I'm writing this from my desk on a quiet Sunday morning. An exciting week of Christmas is ahead.
It's a perfect time to reflect on the year.
One of my favourite things to do at the year-end.
2025 was a year that tested me as a human, as a father, and as a founder.
And honestly… I'm still processing everything.
But I wanted to share the honest, messy, uncomfortable, and ultimately meaningful truth of what this year actually looked like.
1. Growth Doesn't Always Feel Good While You're In It.
This year, there were moments where I felt stretched thin, overwhelmed, and genuinely questioned whether I was making the right decisions for my team and my family.
I learned something important. Rest is not optional. Slowing down sometimes creates more progress than pushing harder.
That's counterintuitive when you're building something, but it's true.
I became more intentional about how I spend my time, with whom I give my energy, and what truly matters. (It was much more complicated than I thought.)
2. My Kids Grew Faster Than My Business.
I watched them become more independent, more opinionated, more curious about the world.
I realized how fast these years go by. How quickly bedtime stories turn into "Dad, I got this" independence!
I tried to be more present, more patient, more involved; even on the days when work was heavy.
I won some days and lost others.
There were weeks when I gave the best of myself to work and came home with whatever was left.
As we enter 2026, I am intentionally building a life where I spend more time with my kids.
3. We Hit Numbers That Mattered (And Learned What Actually Moves The Needle).
Performance Partners collaborated with over 30 D2C brands this year across various categories, including health and wellness, sleep, supplements, beauty, telehealth, fashion, gadgets, and home and lifestyle.
Our work contributed to approximately $82 million in tracked affiliate revenue.
We collaborated with more than 2,400 affiliates, including 120 media buyers, 220 listicle and editorial partners, 250 email affiliates, and 1,800 creators. We activated 900 new affiliates this year alone.
Multiple clients crossed $100K, $300K, and even $500K in monthly affiliate revenue for the first time.
Our average ROAS was 8X, with some programs reaching even higher.
We ended the year with a churn rate under 10%, something I'm genuinely proud of because when we bring on a client, they typically stay.
4. We Lost Clients I Genuinely Believed In.
We lost 5 clients this year.
Some pulled back due to budget cuts. Others had internal leadership changes that reset everything. One just ran out of runway before we could prove the whole model.
Even when you know it's part of business, it still hits you.
It made me question decisions. ‘Did I miss something in the vetting process? Could I have communicated differently?’
But it also forced me to redefine what a "good fit client" actually looks like. I stopped trying to force partnerships that weren't aligned from the start.
5. Team Changes That Were Harder Emotionally Than Expected.
We had people leave this year. Some moved on to new opportunities. We had hires that didn't work out after a few months. We had moments where I wondered if I was being too trusting, too patient, or too hopeful.
One person I thought would grow into a leadership role wasn't the right fit for where we were headed.
Another left because remote work was unsustainable for them in the long term.
Leadership requires making decisions that are painful in the moment but necessary for the long term. And even when you know it's the right call, it still costs you something emotionally.
This challenge prompted me to communicate more effectively, establish a more transparent structure, and become a stronger leader.
6. I Said Yes To Too Many Things (And Paid The Price).
There were moments this year when I said yes to too many things: clients, projects, meetings, and tasks, without fully considering the impact on my bandwidth, focus, or long-term vision.
Sometimes saying yes felt easier in the moment, but it created pressure later.
As a result, we stretched ourselves thinner than we needed to. We moved more slowly on the big things that actually mattered. We created avoidable stress inside the team.
If I could change one thing, I would have protected my time and my team's time much earlier.
Every time I enforce firm boundaries, the company gets healthier, the team performs better, and I become a stronger leader.
7. We Built A Foundation That Can Actually Scale.
2025 was a year of structural maturity.
We expanded the team and strengthened our internal leadership structure. We built deeper relationships with top publishers, listicle partners, and performance media buyers.
We matured operationally with improved onboarding, SOPs, reporting, and partner enablement.
The two-affiliate manager model helped us stay organized, move quickly, and maintain a high momentum.
We went over 6 months without losing any clients at one point.
We learned what works, what doesn't, and what we need to double down on moving forward.
Growth is uncomfortable, but it's always pushing you somewhere important.
I became more decisive, more structured, and more willing to make tough calls that protect the business in the long term.
I learned to trust my team more, let go of tasks that weren't mine, and build a company that can grow without burning out its people.
If you’ve made it this far, I’d genuinely love to hear from you.
How has this year been for you so far?
This is a quieter stretch for most of us, which makes it the perfect time to pause, reflect, and start a real conversation…right here, through this newsletter.
Talk soon,
Fred