing with hustle. “That’s when it clicked,” he says. “Entrepreneurship is ingrained in our DNA. No wonder I felt this constant pull to build something of my own.” 

From Software Engineer to Fashionpreneur: Finding Purpose

For Hải, the realization that entrepreneurship was in his blood didn’t make the decision to quit his job any easier. Like many children of Asian immigrants, he grew up with a very clear definition of success which included stability, a good education and a respectable job. And he achieved exactly this: a successful career in software engineering, after decades of hard work and sacrifice from his parents, who had moved to Hungary in search of a better future.

For a while, he was unsure whether to commit to building a business or return to the comfort of a tech job. However, the dread he felt preparing for software interviews made it clear that he had to make some kind of business idea work, no matter what.

Like so many second-generation Asians, Hải carried an unspoken responsibility to make his parents’ struggles worth it, to succeed and stay on the path they paved.

Eventually, the pull toward his purpose was stronger than the fear of failure.

In a twist of fate, Hải is following in his parents’ footsteps. After immigrating to a foreign country and getting a degree in Engineering, he decided to leave it all behind and pursue Entrepreneurship.

Hải’s parents threw away their Engineering degree to open their heavy metal t-shirt business back in the ‘90s.

The Birth of Kỳ Lân: A Perfect Fit 

Inspired by his parents’ own clothing business selling heavy metal t-shirts at marketplaces, Hải worried initially that they might disapprove of him following a similar path. Instead, they became his biggest supporters once they saw his dedication.

While it might seem like a waste to throw away his engineering career, Hải’s background turned out to be a great asset in building Kỳ Lân. His time at Amazon Ads taught him how to run effective digital campaigns, his logistics experience at Convoy helped him navigate supply chains, and his coding skills meant he could build his own websites without outsourcing. Even his parents’ experience running a clothing business became unexpectedly useful. 

Looking at it all together, it started to make sense. This wasn’t him starting from scratch, it was him finally using all of his skills in one place.

A Movement Rooted in Identity, Representation, and Pride

Kỳ Lân is more than just activewear, it’s a cultural movement. It celebrates the rich fusion of Asian cultures and modern sportsmanship while giving second-generation Asians a platform to proudly reclaim their identities.

Through Kỳ Lân, Hải is not only creating clothing but also rewriting the story for second-generation Asians around the world – one that embraces heritage, community, and pride.

Kỳ Lân’s mission is to help second generation Asians embrace their heritage through clothing

Connect With Hải Bùi & Kỳ Lân Activewear

To celebrate Kỳ Lân’s pre-sale, Kỳ Lân is offering the Asian Hustle Network community an exclusive 20% off with the code AHN20 – valid for one week only.

Website: Kỳ Lân Activewear

IG: @kylan.athletics

  • 6 min read
AHS EMAIL ANGLE

Blogs

Build a Brand That Connects: Start with the Identity Prism

Every brand has a story worth telling—and how you tell it matters just as much as what you’re building.

One of the effective tools is the Brand Identity Prism—a simple but powerful framework that helps define what your brand stands for and how it connects with your audience.

  • Physique – What people see (logos, colors, visuals)
  • Personality – The voice and tone your brand speaks in
  • Culture – The values and beliefs driving your mission
  • Relationship – How your brand interacts with your community
  • Reflection – How your customers see themselves through your brand
  • Self-image – How they feel when they’re part of your world

Why Asian Hustle Solutions?

At AHS, we’ve seen firsthand how powerful a clear brand identity can be — not just in standing out, but in building real, lasting connections. 

Book a FREE call with us

If you want to learn more about our services, visit the Asian Hustle Solutions website at asianhustlenetwork.com/services/

  • 1 min read
samuel-jamier-png

Stories

Samuel Jamier on Paving the Way for Asian Cinema and Representation

For over two decades, the New York Asian Film Festival (NYAFF) has stayed at the forefront of Asian cinema in North America. Going into its 24th year, NYAFF is a project designed to remind the world that Asian cinema is here to stay and thrive, providing platforms for both well-established and rising filmmakers. At the helm of this meaningful festival is Samuel Jamier, a Korean French curator, filmmaker, and consultant whose passion and vision for Asian cinema drive NYAFF forward.

AHN had a chance to interview the talented Jamier on the festival’s inspiration and mission, and the future of Asian American Pacific Islander (AAPI) and Pan-Asian cinema.

Samuel Jamier | President and Executive Director of the New York Asian Film Festival and Foundation

Bridging Cultures Through Film

Over the course of his well-established career, Jamier has proved himself to be an avid enthusiast for Asian cinema who shows a clear commitment to its artistry and cultural authenticity. Jamier has gone from Chargé de Mission for the Cultural Services of the French Embassy, through his experience working with The Korea Society, The Japan Society, to becoming the guiding force behind NYAFF. 

As a Korean adoptee raised in the idyllic Brittany of northwestern France, it is natural that his journey was one of cultural navigation and a lingering yearning for heritage connections. All this lifelong commitment to Asian cultures made it intriguing to learn where it all began—turns out not all those who wander are lost.

I was always drawn to stories that challenge conventions, that shake you awake in the middle of the night. My inspiration came from literature, philosophy, and cinema—works that make your heart pound and your mind race like you’ve had too much caffeine.

Traveling and living in different countries in my 20s rewired my brain. Experiencing cinema across different cultures made me realize the immense power of storytelling. I was particularly struck by the underrepresentation of Asian narratives in global film industries, which fueled my drive to bridge that gap through my work at NYAFF and beyond.

Jamier, a Korean adoptee raised in France, has dedicated his career to championing Asian cinema and bridging cultural gaps through storytelling.

Leading a “nomadic” life throughout his 20s has reframed his understanding of storytelling, endowing him with the severely underrated power of Asian narratives in global media. That realization has become some sort of a push for him to challenge stereotypes and redefine Western perceptions of Asian cinema beyond just kung-fu flicks and arthouse genres. 

Breaking Barriers for Asian Filmmakers

Hollywood has become a benchmark for world cinema. It only took a few seconds to look up “film classics” on Google, and most of the recommendations would be Hollywood/ Western. As he revealed that one of his greatest challenges lies in “shifting global perceptions of Asian cinema” and “the industry’s gatekeeping,” his answer underscores a limited spotlight on Asian narratives. 

Historically, Western audiences have viewed Asian films through a narrow lens, often limited to action-packed martial arts films or slow, contemplative arthouse works. This raises concerns over “typecasting” Asians in movies and hindering the potential of the world’s largest region. Through NYAFF, Jamier has worked tirelessly to push back these outdated preconceptions and aimed towards a broader, more nuanced appreciation of Asian storytelling.

Jamier is reshaping global views on Asian cinema, breaking stereotypes and opening doors for new voices worldwide.

Jamier has also successfully secured various global distribution deals for Asian filmmakers, shedding light on emerging talents to international audiences. Back in 2020, the pandemic took over New York City, leaving many film festivals canceled and filmmakers struggling. 

Recognizing the urgency and devastating impact, Jamier and his team at NYAFF quickly adapted, launching virtual screenings and digital initiatives to keep Asian cinema in the spotlight. His commitment to dismantling industry gatekeeping and evolving Asian narratives has provided new opportunities for talents from Asia and the diaspora to gain recognition at major festivals and in Hollywood.

A Bridge Between East and West

Through his work at NYAFF and his consultancy firm, SMLX Consulting, Jamier has become a key figure in ensuring cultural authenticity in Hollywood. He never stops encouraging studios, filmmakers, and screenwriters to represent Asians, collectively drawing diverse and respectful depictions of Asian identities in movies. It’s not just about quantity—to Jamier, it’s about both: quality and quantity. 

Beyond curating films, Jamier is about to make his directorial debut with The Huntress, marking his first endeavor in filmmaking. The film, inspired by World War 2, was a powerful manifesto of women’s roles in resistance movements, bringing overlooked histories to the spotlight while challenging conventional war narratives of Southeast Asian stories on screen. His transition from festival curator to director is a testament to his commitment to elevating untold Asian stories on screen. 

The Future of Asian Cinema with New York Asian Film Festival 2025

Recent years have witnessed an interesting spike in Asian media—from K-dramas to anime—Asian cinema is “at an exciting turning point,” he shares. NYAFF remains dedicated to showcasing the depth and innovation of Asian storytelling, and Jamier encourages audiences to explore the incredible films emerging from Asia.

My mission is to bring authentic, compelling Asian stories to the forefront of global cinema. Whether it’s through NYAFF, my consulting work, or my filmmaking, I want to challenge outdated narratives and create new spaces for Asian filmmakers to be recognized and celebrated.

Jamier is championing a new era for Asian cinema, using NYAFF and beyond to spotlight bold, authentic stories and push the industry forward.

Looking ahead, the 24th edition of the New York Asian Film Festival is set to take place from July 11-27, 2025, promising a lineup that further expands the horizons of Asian storytelling. Jamier remains committed to fostering representation and creating new spaces for Asian filmmakers to thrive.

To support NYAFF’s mission and stay updated on the 2025 festival lineup, visit www.nyaff.org.

  • 5 min read
250618-jpg

Blogs

The Power of Three: A Simple Rule to Supercharge Your Brand

Third time’s a charm. Three seems to be our brain’s favorite number, often serving as a rule of thumb in storytelling, memory, and design. It strikes the perfect balance—long enough to be satisfying, yet short enough to avoid feeling overwhelming. This is known as the rule of three.

In marketing, the rule of three can be applied to everything from design to copywriting to sales. Here are three ways you can incorporate this powerful principle into your work:

1. Taglines and Slogans

With only three words, your taglines do not feel too long or too short. It’s enough for a build-up, climax, and resolution. Our brain naturally responds to the patterns of three, therefore making three-word taglines more impactful.

Example: 

“Veni, Vidi, Vici” (I came, I saw, I conquered) – Julius Caesar

“Just Do It” – Nike 

“I’m Lovin’ It” – McDonald’s

2. Design Colors

When creating a color palette, think of three colors that complement each other to enhance your brand: primary color (the core of your brand identity), secondary color (adds depth and supports the primary), and accent color (used sparingly to highlight key elements and draw attention).

3. Brand Story

Structure your brand story in three acts—setup, confrontation, and resolution—to make your narrative clear, concise, and compelling.

Win Your Leads Now!

Why Asian Hustle Solutions?

At Asian Hustle Solutions, we believe in the power of three: clarity, strategy, and execution. Our services are built to guide Asian entrepreneurs through every stage of their journey—defining your vision, building your brand, and scaling your business.

Book a FREE call with us

If you want to learn more about our services, visit the Asian Hustle Solutions website at asianhustlenetwork.com/services/

  • 2 min read