Just a day after The Irish News reported on the group legal case against Darren Campbell and FBA Brand Builder (FBABB), Campbell is already trying to divert attention from the controversy. Instead of tackling the allegations directly, he posted an Instagram video standing in front of a whiteboard, outlining a new "growth strategy" for his company.
The plan, as scribbled on the whiteboard, is certainly ambitious:
- $1 million per month in revenue
- A target of 1,000+ brands under FBABB
- A small team of just 16 full-time staff handling client services
At first glance, it looks like a strategic roadmap for expansion. But in reality, it raises some serious questions. Can FBABB realistically achieve these numbers? Is this a genuine plan for growth, or just a desperate attempt to keep the company afloat as legal pressure mounts?
A closer look suggests that Campbell is still prioritising aggressive client recruitment over actually fixing the deep-rooted issues that have led to so many complaints and financial losses.
It’s also a bold move, considering there are no publicly available UK Ltd company accounts linked to FBABB.
Hello, HMRC?
Yes, it’s me, a whistleblower.
Yeah, it’s the Duck.
Donald Duck?
Yeah, yeah, me again.
How are the kids, they good?
No, I didn’t see the match last night.
Breaking Down the $1M Per Month Revenue Model
At the top of the whiteboard, Campbell has written:
"$1 MILLION PER MONTH—to fulfil with the full FBABB experience."
This suggests the revenue goal isn’t just based on new signups but on multiple ongoing revenue streams, including:
- New client signups – £6,500 per person
- The Growth Programme – £150 per month per client
- FBA Studio services – £1,700–£2,500 per package
- Empire Builder software – £699 per year per client
- Additional upsells – bookkeeping services, VAT registration, and more
This model suggests that FBABB is banking on a mix of high-ticket sales and ongoing client subscriptions to keep the business running. But with so many clients expressing dissatisfaction—and a high dropout rate—how sustainable is this strategy in the long run?
The Sales Process: An Over-Reliance on Constant Client Signups
The whiteboard also details an intensive client onboarding process, laying out exactly how FBABB intends to bring in revenue each month:
- 40 onboarding calls per month
- 4 clients per call
- 10 calls per week
- 2 calls per day, Monday to Friday
- 2 FBABB staff running "Battle Plan" calls
- 154 calls per month across 22 working days
- 7 calls per day
This sales-driven approach makes it clear that FBABB is heavily dependent on constant recruitment. The business model relies on a steady flow of new signups just to keep things running.
The problem? Negative press and legal scrutiny are making it increasingly difficult for FBABB to attract fresh clients. With The Irish News confirming that 56 former clients are now part of the Phoenix Law case, it’s fair to ask: how much longer can FBABB keep onboarding new clients at this pace?
If recruitment slows down, does the entire business model fall apart?
Staffing Breakdown: Too Few People Handling Too Many Clients?
Campbell’s whiteboard also maps out how many people will be handling each stage of the programme:
- Stage 2 – 2 staff members
- Stage 3 – 2 staff members
- Stage 4 – 3 staff members
- Stage 5 – 2 staff members
- Stage 6 – 2 staff members
- Stage 7 – 2 staff members
- Stage 8 – 2 staff members
This brings the total to 15 employees, with Campbell himself likely being the 16th full-time staff member.
Yet, at the same time, the board also states:
"Progress towards 1,000+ brands under FBABB."
How can just 16 full-time staff properly support over 1,000 clients, each of whom has invested thousands into the programme?
Even with part-time or freelance support, this raises serious concerns about the level of mentorship and guidance clients are actually receiving. Many former clients have already complained about poor communication, unanswered emails, and a lack of direct support—this staffing structure suggests those issues won’t just continue, but could get even worse.
Is This a Viable Expansion or a Last-Ditch Effort?
While Campbell’s whiteboard presentation gives the impression of growth and progress, the reality is that this kind of aggressive expansion only works if new signups keep coming in at a steady rate.
The problem is that:
- FBABB is facing legal action – 56 former clients are already involved, with more likely to join, according to The Irish News.
- Negative press is deterring new signups – both The Belfast Telegraph and The Irish News have reported on misleading claims and financial pressure tactics within the programme.
- FBABB’s success depends on constant new sales – if signups slow, the entire business model is at risk.
- The company is understaffed – just 16 full-time employees are expected to support 1,000+ brands, raising serious concerns about the quality of mentorship and fulfilment.
Instead of tackling these fundamental issues, Campbell seems more focused on ramping up sales and recruitment—without making any real improvements to the programme itself.
FBABB: A Business Built on Instability
Darren Campbell’s latest attempt to project an image of business growth feels more like a distraction from the increasing legal and media scrutiny surrounding FBABB.
His new revenue plan makes one thing clear—he’s prioritising financial targets over client success. But with more former clients taking legal action, it’s becoming increasingly obvious that FBABB’s issues go far beyond sales figures.
At this stage, the real question isn’t whether FBABB will hit $1 million per month—it’s whether the company can withstand the mounting pressure from clients, the media, and legal action.
And as for Darren’s big reveal of the lower-priced product strategy announced today… I’ll just leave this here. Anyone with even the faintest clue about eCommerce will be rolling their eyes. Sweet baby Jesus.
