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Tag: Entrepreneurs

  • Shoppers Don’t Want ‘Human Contact’. Where Does That Leave Stores? | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Nothing beats the human touch of a helpful salesperson, right?

    Wrong.

    For so long, retailers have been told that what sets brick-and-mortar apart is the “human element.” But a landmark new survey shows exactly the opposite: roughly half of younger consumers prefer a shopping experience that lets them avoid other people. Convenience and efficiency loom large here: more than three-quarters of Gen Z and millennial shoppers regularly choose online purchases and curbside or in-store pickup.

    All of which raises the existential question: Why do we even have stores anymore, anyway?

    The answer isn’t quite as bleak as it might seem. Physical stores have always served a central need for shoppers, and I don’t see that changing. But exactly what that need is — and how retailers can rise to meet it — is evolving fast.

    Why retailers can’t count on the human element

    First, though, when and why did human interaction become kryptonite for shoppers?

    No surprises here: Covid was the accelerant, creating a wealth of possibilities for buying stuff with minimal human contact. On top of already abundant e-commerce options, we suddenly had new curbside pickup and delivery choices.

    Throw in new norms for remote working, and that meant never having to chit-chat with anyone IRL.

    Of course, the whole IRL thing was already on its way out, anyway. Today, nearly half of teens are constantly online, and 40% of Gen Z say they’re more comfortable communicating digitally than in person. For better or worse, digital interaction has become the predominant way we engage with the world.

    All of that adds up to a major challenge for today’s brick-and-mortar retailers: How do you get shoppers in-store who don’t want to leave the house?

    The answer requires not so much rethinking as remembering the role that stores play. After all, about 80% of transactions still take place in-store.

    That’s not because of some touchy-feely human element — cheesy greeters, schmoozy salespeople, chatty checkout clerks — and it never was. It comes down to adding value, something that not just young shoppers but all shoppers prioritize.

    The act of shopping in-store represents an exceptionally efficient way to browse, try, compare and learn. Smart retailers are increasingly leaning into those advantages, and they’re leveraging tech to do it — finding ways to personalize, customize and streamline the in-store experience for digitally native younger shoppers.

    Here’s what I’ve seen working on the front lines with thousands of merchants around the world.

    Expertise still matters

    Small talk and schmoozing may be out. But genuine expertise is always in demand. And there’s arguably no substitute for speaking with an expert staff member who offers personalized service.

    A couple of summers ago, in my hometown of Montreal, I bought a bike at Rebicycle, which assembles its rides from recycled components. For newbies, there’s a lot to learn about putting all of those pieces together, from the perfect seat to the right brakes to the ideal tire width. Talking to an expert in-store helped me reach the right decision in minutes… instead of hours searching online.

    If Gen Z and Millennial shoppers are all about efficiency, it really doesn’t get much better. Even an AI chatbot can’t compete with a seasoned staff member who knows you, knows the merchandise and knows the stock.

    Retailers are increasingly turning to tech to enhance this kind of in-store expertise. New apps, for example, turn any handheld device into a repository of product knowledge, letting staff of all experience levels easily share specs, insights and availability with customers.

    Related: Why Online Retailers Are Opening Brick-And-Mortar Stores

    The right stock is everything

    Physicality and immediacy are two big things stores have going for them. You can physically try out what you’re looking for. And you can take it home immediately, right then and there. Even Amazon can’t top that.

    But only if it’s in stock.

    There’s nothing more frustrating than traipsing to a store, only to find something sold out (like that soy candle from my favorite downtown boutique — c’mon, guys, your site said two available!).

    When it comes to stock, younger shoppers are especially antsy. Rather than wait for an item to be restocked, they’re willing to spend more to get it right away from another merchant.

    So, how can retailers ensure they’ve got the right merchandise at the right time?

    Seasonality forecasting is critical — i.e., making sure there’s enough stock during busy seasons and not too much at other times. To stock their stores, many retailers still rely on forecasting models that only tap recent sales data — or just go on gut instinct. That can leave them with empty shelves at the most important times of year. New tools remove the guesswork, drawing on historical sales trends to make order recommendations for seasonal products.

    Supply chains are another pinch point — especially with tariffs wreaking havoc on inventories everywhere. Big merchants typically have access to alternate suppliers who can fill the gaps, but for smaller retailers, one hiccup can spell disaster. The good news is that new platforms are democratizing supply chain access, giving smaller stores access to the same vast global sourcing network as major retailers.

    Related: 5 Myths About Young Shoppers and How Retailers Can Reach Them

    Avoid the bad checkout buzz kill

    In a world where shoppers demand efficiency, checkout is an overlooked chance for brick-and-mortar retailers to set themselves apart.

    For nine out of 10 consumers, a smooth checkout plays a major role in whether or not they return to a retailer. And eight out of 10 will avoid a business with a lineup, with 40% of that group either heading to a competitor or simply abandoning their purchase.

    Self check-out to the rescue? Nope.

    Unsurprisingly, two-thirds of consumers say they’ve used a dysfunctional self-service kiosk. Clunky tech is costing retailers money, too: 15% of shoppers admit using self-checkout to steal, and almost half of those folks plan to do it again.

    A better way? I’m seeing more retailers arm their salespeople with handheld POS devices, capable of tabulating a customer’s order and even checking out, on the go. Not rocket science, but surprisingly effective.

    An added advantage here: personalization. The latest tools can call up customer histories and preferences, enabling salespeople to offer additive suggestions or flag sale items… instead of just going for the hard sell. For a generation primed on online algorithms and recommendations, this feels second nature.

    Shoppers’ preferences around human interaction in stores may wax and wane. One person’s friendly clerk might be another’s pushy salesperson. But ultimately, everyone — young or old — is seeking value in their in-store experience. Smart retailers know that personalization, curation and efficiency never go out of style.

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    Dax Dasilva

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  • How a 1-Word Business Plan Can Transform Your Company | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Entrepreneurs live in a world of high-stakes decisions and constant motion. Every day, you are bombarded with problems to solve, opportunities to seize and teams to lead. Through the chaos, it’s easy to feel overwhelmed and mentally drained. No matter how much gets done, your list continues to grow.

    In an attempt to gain control, entrepreneurs spend countless hours attempting to craft the perfect business plan. While most of these business plans are an impressive compilation of detailed objectives, progress trackers and PowerPoint slides, they often end up collecting dust.

    The challenge is that most plans are unnecessarily complex, which makes them difficult to execute. Instead, entrepreneurs can simplify this process by focusing their entire business vision on a single, powerful one-word theme for the year. This one-word business plan then acts as a strategic compass as opposed to a rigid map. Focusing on your one word will help the team stay aligned throughout the year and guide every action.

    Related: 5 Ways to Simplify Your Business Plan and Almost Anything Else

    1. Reflect on your past 12 months

    Before you can chart a course for the next 12 months, it’s important to reflect on where you’ve been (and no, this doesn’t have to be at the start of a new calendar year). Schedule time to review the past 12 months, and start by listing your biggest wins, proudest achievements, what worked well and what didn’t. By being brutally honest about your past performance, you can lay the foundation for exploring potential opportunities, challenges and changes you want to focus on going forward.

    2. Identify new opportunities

    Beyond looking inside your organization, it’s important to take a look outward for new opportunities. Are there any trends that you haven’t capitalized on yet? Are there new markets or revenue streams that are untapped? A good way to identify these opportunities is to stay current by participating in industry events, reading relevant industry publications and networking.

    Look for opportunities that involve new technologies, changing consumer behaviors and an evolving competitive landscape. Once you have a list of these new opportunities, you can identify which ones align with the strengths of your business and team, especially those that your competitors would struggle to replicate.

    3. Pinpoint your biggest challenges

    The next step is to turn your attention to what’s holding you back. Internal challenges might include gaps like outdated software, inefficient team processes or a lack of clear communication. External challenges could include supplier availability, growing competitor market share or changes in laws or regulatory requirements.

    Entrepreneurs often have blind spots when it comes to identifying challenges in their business, so this is a good opportunity to gather feedback directly from your team. An outside perspective from a professional business coach or consultant can also be incredibly valuable.

    Related: The Inevitable Challenges You’ll Face as Your Business Grows — and How to Handle Them

    4. Craft your future vision

    If you could wave a magic wand, where would your business be a year from now? As you craft this vision, consider all of the elements that you have evaluated up to this point. Think about what challenges you look to overcome and what opportunities you plan to seize.

    A good practice is to write this vision in the present tense. For example, “my business has doubled its sales” or “I’ve created processes for my team that allow me to have a better work-life balance.” Writing in the present tense can help you envision how your future will feel and boost your excitement and motivation.

    5. Brainstorm and choose your word

    This is the creative heart of the process. Start by brainstorming a list of words associated with your vision. The key is to not censor yourself. Embrace the process and write down every word that comes to mind.

    Once you have a list of a few dozen words, start eliminating them one at a time until you’ve found the one that aligns best with your vision. For example, a pest control company that wants to streamline its operation to reduce costs, improve customer response times and boost productivity might focus on the word “Processes.” A marketing agency that feels it has lost its creative edge might choose the word “Authenticity” to guide its campaign development.

    If you don’t find a word that resonates with you deeply, don’t be afraid to scrap the list and try again. It’s important to get this right.

    Related: How to Use Your Business Plan Most Effectively

    6. Make it actionable and engage the team

    Now that you have your chosen word, it’s time to let it drive your actions. The first step is to translate your word into concrete initiatives. Start by building a mind map of projects, changes and opportunities that support it.

    For the pest control company I coach, focusing on “Processes” might mean a goal of streamlining a key process by 25%. For the marketing agency I coach, “Authenticity” might lead to a new policy to only work with brands that share their values. Ultimately, your word should be the primary filter for all decisions throughout the year.

    Of course, the most powerful vision is a shared one. Your chosen word will only be effective if your entire team understands it. Take the time to communicate your word clearly and explain the vision behind it. Tell them the story of how you chose it and show them how their individual roles and tasks contribute to the larger theme. When your team is truly aligned, they can make decisions with confidence, solve problems more efficiently and work as a cohesive unit toward a common goal.

    Embracing the one-word business plan can be an exciting new approach to leadership. It’s all about doing more of what matters most and trading complexity for clarity. By distilling your vision into a single, powerful word, you can transform your business, empower your team and ensure that every choice you make moves you in exactly the right direction.

    Entrepreneurs live in a world of high-stakes decisions and constant motion. Every day, you are bombarded with problems to solve, opportunities to seize and teams to lead. Through the chaos, it’s easy to feel overwhelmed and mentally drained. No matter how much gets done, your list continues to grow.

    In an attempt to gain control, entrepreneurs spend countless hours attempting to craft the perfect business plan. While most of these business plans are an impressive compilation of detailed objectives, progress trackers and PowerPoint slides, they often end up collecting dust.

    The challenge is that most plans are unnecessarily complex, which makes them difficult to execute. Instead, entrepreneurs can simplify this process by focusing their entire business vision on a single, powerful one-word theme for the year. This one-word business plan then acts as a strategic compass as opposed to a rigid map. Focusing on your one word will help the team stay aligned throughout the year and guide every action.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Nicholas Leighton

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  • Why Executives Should Stop Ignoring Brain Fog and Start Finding Root-Cause Clarity | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Brain fog. Fatigue. Trouble bouncing back after long days or stressful quarters. Many executives dismiss these symptoms as the inevitable price of leadership. But what if they aren’t just stressed? What if their bodies and environments are quietly working against them?

    That question sits at the heart of what I call root-cause clarity: identifying the hidden triggers that undermine energy, focus and resilience long before they show up as major problems.

    Related: Why Top Leaders Are Turning to Energy Medicine for an Edge

    My turning point

    At the height of my career in tech, I was struck by a car while seven months pregnant with my third child. The accident forced me to slow down and pay attention to my health in ways I had never considered. What began as a fight for survival became a search for deeper answers.

    That search eventually led me into the world of diagnostics, functional wellness and culinary medicine. I became certified through a program accredited by the Harvard T.H. Chan School of Public Health, and I founded Small Hinges Health to help others ask the same question I had to face: what hidden factors might be quietly sabotaging your potential?

    Along the way, I met others who had walked the same path — from pain to purpose — and were building solutions to help people uncover their own root causes. Their journeys echo the same lesson: clarity doesn’t just heal, it transforms how we lead and live. Here are two of those stories.

    Carrie’s story: From illness to educator

    Carrie Drinkwine’s life looked picture-perfect from the outside. She was ambitious, vibrant and determined. But behind the scenes, she was in constant pain. She grew up in a home with hidden mold and later faced an onslaught of chronic health challenges — relentless fatigue, widespread pain and infertility that defied explanation.

    Doctor after doctor offered prescriptions, but no lasting relief. The disconnect between her outward success and her private suffering grew wider until she realized she had to dig deeper for herself.

    Through years of research and trial, Carrie began exploring detoxification, regenerative approaches and cellular-level wellness. Piece by piece, she uncovered the root causes undermining her health. That transformation reshaped her purpose.

    She went on to found Wise Wellness Clinic and later The Institute of Regenerative Health, where she now trains practitioners worldwide to help clients move beyond symptom-chasing and toward true root-cause analysis.

    For executives, her story is a reminder: ignoring fatigue and brain fog isn’t resilience — it’s risk. The leadership lesson is simple: pushing through may win you short-term results, but true resilience comes from addressing what’s quietly draining performance.

    Related: Why a Stress Detox Is Vital for an Entrepreneur

    Jason’s story: From survival to advocacy

    Jason Earle’s early years were marked by illness so severe that doctors once suspected cystic fibrosis. He was allergic to nearly everything in his environment, and his childhood was defined by inhalers, medications, and limitations.

    Then, after his parents’ divorce, Jason moved out of his musty childhood home — and almost overnight, many of his symptoms disappeared. At the time, doctors attributed it to “spontaneous remission.” Years later, he realized something more fundamental: the damp, mold-filled environment he grew up in had likely been the root cause of his suffering.

    Life dealt him further blows. At 14, he lost his mother to suicide. At 15, he was diagnosed with Lyme disease, leading to missed school and mounting setbacks. By 16, he had dropped out and was pumping gas for $7 an hour.

    But in an unexpected twist, a chance encounter at that gas station opened the door to Wall Street. Within a year, Jason had become the youngest licensed stockbroker in U.S. history, earning a Guinness World Record at just 17. He built a successful career in finance, but the mystery of his early health struggles stayed with him.

    When he later discovered the connection between mold and chronic illness, it reframed his past—and gave him a mission. He founded 1-800-GOT-MOLD? and developed the GOT MOLD?® Test Kit, giving people accessible tools to evaluate the air quality in their homes and workplaces.

    For leaders, Jason’s message is clear: you cannot change what you refuse to measure. Hidden factors in your environment and body affect performance whether you acknowledge them or not. Clarity begins with data.

    Lessons for leaders

    For executives, these stories carry a powerful message. Brain fog and fatigue aren’t just signs of overwork – they may be signals of unseen obstacles draining performance. The real risk isn’t in asking too many questions, but in waiting until it’s too late.

    Related: 5 Ways to Improve Productivity By Breathing Easier

    Practical ways to start

    • Test your environment. Environmental toxins and nutrition imbalances can all impact how you show up at work.
    • Seek deeper diagnostics. Go beyond standard panels to uncover what might be quietly affecting resilience.
    • Invest in education. Learn enough to be your own advocate – because no one will prioritize your health more than you.

    Carrie, Jason, and I share one truth: adversity can fuel more than just your mission, it can fuel clarity. Executives are trained to optimize systems and strategies, but the most important system – the body – is often ignored until it fails.

    Root-cause clarity isn’t just a wellness strategy. It’s a performance strategy. And in leadership, clarity is the ultimate competitive edge.

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    Lindsay ONeill

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  • How Working With Rivals Can Unlock Bigger Opportunities | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    For decades, business leaders were told to “crush the competition.” Market share was a zero-sum game; if your rival won, you lost. But in today’s interconnected economy, that thinking feels outdated. Companies that are thriving in 2025 aren’t just fighting competitors harder; they’re practicing something counterintuitive: co-opetition.

    Co-opetition, the blend of cooperation and competition, is about partnering with rivals when doing so creates mutual value. You may still compete for customers, but you also collaborate where interests align. Think of it less like a boxing match and more like building a bigger stadium where both sides can play.

    Related: Win-Win: Strategically Partner With Your Top Competitors

    Why co-opetition is taking off

    Several global trends are making co-opetition not just smart, but essential:

    Complex supply chains: No company controls everything end-to-end anymore. Collaboration helps reduce costs and speed up innovation.

    Customer expectations: Buyers want seamless solutions, and sometimes that requires rivals to connect services.

    Technology ecosystems: Look at how Apple and Microsoft, once sworn enemies, now integrate their products for remote workers.

    Capital efficiency: For startups, teaming with a competitor can open doors to distribution, investors or bundled products that would otherwise be out of reach.

    In other words, co-opetition has shifted from a “nice to have” to a growth strategy.

    Famous rivalries that turned into partnerships

    Some of the most creative partnerships in recent years came from companies that used to fight fiercely.

    • Spotify and Uber: When Spotify partnered with Uber to let riders control music during trips, both sides benefited. Spotify gained listening hours; Uber improved the rider experience without building a music feature.
    • BMW and Toyota: These two auto giants co-developed fuel cell tech and sports cars. Instead of duplicating billions in R&D, they shared costs while still competing in the showroom.
    • Pepsi and Coca-Cola: You’ll never see them share a Super Bowl ad, but behind the scenes, they teamed up on recycling. Both brands win when packaging becomes more sustainable and cost-effective.

    The lesson: True co-opetition creates value that neither party could generate alone.

    Related: Why Partnering With Your Competition Could Be Your Key to Success

    Why entrepreneurs should care

    For founders and small businesses, the stakes are even higher. Limited resources make co-opetition a powerful lever.

    • Bigger reach: Two SaaS startups, one in HR, another in payroll, might compete for small business budgets. But if they bundle services into a joint package, they can land bigger clients together.
    • Credibility boost: Teaming up with a competitor signals strength. It tells customers and investors you’re focused on expanding the pie, not just hoarding your slice.
    • Lower costs: Joint marketing events, shared research or co-authored thought leadership can cut expenses in half.

    In fact, a study in the Strategic Management Journal found that firms engaging in co-opetition often see stronger innovation outcomes than those going it alone.

    How to partner with a rival (without losing your edge)

    Of course, collaboration with competitors isn’t without risks. Done poorly, it can leak sensitive info or create brand confusion. Here’s how to do it right:

    1. Pick the right rival: Choose a competitor with complementary strengths, not a mirror image of your business.

    2. Set clear boundaries: Use agreements to define what data is shared, what’s off-limits and how success is measured.

    3. Start small: Pilot a low-stakes project like a joint webinar before committing to deeper collaboration.

    4. Keep the customer central: The partnership should improve the end-user experience. If it doesn’t, it’s not real co-opetition.

    5. Stay competitive: Remember, you’re still rivals. Healthy competition drives performance even as you cooperate.

    The mindset shift founders need

    Many entrepreneurs avoid co-opetition because they think it signals weakness. In reality, it signals confidence. It says: “We’re strong enough in our lane to work with others, not threatened by them.”

    It also helps you avoid the scarcity mindset. Instead of seeing opportunity as a fixed pie, co-opetition shows you how to expand the pie. This is especially powerful in sectors like fintech, health tech and mobility, where no single company can solve every problem.

    Related: How to Play Nice With Your Competitor(s) So Everyone Wins

    The future is co-opetitive

    Look around, and you’ll see this becoming the norm:

    • Amazon’s third-party marketplace partners with sellers who also compete with its own brands.
    • Google and Samsung teamed up to strengthen the smartwatch ecosystem against Apple.
    • Airlines, as one of the toughest, most cutthroat industries, build alliances like Star Alliance to expand global reach.

    For entrepreneurs, the message is clear: The next decade of growth won’t just come from competing harder, but from collaborating smarter.

    As the saying goes, “If you want to go fast, go alone. If you want to go far, go together.” In today’s world, that might even mean going together with your rival. The logic is simple: No single company can own every resource, technology or market. By finding areas where interests align, even rivals can unlock new customers, share costs and shape industries in ways that would be impossible alone.

    Co-opetition isn’t about abandoning competition; it’s about knowing when to compete and when to collaborate so that everyone grows stronger in the long run.

    For decades, business leaders were told to “crush the competition.” Market share was a zero-sum game; if your rival won, you lost. But in today’s interconnected economy, that thinking feels outdated. Companies that are thriving in 2025 aren’t just fighting competitors harder; they’re practicing something counterintuitive: co-opetition.

    Co-opetition, the blend of cooperation and competition, is about partnering with rivals when doing so creates mutual value. You may still compete for customers, but you also collaborate where interests align. Think of it less like a boxing match and more like building a bigger stadium where both sides can play.

    Related: Win-Win: Strategically Partner With Your Top Competitors

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Bhaskar Ahuja

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  • How WWE’s Chelsea Green’s Punched Her Way to Success | Entrepreneur

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    Some people overcome career obstacles. Other people punch obstacles in the face.

    Such is the case for WWE superstar Chelsea Green, who joined the How Success Happens podcast and shared her “follow your instincts” approach to making career decisions. Chelsea was studying kinesiology in college and aiming to become a physical therapist when she realized it wasn’t her “calling.” She thought about becoming a personal trainer, but after seeing a wrestling match—by chance—on TV, the plan changed. The drama, the athleticism, and the choreographed violence she saw on the screen immediately spoke to her: “Something triggered in my mind that is what I need to be doing,” she says.

    She enrolled in a wrestling school that happened to be just down the road, putting her on a path to wrestling stardom and being crowned the first Women’s United States Champion. “Never be afraid to try new things,” Chelsea advises, “and also don’t be afraid to say, ‘This isn’t for me, I’m going to try something else.’”

    Listen to Chelsea’s insights on ambition, resilience (i.e., finishing a match despite having freshly broken bones), and carving out her own version of success here or watch the conversation above. And check out her hard-earned success tips below. And grab a bag of ice — some of this advice hits hard.

    Three Things Chelsea Green Suggests Ditching ASAP

    Asking “What’s Next?”
    Chelsea revealed how her early career was dominated by relentless goal-setting: “I set goals, and the minute that I hit that goal, I am immediately onto the next.” This constant chase left her unable to celebrate her victories, even when she made history as the first-ever United States Women’s Champion. “I was so focused on what’s next… I couldn’t enjoy what was happening in the moment.” She has since reframed her mindset: “In wrestling, it can be here today, gone tomorrow,” and now makes a conscious effort to savor each achievement.

    Takeaway: Celebrate accomplishments as they come instead of always racing toward the next milestone.

    Doing Homework
    Chelsea’s journey was shaped by listening to her gut—even when it meant dramatic pivots. From leaving a kinesiology degree to traveling abroad and then abandoning a future as a personal trainer, she recalls: “I was on my computer doing some homework and wrestling came on TV. I just could not take my eyes off the screen. They were doing everything that I’ve ever wanted to do combined — they need to be fit and healthy, they’re dramatic, they’re doing stunts,” she remembers. That moment led her to drop out and enroll in wrestling school, launching her storied career.

    Takeaway: Trust inner signals—sometimes the opportunity meant for you appears when least expected.

    Setting a Routine
    Unlike many athletes, Chelsea avoids strict pre-show routines: “Every venue is different… I never want to rely on a routine or a schedule that’s going to get messed up.” Her philosophy is “easy breezy,” ensuring she’s always ready. She keeps the pressure in check, telling her team before matches: “Girls, in 10 minutes we’re gonna be done and on our way to bed.” She credits her success with an ability to keep things light. “Look, you’re watching me play fight in my underwear with my best friends. It’s not that serious.”

    Takeaway: Flexibility and humor can be powerful antidotes to stress—especially when stakes feel high.

    Subscribe to the How Success Happens newsletter for more great leadership tips!

    WWE | Getty Images

    Some people overcome career obstacles. Other people punch obstacles in the face.

    Such is the case for WWE superstar Chelsea Green, who joined the How Success Happens podcast and shared her “follow your instincts” approach to making career decisions. Chelsea was studying kinesiology in college and aiming to become a physical therapist when she realized it wasn’t her “calling.” She thought about becoming a personal trainer, but after seeing a wrestling match—by chance—on TV, the plan changed. The drama, the athleticism, and the choreographed violence she saw on the screen immediately spoke to her: “Something triggered in my mind that is what I need to be doing,” she says.

    She enrolled in a wrestling school that happened to be just down the road, putting her on a path to wrestling stardom and being crowned the first Women’s United States Champion. “Never be afraid to try new things,” Chelsea advises, “and also don’t be afraid to say, ‘This isn’t for me, I’m going to try something else.’”

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Dan Bova

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  • 29-Year-Old’s Salty Side Hustle Hit $10 Million Last Year | Entrepreneur

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    This Side Hustle Spotlight Q&A features New York City-based entrepreneur Seth Goldstein, 29. Goldstein is co-founder with Steven Rofrano of Ancient Crunch, a company behind the chip brands MASA and Vandy, which launched in 2022. Responses have been edited for length and clarity.

    Image Credit: Courtesy of Ancient Crunch

    Want to read more stories like this? Subscribe to Money Makers, our free newsletter packed with creative side hustle ideas and successful strategies. Sign up here.

    What was your day job or primary occupation when you started your side hustle?
    I was a vice president at a private equity fund focused on fast-growing healthcare businesses.

    When did you start your side hustle, and where did you find the inspiration for it?
    My co-founder, Steven, made fun of me for eating Tostitos while we were hanging out in Miami. I didn’t know what a seed oil even was at the time, but that conversation snowballed into a side project, which became MASA Chips.

    Related: This Mom’s Garage Side Hustle for Kids Became a Business With $1 Billion Revenue

    What were some of the first steps you took to get your side hustle off the ground? How much money/investment did it take to launch?
    Steven and I put in about $250,000 of our own money. I had saved a bit working in finance, and Steven had made some money (accidentally) timing the market perfectly on Florida real estate during Covid. We have raised about $14 million since then.

    If you could go back in your business journey and change one process or approach, what would it be, and how do you wish you’d done it differently?
    We have always known that happy customers make a strong business, but we didn’t appreciate how much “latent demand” there is. We are primarily an online business, and we didn’t think email marketing made any sense until we tried it. Subscriptions seemed weird for chips, and now they are half of our business. If we knew then what we know now, Ancient Crunch would be about five times bigger.

    When it comes to this specific business, what is something you’ve found particularly challenging and/or surprising that people who get into this type of work should be prepared for, but likely aren’t?
    Most consumer packaged goods businesses are really just marketing companies. They hire a factory, slap their sticker on the bag and sell it for a markup. Because we fry our chips in beef tallow, we couldn’t find a factory, so we built our own. Turns out, that’s fairly challenging. The other major dynamic is that you always need more money than you think. We have said we are done raising money countless times in the past three years.

    Related: This Mom’s Creative Side Hustle Started As a Hobby With Less Than $100 — Then Grew Into a Business Averaging $570,000 a Month: ‘It’s Crazy’

    Image Credit: Courtesy of Ancient Crunch

    Can you recall a specific instance when something went very wrong? How did you fix it?
    Just recently, we had the good fortune of Vandy Crisps (our potato chip line) selling too well. Due to our in-house manufacturing, this meant that we had to go out of stock for about three weeks. While this doesn’t sound like a huge deal, it is very frustrating for customers to wait longer than expected (especially in the age of Amazon), and in the meantime, we can’t go market to new customers because we don’t have the inventory to sell them. We started working longer hours, got new fryers and are now back on track.

    How long did it take you to see consistent monthly revenue? How much did the side hustle earn?
    We saw fairly consistent monthly revenue basically from day one. We were not profitable, but we had a product that people loved, and it sold pretty well right from the start. We were doing about $30,000 per month in the early days.

    Related: After College, She Spent $800 to Start a Side Hustle That Became a ‘Monster’ Business Making $35 Million a Year: ‘I Set Intense Sales Targets’

    What does growth and revenue look like now?
    We are very focused on growth. Last year, we did just under $10 million in revenue. Next year, we plan to do about $250 million.

    What does a typical day or week of work look like for you?
    I work about 50 hours per week these days. I have calls in a block from 11 a.m. to 5 p.m. and am working through emails the rest of the time. When you own the business, your job is whatever the biggest fire is. Often, that has been fundraising. Some days, that’s signing celebrity deals. Other days, it’s optimizing landing page conversions while trying to convince the next retailer to put you on the shelf. Founders always wear a lot of hats.

    Image Credit: Courtesy of Ancient Crunch

    What do you enjoy most about running this business?
    It’s awesome seeing your product gain cultural standing. When we started, this was a side project that most of my friends politely told me was a waste of time. Now, we have something like 100,000 people eating our products every month, and we are a bestselling product at several major retailers, including Erewhon and Citarella.

    Related: These 31-Year-Old Best Friends Started a Side Hustle to Solve a Workout Struggle — And It’s On Track to Hit $10 Million Annual Revenue This Year

    What is your best piece of specific, actionable business advice?
    Make something that people want, then put it in front of 100 million people as fast as you can. Don’t start with, “I want to start a business.” Start with, “This thing should exist” or “This problem can be solved.”

    This article is part of our ongoing Young Entrepreneur® series highlighting the stories, challenges and triumphs of being a young business owner.

    This Side Hustle Spotlight Q&A features New York City-based entrepreneur Seth Goldstein, 29. Goldstein is co-founder with Steven Rofrano of Ancient Crunch, a company behind the chip brands MASA and Vandy, which launched in 2022. Responses have been edited for length and clarity.

    Image Credit: Courtesy of Ancient Crunch

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    Amanda Breen

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  • How Complex Pricing Destroys Customer Trust | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    A potential customer reaches out to your account or customer service team to inquire about your product or service. After discussing the features and benefits, the conversation often shifts to pricing. Your sales team prefers the term “cost” because it sounds more appealing and justifies the impressive features and benefits highlighted on your website and in your sales literature.

    However, complex and convoluted pricing structures can often deter customers. They want clarity from the beginning. How much will they spend, and what value will they receive in return? I have never sold or offered the “cheapest” or “lowest priced” service or product, nor do I intend to. I am motivated by delivering value, which I believe results in a higher quality customer experience.

    As a seasoned entrepreneur, I recognize that pricing products and services is not always straightforward. Customers may be uncertain about which options best meet their needs. That’s why having an educated and easily accessible sales and customer service team is crucial. By asking the right questions, our reps can guide customers to the most suitable options while highlighting the associated benefits, a strategy that all successful sales trainers advocate.

    In this article, I will outline some ideas and steps our company has implemented, such as our new instant pricing calculator, designed to enhance customer satisfaction and improve our bottom line. Additionally, I will discuss a frustrating situation that negatively affects the customer experience.

    Related: An Entrepreneur’s Guide to Startup Pricing Strategies

    Why pricing complexity kills trust

    One of the best examples of pricing complexity can be found with cable TV providers. While the industry is easy to pick on, many people over 30 have likely experienced the frustrating runaround associated with cable TV pricing.

    Fifteen years ago, when I moved into a new house, contacting my local cable TV provider to inquire about their packages was at the top of my to-do list. I also needed reliable internet service, and if the same company offered both, that would be ideal.

    The customer service representative (CSR) who answered my call was friendly and seemed knowledgeable. They informed me that it was my lucky day because they were running a “special.” If I signed up for the day’s deal, I would receive a landline, a premium cable package (which included hundreds of channels I had never heard of) and internet service for around $300 per month. Essentially, I could save money by bundling these services.

    I definitely needed internet service and figured I might as well try the extra movie channels. I wasn’t particularly interested in the landline, but my grandmother was thrilled that I would have “reliable phone service.” However, there was a catch: The introductory offer would expire after 24 months. But I thought I could deal with that issue later, so I signed up.

    All good deals must end

    A couple of years later, my monthly cable bill increased by about 30%. After navigating through a complicated phone tree, I finally reached a sympathetic CSR. After I shared my frustration about the outrageous pricing, complete with a veiled threat to cancel everything, they agreed to reinstate my previous pricing plan. I lost the HBO and Showtime channels that I had forgotten were included, though, and if I wanted to keep them, it was going to cost me about $30 per month.

    Fast forward to a few years later: After a challenging workday, I hit the roof when I saw my new $400 cable bill. It was time to change my cable TV plan.

    After going through the phone tree again, Tony answered my call. He was nice, easy to understand and seemed knowledgeable about the company’s offerings. I informed Tony that I wanted to make a few simple changes. The good news was that he had a solution.

    First off, I didn’t need a landline telephone. The rare times I used my home phone were only to locate my misplaced mobile phone. Otherwise, it never rang, not even for a call from my grandmother. Since I only watch a few sports, news and rerun channels, I could do without the dozen or so channels featuring UFO discoveries and home shopping options. However, I did want to increase my internet speed.

    You might think my requests were straightforward, and that with a few keystrokes, my monthly bill could be reduced while getting stronger Wi-Fi. I wasn’t surprised to learn that the introductory offer I had benefited from twice before was no longer available. Darn.

    Tony found a new deal. I could drop the landline, keep my cable channels, switch to a mid-tier internet package and save about $40 per month. There was one catch: Tony offered me a mobile phone line, along with a free flip phone, to replace the landline.

    “Thanks, Tony, but I already have a mobile phone plan, complete with all the bells and whistles of a cellular contract, and I don’t need another phone.” In fact, this cable provider doesn’t even sell mobile phone services to the general public, only to existing customers. I suppose that’s one way to boost their market share.

    Agreeing to the “deal of the day” was the easy way to lower my bill. However, no new cellular line meant no price reduction.

    A follow-up call days later resulted in an internet service quote of $195 per month, which seemed high to me. Tony also informed me that an unlimited internet package was required since I would be streaming additional services. Me streaming other services was one thing Tony got right.

    I understand the bundling offer. The same goes for auto insurance companies running ads during my favorite shows. What I don’t understand is why a company would want to sell me services that I don’t need or want, and never will. However, I don’t want to pay for market share in areas where the company doesn’t specialize.

    Most of us prefer à la carte services and pricing. Show me the options for cable channels and their prices, as well as the costs of various internet packages. Feel free to display the landline and mobile phone packages as well; if I’m interested, I may choose one. But today, I only need a reliable, high-speed internet package with fewer channels and a smaller monthly bill.

    Related: 10 Pricing Strategies That Can Drastically Improve Sales

    Pricing calculators will empower your customers

    My desire for à la carte services motivated me to develop an online pricing calculator for our website. When a new customer contacts us, they are often unsure about the services they need. To address this, we developed an instant online pricing calculator, which also shows our pricing compared to our competitors’ pricing. This tool allows both new and existing clients to select the types of services they require, choose from a few add-on options and view our rates. Here’s an example:

    Our transcription company serves a variety of industries, including medical, legal, law enforcement, corporate and education. The pricing for a single speaker with good audio quality for a duration of 30 minutes is easy to calculate.

    In contrast, transcribing a legal deposition involving 10 speakers, two of whom speak different languages and talk over each other in challenging audio conditions, presents greater difficulties. Attorneys and legal clients typically require verbatim transcripts, capturing every sound and syllable. As a result, the cost for producing these transcripts is higher due to the time and expertise involved.

    Our updated pricing calculator also helps clients understand our services and the reasons behind the costs of select add-ons, which we hope will increase their comfort and confidence in our offerings.

    In cases where a customer is unsure about what they need or our available service options, we see this as an opportunity to explain our different transcription services and establish a personal relationship with them.

    Related: Why Entrepreneurs Should Explain the Cost of Their Product to Customers

    Upselling works when customers benefit

    As a student of sales and marketing strategies, I recognize the advantages of upselling, which involves offering additional services to clients. Often, customers are not aware of all the services available to them. In many cases, bundling services can create benefits for both parties.

    However, when presenting special deals, it’s essential to provide options and solutions that truly benefit the customer. Forcing a square peg into a round hole does not help anyone, and resentment usually follows.

    If you haven’t already, consider using a pricing calculator for your business. This tool may encourage further interaction between your company and valued customers.

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    Ben Walker

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  • Inside Medium Rare’s Celebrity Events Business | Entrepreneur

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    The first time I spoke with Adam Richman and Joe Silberzweig, the co-founders of live events company Medium Rare, they were figuring out how their business could survive in a world shut down by the pandemic.

    In the five years that followed, they did more than just figure it out — they absolutely blew up. Medium Rare has become a powerhouse in the events space, creating festivals for some of the biggest names in sports and entertainment: Rob Gronkowski‘s Gronk Beach, Travis Kelce‘s Kelce Jam, Shaquille O’Neal‘s Shaq’s Fun House and Guy Fieri‘s Flavortown Tailgate, to name a few.

    I caught up with them as they were firing up the ovens for Dave Portnoy‘s One Bite Pizza Festival and prepping for John Summit’s upcoming Experts Only dance music festival (to be held September 20-21 on New York City’s Randall’s Island).

    The duo shared their insights and tips for building, growing and problem-solving that any entrepreneur looking to build momentum and scale can apply to their service-based business.

    Related: His Teenage Side Hustle Made $200 on a Good Night — Now the Business Earns $20 Million a Year: ‘Like Having X-Ray Vision’

    Momentum breeds momentum

    When Richman and Silberzweig first launched Medium Rare just before the Covid-19 pandemic, “no one gave a crap about us,” Richman recalls. “No one would take our call.” But after landing their first big celebrity collaborations, everything changed. “It is a domino effect — each event serves as its own sort of engine to the next one,” Richman explains. “The visibility of working with Shaq led to deals with Guy Fieri, who attended a previous event, which then led to Travis Kelce, and so on.” The guys treat every festival and event as an advertisement for what they can do.

    Takeaway: Make your work your marketing. Focus on delivering standout results for current clients, and let word-of-mouth build curiosity and opportunity for future partnerships.

    Related: 5 Essentials to Make Your Next Business Event a Huge Hit From the Creator of This Buzzy Food Festival

    Be strategic, not desperate

    Richman and Silberzweig have learned not to say “yes” to every opportunity. “We’ve had MVP-caliber athletes reach out to us, but Adam and I just kind of banged our heads against the wall and couldn’t figure out anything for this guy that we absolutely loved,” Silberzweig says. They turned down the offer, which shocked the athlete’s rep. “They said, ‘You’re the first person who has ever said no to us!’” he recalls.

    The pair says that in the early days, they would have jumped at the chance, but time and experience taught them not to force it. “There are only so many weeks in the year to plan these events, so we’ve learned to be a little bit more selective and strategic about throwing our energy into the ones we can really elevate,” Silberzweig says.

    Takeaway: Protect your time, energy and brand by learning to say “no.” Select partners and projects that align with your values and inspire you to do great work.

    Credit: Medium Rare

    Creative problem-solving under pressure

    Executing Portnoy’s One Bite Pizza Festival had enormous logistical challenges. “Everyone told us we were crazy. All of our peers in the industry were like, ‘There’s no way you can do a pizza festival,’” Richman recalls.

    Each participating pizzeria required its own specialized oven — none of which could be rented in quantity. Their solution? “We bought the ovens from restaurant supply companies new, we’ll use them for seven hours, then sell them back as used. It’s a creative rental,” Richman explains. The initial outlay topped $1 million, but they calculate that they’ll recover about 70% through equipment resale.

    Takeaway: Take “impossible” as a challenge, not a verdict. Keep pushing for creative solutions — sometimes this means reimagining industry norms or business models, or laying out capital to take a calculated risk.

    Related: These Guys Produced the Super Bowl Pre-Show Everyone Will Be Talking About

    Stay cool — and collaborative — when chaos hits

    The founders say what separates top live event producers from the rest is “how they deal with the curveballs.” Whether it’s a lightning storm, missed flights or city permits, they emphasize splitting duties and making fast, collective decisions: “We know how to put our thinking caps on and react in those situations,” Richman says.

    When Jalen Brunson and Josh Hart‘s Roommates Fest event was threatened by storms, they “got on our hands and knees” with city officials to negotiate a later start time. After securing that, they rewrote the run-of-show, coordinated with celebrity guests and informed attendees — all in under 30 minutes.

    Takeaway: Build a culture of problem-solving. Success depends not just on planning but also on reacting to the unexpected with focus and clear communication.

    The first time I spoke with Adam Richman and Joe Silberzweig, the co-founders of live events company Medium Rare, they were figuring out how their business could survive in a world shut down by the pandemic.

    In the five years that followed, they did more than just figure it out — they absolutely blew up. Medium Rare has become a powerhouse in the events space, creating festivals for some of the biggest names in sports and entertainment: Rob Gronkowski‘s Gronk Beach, Travis Kelce‘s Kelce Jam, Shaquille O’Neal‘s Shaq’s Fun House and Guy Fieri‘s Flavortown Tailgate, to name a few.

    I caught up with them as they were firing up the ovens for Dave Portnoy‘s One Bite Pizza Festival and prepping for John Summit’s upcoming Experts Only dance music festival (to be held September 20-21 on New York City’s Randall’s Island).

    The rest of this article is locked.

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    Dan Bova

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  • How to Unlock Your Inner Intelligence in an AI-Driven World | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    You can easily search online to find lists of new tech tools or the top new ChatGPT prompts to have AI help you with your work, but what about tapping into your own internal productivity without outside assistance? We often forget that the most powerful productivity hack isn’t just another app — it’s our own internal potential and the knowledge to tap into it.

    It is something we refer to as Absolute Intelligence.

    The originator of this concept, global humanitarian and spiritual leader Gurudev Sri Sri Ravi Shankar, recently spoke at Deakin University’s Applied Artificial Intelligence Institute, exploring the theme of Absolute Intelligence versus Artificial Intelligence and the nature of our innate, embedded intelligence. The key factor is that, unlike artificial intelligence, Absolute Intelligence becomes accessible when your mind is calm and settled. It’s a deeper intelligence that allows you to see more possibilities and make better decisions by tapping into your intuitive abilities.

    While companies everywhere are racing to implement AI, the ones that can truly succeed have something more: self-aware leaders who are able to tap into their Absolute Intelligence. In a world flooded with external tools, it’s the internal operating system of a leader that often determines whether innovation thrives or fails.

    Studies are starting to show that over-reliance on AI can lead to a decline in cognitive abilities such as critical thinking, problem-solving and retention. Research suggests that AI use can result in cognitive offloading, where individuals delegate tasks to AI, reducing their engagement in deep, reflective thinking.

    This can lead to a decrease in brain activity, weaker memory retention and a diminished sense of authorship, particularly when using AI for creative tasks. So what can we do to thrive in such a situation?

    Here are five powerful and practical “prompts” to unlock your own Absolute Intelligence:

    Related: How to Access the Inner Power That Makes You Irreplaceable in an AI-Driven World

    1. Develop a deeper understanding of self

    Start by looking beyond your body and thoughts. You are not just a collection of tasks, roles or even emotions. We are more than what meets the eye. In the SKY Breath Meditation program, one experiences the seven layers of our existence. The physical body, then our breath and mind, are the first three, more physical layers. Then comes your intellect, where conscious choices are being made. The fifth layer is your memories, and the sixth layer is the more encompassing ego or sense of identity. Finally, the last layer is the Self, which goes beyond ego to encompass the never-changing reference point of who we truly are.

    A fundamental understanding of this truth allows us to connect with the core of who we are. When you do this, clarity comes naturally.

    2. Learn to recharge

    Self-awareness is a first step in learning to recharge. When we become aware of our thoughts and emotions and learn to manage them through the breath, we get in touch with our Self — the source of all energy.

    We often tend to treat our devices better than our own systems, adding protective layers to our phones and ensuring our computer is always fully charged.

    Paying attention to the type of foods we consume, the amount of sleep we get, learning how to use the breath and maintaining a pleasant state of mind can help us recharge our own batteries — and keep us ready to face the challenges that the world throws at us.

    Our breath holds many secrets, but we often pay attention only when we are out of breath!

    There’s ancient wisdom behind the sayings “you are what you eat” or “you become the average of your closest circle.” They reflect a deeper truth: Your outer world is an echo of your inner vibration. So if you want to show up differently, start by tuning the instrument. Choose wisely. What you eat, who you spend time with and how you breathe are not just habits. They’re your crucial foundation builders.

    Related: Relying on AI Could Be Your Biggest Business Mistake — These 2 Human Skills Are What Drive Real Results.

    3. Be in the present moment

    It’s not enough to understand productivity intellectually; you have to live it. A few days ago, I was leading a virtual meditation session for over a hundred people and realized that the administrator had muted the entire group, including me — and had gone for a bio-break.

    When I tried to unmute myself, I was not able to do it! I was able to accept the present moment, and instead of reacting, I chose to respond. I used sign language to signal to the participants to begin their meditation. Towards the end, when we recapped, most people had a deep meditation and didn’t even realize that I had not been able to unmute myself in the beginning.

    When we embrace the present moment in its totality, we are able to respond and make the most of a given situation.

    4. Train your breath, train your mind

    Your breath is more than just a biological function; it’s the remote control for your mind. It’s the bridge between the outer and inner worlds. Learning to modulate your breath can help you achieve a sense of clarity and calmness, as well as boost your energy and dynamism.

    As part of SKY Breath Meditation program, we teach specific breathing techniques that have helped leaders stay grounded in high-pressure situations, from negotiations to startup setbacks. If you want to lead with clarity and purpose, start by mastering your breath.

    Modern neuroscience is catching up to what ancient wisdom has always known: How you breathe directly affects how you think, feel and perform. Research shows that rhythmic breathing patterns regulate the autonomic nervous system, lower cortisol levels and improve heart rate variability, all key indicators of resilience and mental agility. When your breath is steady, your thoughts follow suit. You move out of a reactionary state and instead, you’re responding with presence, clarity and purpose.

    Related: Is Artificial Intelligence Replacing Your Intelligence?

    5. Lead from within

    We are more than just our minds, thoughts and emotions. We realize this when we are able to remove the veil of stress that clouds our vision. This effectively changes our outlook towards life, and we are able to connect with others around us in more real and meaningful ways. A sense of connection and belonging helps establish mutual trust. That’s when we begin to lead not just from the mind, but from a deeper place of wisdom.

    Artificial intelligence has indeed been a transformative force, redefining efficiency, scale and problem-solving across the board. What truly distinguishes human capacity is not just the ability to compute faster or analyze more, but the very intelligence that arises from awareness. As AI continues to evolve, the most meaningful differentiator will not be technological progress alone, but our ability to deepen our understanding of Absolute Intelligence and to lead from that place of awareness and intuition.

    So before you open another productivity app or scroll for the latest AI prompts — Pause. Breathe. Relax. For these are the prompts to access your Absolute Intelligence.

    You can easily search online to find lists of new tech tools or the top new ChatGPT prompts to have AI help you with your work, but what about tapping into your own internal productivity without outside assistance? We often forget that the most powerful productivity hack isn’t just another app — it’s our own internal potential and the knowledge to tap into it.

    It is something we refer to as Absolute Intelligence.

    The originator of this concept, global humanitarian and spiritual leader Gurudev Sri Sri Ravi Shankar, recently spoke at Deakin University’s Applied Artificial Intelligence Institute, exploring the theme of Absolute Intelligence versus Artificial Intelligence and the nature of our innate, embedded intelligence. The key factor is that, unlike artificial intelligence, Absolute Intelligence becomes accessible when your mind is calm and settled. It’s a deeper intelligence that allows you to see more possibilities and make better decisions by tapping into your intuitive abilities.

    The rest of this article is locked.

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    Ajay Tejasvi

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  • Most Founders Would Hide a Secret Service Investigation From Customers — Here’s Why I Didn’t (and How It Paid Off) | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In 2012, just after wrapping up a late-night hackathon with my small team, I received an email that sent my heart leaping into my throat: Our domain was being suspended due to a U.S. Secret Service investigation. At the time, Jotform was still a scrappy startup. We had no legal team, no PR advisor, no crisis plan whatsoever. I had a terrible, sinking feeling that everything we had worked so hard to build was suddenly at risk.

    After the initial shock, my first thought came to me with surprising clarity: We had to alert our users. I quickly typed up a blog post and emailed our customers directly.

    I kept it brief and to the point. “I wish we could provide more details about what happened, but we are also in the dark. We have not been given any information by GoDaddy or the Secret Service, other than our domain being suspended ‘as part of an ongoing law enforcement investigation,’” I wrote, before directing them to the media coverage quickly proliferating across the web.

    What happened next surprised me. Instead of backlash, we saw an outpouring of support. Users stood by us. It turned a crisis into a moment of trust.

    In the age of AI, where decision-making and product experiences are increasingly being handed over to algorithms, transparency matters more than ever. Users want to know what’s happening behind the scenes — and who they’re trusting with their data, time and business. If you want loyalty, transparency isn’t just a good habit: It’s your most powerful PR tool. Here’s why.

    Related: Full Transparency Is More Than a Morale Booster — It’s a Critical Growth Driver. Here’s How to Embrace It.

    Transparency vs. oversharing

    We never actually figured out exactly why our domain was being investigated — my best guess is that our forms were used in a phishing scheme. It wasn’t a big scandal, which certainly made being honest easier than, say, a self-inflicted crisis a la the Cambridge Analytica debacle.

    I’d always believed in transparency, and this episode only reaffirmed its importance. But as leaders, when and how to be open isn’t always immediately obvious. As the author Simon Sinek put it, “Transparency isn’t sharing every detail. Transparency means providing the context for the decisions we make.”

    According to research from McKinsey, there’s a dark side to too much transparency: “Excessive sharing of information creates problems of information overload and can legitimize endless debate and second-guessing of senior executive decisions,” the authors write.

    So how should leaders balance being open without going over the top? Start by asking: What does my team or customer need to understand in order to trust our decisions? Transparency isn’t about dumping every internal memo or half-formed idea into the public sphere. In the case of Jotform’s Secret Service investigation, our forms were down and our customers deserved to know why. Sharing the truth simply made more sense than trying to cover it up.

    A good transparency policy means sharing what matters — what happened, what’s being done about it and how it impacts those who rely on you. Anything more is noise. Anything less can be perceived as evasive.

    Transparency in the age of AI

    Jotform’s Secret Service snafu happened long before AI entered the scene. But the lesson it taught me — that users respond to honesty, not perfection — feels even more relevant now.

    AI is increasingly embedded in the tools we use every day, from hiring platforms to productivity apps, meaning the stakes around transparency have never been higher. Users are deciding whether to trust algorithms to make decisions that affect their work, finances, and even their safety. One survey by YouGov found that nearly half (49%) of U.S. respondents admitted to feeling concerned about AI, while 22% said they were outright scared.

    Already, stories of AI misuse abound. The Chicago Sun-Times, for example, recently had to issue an apology after it published a summer reading list filled with AI-generated book recommendations — many of which didn’t even exist. It’s a blight that’s going to follow the paper around for a long time, having damaged its readers’ trust in ways that will be difficult, if not impossible, to repair.

    Related: Why Every Entrepreneur Must Prioritize Ethical AI — Now

    In general, AI transparency means “being honest about what a system is intended to do, where it fits with the organization’s overall strategy, which benefits and pitfalls it brings and how it is likely to impact people,” writes EY’s Raj Sharma for the World Economic Forum. Unfortunately, a lot of AI today is implemented behind a shroud of secrecy, “with powerful solutions developed behind closed doors by a small number of stakeholders.”

    When users don’t understand how a system works — or worse, discover later that they were misled — they feel deceived. As leaders, we can’t afford to treat transparency as an afterthought. It needs to be built into the product from the start. That means clearly communicating how your AI tools function, what data they rely on, what limitations exist and how you’re safeguarding against bias or misuse. Transparency doesn’t mean revealing your entire codebase — it means treating your users like the stakeholders that they are.

    Trust is fragile, and once broken, it can’t always be fixed. When you keep your users in the know, it doesn’t just build loyalty — it bolsters your reputation in the long term.

    In 2012, just after wrapping up a late-night hackathon with my small team, I received an email that sent my heart leaping into my throat: Our domain was being suspended due to a U.S. Secret Service investigation. At the time, Jotform was still a scrappy startup. We had no legal team, no PR advisor, no crisis plan whatsoever. I had a terrible, sinking feeling that everything we had worked so hard to build was suddenly at risk.

    After the initial shock, my first thought came to me with surprising clarity: We had to alert our users. I quickly typed up a blog post and emailed our customers directly.

    I kept it brief and to the point. “I wish we could provide more details about what happened, but we are also in the dark. We have not been given any information by GoDaddy or the Secret Service, other than our domain being suspended ‘as part of an ongoing law enforcement investigation,’” I wrote, before directing them to the media coverage quickly proliferating across the web.

    The rest of this article is locked.

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    Aytekin Tank

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  • KneeMo Wants to Help Knee Pain Sufferers Get Moving | Entrepreneur

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    Dr. Tom Andriacchi, PhD, is Professor Emeritus at Stanford University, President of SomaTX Design, and co-inventor of KneeMo, “the first smart wearable designed specifically to reduce knee pain during movement,” he told Entrepreneur. We asked Andriacchi how his company developed the product, the business moves he’s made to get it out into the world, and his best advice for entrepreneurs in the health tech space.

    Can you explain how KneeMo is different from other knee pain products?
    Unlike standard braces that simply support or compress the joint, KneeMo actively uses motion-sensing technology and vibration therapy to reduce pain in real time. The result is that people can stay active, preserve their independence, and avoid the physical and mental consequences of a sedentary lifestyle. What makes KneeMo unique is that it isn’t just an idea—it’s been rigorously developed and clinically tested at Stanford University in a peer-reviewed trial. We began with a soft launch in 2024, but KneeMo officially launched earlier this year. My role is to guide the company’s direction while making sure the science we developed translates into something useful, accessible, and impactful for people living with knee pain.

    Related: ‘What If It All Works?’: The Mindset Shift That Helped This Entrepreneur Build a $20 Million Fashion Brand In 4 Months

    What inspired you to create it?
    The inspiration came from a fundamental question: could we move beyond passive support and actually change how people experience knee pain while in motion? Given KneeMo’s distinctive design, we knew we needed to test whether it could make a measurable difference. We ran a rigorous placebo-controlled trial with patients experiencing documented knee pain. The “aha moment” came when we saw the results—patients were walking more easily and climbing stairs with less pain, sometimes after just a few steps. The improvements in function were immediate, visible, and far exceeded our expectations. That pivotal moment convinced me to devote the next decade to building a company that could take KneeMo out of the lab and into people’s lives.

    Any lessons about effective marketing you can share?
    Absolutely. First, don’t underestimate the cost and complexity of going head-to-head with established brands in direct-to-consumer marketing—you need to be strategic, not just loud. Second, with a novel medical product, education is everything. People need to understand not just what it is, but why it works. That means explaining the science clearly, sharing real patient outcomes, and pointing to clinical data. Finally, you have to justify your product’s cost compared to competitors. If you’re asking people to invest in something new, you owe them transparency about the value and impact.

    How has the feedback been from users?
    In our initial clinical study at Stanford, 95 percent of participants showed prompt improvement in quadriceps function, sometimes within just a few steps of using KneeMo. That number is powerful not just scientifically, but personally—it represents people regaining mobility, independence, and hope.

    Related: He Hated Furniture Shopping. So He Built a Business to Do It for Him.

    What does the word “entrepreneur” mean to you?
    For me, entrepreneurship is defined by innovation, motivation, commitment, and perseverance. It’s about seeing potential where others see limits, and having the grit to push through setbacks to bring that potential to life. It’s not just about creating a product—it’s about creating an opportunity for real change.

    What is something many aspiring business owners think they need that they really don’t?
    There’s a common misconception that having the absolute “best” product guarantees success. But history proves otherwise—think of VHS overtaking Betamax. In reality, qualified and experienced leadership is the most critical asset. The right team and execution can make a good product successful, while the “best” product without strong leadership often fails.

    Dr. Tom Andriacchi, PhD, is Professor Emeritus at Stanford University, President of SomaTX Design, and co-inventor of KneeMo, “the first smart wearable designed specifically to reduce knee pain during movement,” he told Entrepreneur. We asked Andriacchi how his company developed the product, the business moves he’s made to get it out into the world, and his best advice for entrepreneurs in the health tech space.

    Can you explain how KneeMo is different from other knee pain products?
    Unlike standard braces that simply support or compress the joint, KneeMo actively uses motion-sensing technology and vibration therapy to reduce pain in real time. The result is that people can stay active, preserve their independence, and avoid the physical and mental consequences of a sedentary lifestyle. What makes KneeMo unique is that it isn’t just an idea—it’s been rigorously developed and clinically tested at Stanford University in a peer-reviewed trial. We began with a soft launch in 2024, but KneeMo officially launched earlier this year. My role is to guide the company’s direction while making sure the science we developed translates into something useful, accessible, and impactful for people living with knee pain.

    Related: ‘What If It All Works?’: The Mindset Shift That Helped This Entrepreneur Build a $20 Million Fashion Brand In 4 Months

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    Dan Bova

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  • Why Lewis Hamilton Is Racing Into the $1.3+ Trillion Non-Alcoholic Beverage Market | Entrepreneur

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    I’ve written several articles about the rise of non-alcoholic (NA) beverages, from Dry January to the “sober curious” movement that’s gone from niche to mainstream. While I still enjoy a craft cocktail with my husband once in a while, alcohol rarely fits into my routine.

    I enjoy alternatives that feel intentional, functional and are crafted with purpose. What I don’t enjoy is paying $15 for a mocktail that turns out to be little more than lemonade in a fancy glass.

    That’s why brands like Almave stand out to me. The NA space isn’t just about abstaining anymore; it’s about reimagining the social ritual of drinking with authenticity, culture and innovation. Almave, a premium non-alcoholic agave spirit co-founded by seven-time Formula 1 champion Sir Lewis Hamilton, is a fascinating new product in this market.

    As the most decorated Formula One driver in history, Lewis Hamilton stopped drinking alcohol in 2023 to better align his health with the demands of his rigorous training schedule. The 40-year-old racer said that alcohol distracted him from operating at his full athletic and mental potential, often leaving him to “suffer for several days” after a big night out.

    That decision was not about missing out — it was about showing up stronger. It’s also exactly what paved the way for Almave: a spirit that honors the ritual without compromising performance.

    Related: Embrace a Healthier Summer With These Non-Alcoholic Beverages

    Hamilton had long enjoyed tequila in social settings, but once alcohol was off the table, he felt limited by the lack of premium, authentic NA alternatives.

    “Ordering a ginger beer felt underwhelming,” he said. He envisioned a non-alcoholic tequila that respected the craft of Mexico’s agave tradition, and that idea eventually led him to Casa Lumbre, a Mexico-based spirits house known for its innovation.

    He flew to Mexico City to meet Master Distiller Iván Saldaña, a biochemist and agave expert. Hamilton immersed himself in the fields and distilleries of Jalisco, learning the cultivation and distillation process firsthand.

    Together, they created Almave: a line of spirits made from blue agave, distilled with tradition and expertise, but free of alcohol. Hamilton explained to me during an interview that he admired the commitment and authenticity of Saldaña. “I knew I wanted to be a part of this and I wanted to learn from Iván and really be a part of the process.”

    Image Credit: Almave

    Today, Almave offers Ambar, Blanco and its latest release, Almave Humo, a smoky, mezcal-inspired NA spirit that brings complexity and depth to cocktails. I recently tried Humo and while I wouldn’t tell my friends that it tastes like mezcal, I would use it for a refreshing mocktail.

    Hamilton insists that Almave isn’t a celebrity vanity project. “We respect the craft and traditions of Mexico, using time-honored methods perfected over generations,” he said. That authenticity has resonated.

    • Almave has grown 35,000 Instagram followers since June 2024.
    • It sees an 8.3% engagement rate on TikTok – double the industry average.
    • Its launch reels have topped 10 million organic views.
    • Returning customers, though just 17% of the base, generate more than a third of total revenue.

    In a crowded NA space, those numbers speak to both curiosity and loyalty.

    Almave is only one part of Hamilton’s expanding entrepreneurial portfolio. His ventures consistently reflect purpose, lifestyle and innovation. Hamilton had been linked to Neat Burger, a global vegan burger chain (backed by Leonardo DiCaprio) that focused on sustainability but recently voluntarily liquidated.

    He also joined the ownership group of the Denver Broncos in 2022, and has a production company, Dawn Apollo Films, with Brad Pitt, under which they recently co-produced the F1 movie starring Brad Pitt. Hamilton also recently became a global Lululemon ambassador. Authenticity, innovation and values that align with his personal brand are woven throughout these ventures and Almave was the natural next step.

    Related: I Work Nearly 50+ Hours a Week and Rarely Feel Tired

    I relate to Hamilton’s pivot. I live and breathe health and wellness, but not in an extreme way. For me, the fundamentals — nutrition, hydration, sleep, movement and community — are what matter most. Everything else, from supplements to wearables to biohacks, are simply tools to help optimize and refine wellbeing.

    From a growth and economic viewpoint, Hamilton isn’t the only celebrity leaning into this trend. Bella Hadid co-founded Kin Euphorics, Katy Perry launched De Soi and Blake Lively created Betty Buzz and Betty Booze. Each brings its own twist, but what unites them is a recognition that consumers want sophisticated, intentional options when they’re not drinking. The global NA beverage market is projected to surpass $30 billion by 2030, fueled by younger consumers, health-conscious professionals and savvier audiences who desire both performance and pleasure.

    Related: Dry January? His Non-Alcoholic Side Hustle Made $50 Million+

    From integrating adaptogens to promoting healthier habits, I appreciate when brands in the NA space deliver more than just sugar in a sleek bottle. Almave feels elevated, authentic and celebratory. It acknowledges that rituals matter, but more important, that wellness matters. With Lewis Hamilton behind the wheel, Almave is proving to be a brand with speed, authenticity and staying power.

    Almave Blanco shines in a spicy mezcal margarita. Here’s my go-to recipe:

    Almave Spicy Mezcal Margarita

    • 2 oz Almave Humo
    • 1 oz fresh lime juice
    • 0.5 oz agave syrup (or less to taste)
    • 2 slices jalapeño
    • Tajín for rim

    I’ve written several articles about the rise of non-alcoholic (NA) beverages, from Dry January to the “sober curious” movement that’s gone from niche to mainstream. While I still enjoy a craft cocktail with my husband once in a while, alcohol rarely fits into my routine.

    I enjoy alternatives that feel intentional, functional and are crafted with purpose. What I don’t enjoy is paying $15 for a mocktail that turns out to be little more than lemonade in a fancy glass.

    That’s why brands like Almave stand out to me. The NA space isn’t just about abstaining anymore; it’s about reimagining the social ritual of drinking with authenticity, culture and innovation. Almave, a premium non-alcoholic agave spirit co-founded by seven-time Formula 1 champion Sir Lewis Hamilton, is a fascinating new product in this market.

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    Elisette Carlson

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  • Use This Blueprint to Turn Prospects Into Customers For Life | Entrepreneur

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    Contrary to what you see in pop culture, sales is all about building lasting relationships that create customers for life. Whether you’re just starting out or have been running your small business for years, the road to success can often feel like navigating an uncharted path. But here’s the good news: With the right map, you can make the journey smooth, predictable, and, most importantly, sustainable.

    In this article, we’ll walk through the essential strategies every entrepreneur needs to win opportunities and build lasting, profitable customer relationships. Think of this as your sales blueprint — the guide for turning potential leads into loyal customers, while optimizing your time and efforts to focus on what truly matters.

    Related: 5 Ways to Master Sales

    Step 1: Focus on winnable opportunities

    The first step in any successful sales process is knowing where to focus your energy. Not every prospect is an equal fit for your business, and spending too much time chasing leads that aren’t a good fit can waste your time and lead to burnout. That’s why it’s critical to identify and prioritize opportunities that you can actually win.

    You might already be familiar with the idea of evaluating prospects based on their needs, but there’s more to it. It’s about assessing the fit between what you offer and what the prospect truly values. A good way to approach this is by regularly reassessing your opportunities, particularly as circumstances change. Sales cycles can evolve, and so can a prospect’s priorities. By staying flexible and adapting to those changes, you can spot red flags early and recalibrate your approach.

    For example, maybe you’ve been talking to the manager of a small company who seems interested, but after a few conversations, you realize the decision-maker is absent from the table. Or perhaps you don’t have enough information to quantify the impact of solving their business challenges, or there’s no clear plan in place for moving forward. These are warning signs that something may be missing from the equation — and that’s your cue to re-engage and realign the conversation. If you can’t make progress in key areas like these, it might be time to move on.

    Step 2: Use tools to refine what is and isn’t a winnable deal

    Once you’ve identified promising prospects, the next step is to assess where you stand. Are there any gaps in your current understanding? Is there something that still needs to be clarified or revisited before you can close the deal?

    This is where a proven opportunity assessment tool can work wonders. Think of it like a rearview mirror — an opportunity to look back and assess where you are in the sales process. By reviewing your past interactions and evaluating what’s still needed, you can uncover potential missed opportunities or areas where your pitch may need refinement.

    Tools like this allow you to step back, ask yourself the tough questions and make sure you’re not leaving anything to chance. For instance, you might ask:

    • Should they buy? (What is the problem they need to solve, and how will you do it?)

    • Is it worth it? (Is the problem worth solving? What is the ROI?)

    • Can they buy? (Are you talking to the final decision-maker?)

    • When will the purchase happen? (Are you clear on all the steps that need to happen?)

    By asking these kinds of questions, you’ll be able to address any gaps and adjust your strategy accordingly. Don’t hesitate to revisit earlier parts of the conversation as needed. Ask open, probing and confirming questions — what we call O-P-C questions — to truly understand your buyer. The more clarity you can provide at this stage, the more likely you are to close the deal.

    Related: 7 Bulletproof Strategies to Increase Sales and Make More Money

    Step 3: Create a plan with your prospect

    To make sure both you and your prospect are on the same page, it’s important to establish a clear and actionable plan. This mutual plan should align both parties around what needs to be done and when.

    A solid plan is built around the prospect’s timeline. By setting expectations for when and how decisions will be made, both you and your prospect can work towards a shared goal without any confusion. It’s essential that this plan is flexible, allowing for adjustments, but also structured enough to maintain momentum.

    Remember, the plan should not only focus on closing the deal but on ensuring a successful partnership beyond the sale. What steps need to be taken to deliver value after the agreement? How will you maintain communication moving forward? These are all crucial aspects of building a long-term, mutually beneficial relationship.

    Step 4: Manage yourself for success

    Finally, don’t forget to manage yourself throughout the process. Successful entrepreneurs know that it’s all about how you approach your day, your mindset and how you stay focused on your goals. Staying organized and maintaining a clear vision of what success looks like will help you navigate challenges more effectively.

    Being proactive, setting realistic goals and continually reflecting on your progress are all key to keeping momentum. Sales can be a rollercoaster ride with plenty of highs and lows, but by keeping yourself grounded and organized, you’ll be better equipped to handle whatever comes your way.

    Related: No Sales Experience? No Problem. Here’s How to Confidently Turn Conversations Into Revenue.

    Following your blueprint for successful sales

    Take the guesswork out of selling: By following a clear, structured process — from identifying winnable opportunities to closing deals and managing ongoing relationships — you’ll not only win more business, but you’ll also build a reputation for delivering real value. Keep your eyes open for gaps, revisit your opportunities regularly, and don’t shy away from creating a detailed plan that aligns both you and your prospect toward mutual success.

    Building customers for life means creating meaningful connections and delivering solutions that truly make a difference. So, take these steps to heart, create your sales blueprint, and watch your entrepreneurial journey thrive.

    Contrary to what you see in pop culture, sales is all about building lasting relationships that create customers for life. Whether you’re just starting out or have been running your small business for years, the road to success can often feel like navigating an uncharted path. But here’s the good news: With the right map, you can make the journey smooth, predictable, and, most importantly, sustainable.

    In this article, we’ll walk through the essential strategies every entrepreneur needs to win opportunities and build lasting, profitable customer relationships. Think of this as your sales blueprint — the guide for turning potential leads into loyal customers, while optimizing your time and efforts to focus on what truly matters.

    Related: 5 Ways to Master Sales

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    Julie Thomas

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  • How to Build a Business That Thrives in Tough Economic Times | Entrepreneur

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    Tough economic times are scary for businesses and consumers, but the solution isn’t to take your foot off the gas. I opened the first Roof Maxx dealership in 2019, just one year before the Covid-19 pandemic. Today, it’s a nationally recognized residential roof restoration brand with an annual revenue of nearly $200 million in 2025.

    Here are five key principles I used to guide my business decisions during those difficult years.

    Related: How Great Entrepreneurs Find Ways to Win During Economic Downturns

    1. Essential problems are more important than aspirational ones

    A lot of founders focus on flashy, dramatic solutions that dominate headlines, like getting humanity to Mars or being the first to create AGI. But sometimes, those are solutions to problems that don’t really exist — or at least, that don’t exist urgently for everyday people.

    Most people aren’t worried about whether they’ll ever set foot on the surface of the red planet. They’re worried about what will happen to this planet in their lifetimes, because they’re worried about their homes.

    So when my brother Todd and I started our business, we didn’t shoot for the moon — or Mars. We focused on helping people extend the lifespan of their asphalt shingle rooftops and avoid the waste created by replacing them prematurely. It was a simple problem, but one we saw impacting homeowners all over America. That meant we had a nation full of target customers from the start.

    2. Affordable alternatives to big-ticket items can create new markets

    One of the biggest challenges we faced during those early years was that no market existed for our product. Roof restoration already existed in commercial roofing, but it was for metal and flat roofs only. Everyone in the residential space was selling replacements at the time, and there was no alternative for asphalt shingles until we invented one.

    Even in the best of times, creating a brand new niche is a tall order. But the economic uncertainty of the pandemic actually turned out to be a blessing in disguise. When homeowners heard that our treatments cost up to 80% less than the cost of fully replacing their shingles, it no longer mattered that we were doing something previously unheard of in the residential space. The cost savings alone were enough to convince many people to opt in.

    Related: 5 Tips to Create Affordable Products Without Compromising on Quality

    3. Controlling your operating costs reduces your risk

    Scaling any business comes with a certain amount of unavoidable risk, which is why many companies tend to be more careful about pursuing growth during times of economic upheaval. But stagnation is an even bigger risk.

    Think of it this way: If you’re climbing a volcano and it erupts, your first instinct might be to freeze. But if you stay on your current ledge, you’re probably not going to make it. As scary as it is, you have to move.

    The key is to stay agile. If you were the climber, you’d probably ditch your backpack and any non-essential items so that they wouldn’t slow you down. As a business in an uncertain economy, the same principle applies: You want to become financially lean so you can scale with less risk.

    For us, that meant setting up a national network of dealers instead of opening and managing new locations ourselves. It didn’t just help us expand into new markets with less overhead; it also allowed us to invest more heavily in providing each dealer with the training resources and materials they needed to succeed. At a time when many Americans were looking for new ways to earn but were nervous about starting their own businesses, this gave everyone a leg up.

    We couldn’t afford to take on that kind of risk during a pandemic, but by providing comprehensive training resources and remote support to our partners, we gave them everything they needed to bring the brand across North America.

    4. Aging systems and infrastructure are an overlooked but essential market

    Time impacts everyone and everything. Even when budgets are tight, things still get old and need maintenance to stay functional.

    For some of those things — like rooftops — putting off the work isn’t an option. 29% of asphalt shingle roofs have less than four years of usable life left, and that clock keeps ticking regardless of market conditions.

    If you can build your business around servicing assets that are both necessary and depreciating, you can always count on a steady stream of customers. We knew people might defer their landscaping plans during a pandemic, but they wouldn’t let the roofs over their heads degrade to the point where they put their properties at risk.

    5. Green solutions can be profitable as well as planet-saving

    Last but not least, we have to talk about the value of offering eco-friendly products and services. It’s a mistake to view green solutions as luxuries that people will only want to purchase during times of financial comfort.

    During rocky economic periods, the last thing people want to do is waste resources. If they can save money by maintaining something instead of throwing it away, they will. And since many green solutions focus on reducing waste, these services have more appeal when the economy suffers, not less.

    With Roof Maxx, we offered homeowners a way to keep their current asphalt shingles in good condition instead of having to pay for a full roof replacement. Not only did it save an average of 3.8 tons of landfill waste per home, but it also cost up to 80% less. The fact that we were eco-friendly wasn’t a bonus; it was a key part of the value we were offering at a time when every saved shingle (and dollar) mattered.

    Related: Build a Business That Helps People Feel Good About Doing the Right Thing

    Make your business recession-resistant

    The principles that helped my business grow during one of the worst recessions in our lifetimes weren’t rocket science. They were simple:

    • Focus on an essential problem

    • Offer an affordable alternative to something expensive

    • Keep operating costs in check

    • Focus on aging systems or infrastructure

    • Help customers stay lean and green

    You can use these to insulate your business as well. Here’s to sustainable growth, no matter what the future holds.

    Tough economic times are scary for businesses and consumers, but the solution isn’t to take your foot off the gas. I opened the first Roof Maxx dealership in 2019, just one year before the Covid-19 pandemic. Today, it’s a nationally recognized residential roof restoration brand with an annual revenue of nearly $200 million in 2025.

    Here are five key principles I used to guide my business decisions during those difficult years.

    Related: How Great Entrepreneurs Find Ways to Win During Economic Downturns

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    Mike Feazel

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  • How Morning Brew’s CEO Succeeds in a Noisy Media Landscape | Entrepreneur

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    In my conversation with Robert Dippell, CEO of Morning Brew, I wasn’t looking for a polished pitch or a viral soundbite — I was looking to understand how someone leads a media company in 2025 without getting swallowed by noise, distraction and industry cliché. What I got was a grounded perspective from someone who seems far more interested in building responsibly than chasing attention.

    Morning Brew’s rise is well-documented — what started as a college project and a newsletter has turned into podcasts, daily shows, video series and events. Dippell, formerly their COO and CRO, took over as CEO in early 2025. He didn’t pretend that leading a media company today is easy. Ad models are unstable, audiences are fragmented, and the pressure to grow is constant. But he wasn’t cynical either. The core idea seemed to be that if you’re honest about who you are as a company — and you empower your team — you can still produce valuable content without selling out or burning out.

    Related: Lessons from Macmillan’s CEO on Leading Through Change Without Losing Your Why

    We talked a lot about media fatigue, from clickbait overload to algorithm-choked social feeds, and how younger professionals are demanding more from their content and the companies that produce it. Not necessarily more volume, but more clarity and personality. Morning Brew, according to Dippell, is trying to meet that moment with a voice that feels like a smart coworker, not a corporate PR blast.

    Dippell didn’t carry himself like someone trying to reinvent the wheel, and that came through in how he talked about his role: not to overhaul, not to hype, but to stay focused on what works and guide a team that already understands its audience well. One theme that stuck out: You can’t just chase scale. Dippell described the trap of media businesses growing for the sake of growing, without clear monetization or audience loyalty. Instead, he’s focused on sustainable business models that prioritize direct relationships over anonymous traffic. It’s less glamorous, but more durable.

    Related: What Quiet Leadership Looks Like in a Loud World — and How It Took This Company to $3B in Revenue

    Dippell didn’t try to make himself the center of the story. There was no ego in how he described his team or Morning Brew’s strategy. That restraint, in a media landscape full of founders-as-personalities, was refreshing. If you’re leading any kind of business in 2025, there’s something to take away from that mindset. In an era of constant noise and hype, maybe clarity, consistency and humility go further than we think.

    In my conversation with Robert Dippell, CEO of Morning Brew, I wasn’t looking for a polished pitch or a viral soundbite — I was looking to understand how someone leads a media company in 2025 without getting swallowed by noise, distraction and industry cliché. What I got was a grounded perspective from someone who seems far more interested in building responsibly than chasing attention.

    Morning Brew’s rise is well-documented — what started as a college project and a newsletter has turned into podcasts, daily shows, video series and events. Dippell, formerly their COO and CRO, took over as CEO in early 2025. He didn’t pretend that leading a media company today is easy. Ad models are unstable, audiences are fragmented, and the pressure to grow is constant. But he wasn’t cynical either. The core idea seemed to be that if you’re honest about who you are as a company — and you empower your team — you can still produce valuable content without selling out or burning out.

    Related: Lessons from Macmillan’s CEO on Leading Through Change Without Losing Your Why

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    William Salvi

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  • Running an Online Business Is Tough — But Doing These 4 Things Will Make It Easier | Entrepreneur

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    Becoming an ecommerce entrepreneur is not for the faint of heart. The technological hurdles can be substantial. And there is ample competition within the space.

    The good news is that the technology has created opportunities, and the competition is there because there is substantial opportunity. Technology and the acclimation of society to buying online have created a perfect storm of opportunity that shows no signs of abating.

    So what has to happen to be a successful participant as an ecommerce entrepreneur? Here are four initiatives one must embrace.

    Related: 5 Things I Wish I Knew Before Launching an Ecommerce Business

    1. Experiment, experiment, experiment

    This is a mentality. As we all know, failure can be your friend. And failure, inevitably, arises from experimentation. Some of my experiments early in my ecommerce career that didn’t pan out were: Starting my own private label brand early on without doing enough market research, specifically checking for demand of the item, and relying too heavily on one supplier or fulfillment channel.

    This being said, if I had not taken the chance, I would not be where I am today.

    One of the best ways to cultivate this habit is to embrace mentors. They can think about things analytically, without the baggage of the business being “their baby.” Take inventory of what they suggest, and step out into the unknown. It is your best chance of success.

    2. Track the competition

    Ten years ago, I was just starting my first store on the Amazon marketplace and opened several niche Shopify stores around the same time. I focused on the competition, often trying to learn how they might approach a similar challenge to what I was facing.

    For example, I noticed some people were creating funnels for their ecommerce stores. I took note of that. Some of them were testing out different types of landing pages. Others were testing out YouTube ads for ecommerce products back in the 2010s, specifically trendy gadgets with the potential to go viral. It was something I had never experimented with before, and it was a really creative, niche-specific way of marketing. I went on to build out product funnels of my own, learned about upsell strategies, what goes into making a strong product landing page and so much more.

    3. Embrace financial literacy

    When I started my ecommerce business, I knew quite a bit about online marketing — I had a small locally based marketing agency in Northern California in my early 20s and I created a social media influencer business. Both of these ventures taught me important things about running an ecommerce business.

    Creating and analyzing financial metrics wasn’t exactly my strong suit in the beginning. I started by learning how to read basic reports like profit and loss statements, and quickly realized how crucial it is to know which numbers actually matter. As an ecommerce seller, you have to keep a close eye on metrics like your average order value (AOV), cost per acquisition (CPA), cost of goods sold (COGS), gross revenue, net profit, overall profit margin and more.

    At first, I didn’t fully understand how all these pieces fit together, so I had to learn as I went. That experience is a big part of why we prioritize financial education for our clients. Even though we break the numbers down into clear, actionable insights, we also want to empower them. Whether they eventually want to run their own operation or branch out into a related ecommerce business, perhaps on Amazon, understanding the financial side is essential.

    Related: How to Build, Grow and Make Money With Ecommerce

    4. Delegate

    Successful people buy their time back. If you can afford to, outsource at the outset. Generally, if you do that, you can grow faster. You can’t do everything at once. You can’t wear an expert hat in every area. I tried in my early and mid-20s to do so much on my own, only to be faced with major symptoms of burnout.

    Outsource it. For example, even if you’re just starting out with a modest budget, consider hiring a virtual assistant. You can train them to support your operations, or they may already bring expertise in areas where you lack experience, such as customer service or product research. A skilled assistant can help manage customer communications and keep buyers satisfied while orders are being fulfilled. Alternatively, a product researcher can take on the time-consuming task of identifying opportunities, whether you guide their efforts or delegate it entirely, freeing you up to focus on higher-level strategy. Either way, you’re buying your time back.

    Reclaiming your time by delegating is one of the most strategic investments you can make. It shifts you from an operator to a true owner.

    At the end of the day, ecommerce success isn’t about doing everything perfectly from the start but it is about taking action, learning quickly and making adjustments along the way. The entrepreneurs who thrive are the ones who stay curious, keep testing and aren’t afraid to “fail forward.” Every mistake you make is simply another step closer to understanding what works and building the foundation for long-term success.

    If you’re willing to experiment, study your competitors, get a handle on your numbers and learn to delegate, you’ll put yourself miles ahead of most people who give up too early. The road won’t always be smooth, but the opportunities are very real. Ecommerce is still growing, and the best time to build something meaningful is right now.

    Becoming an ecommerce entrepreneur is not for the faint of heart. The technological hurdles can be substantial. And there is ample competition within the space.

    The good news is that the technology has created opportunities, and the competition is there because there is substantial opportunity. Technology and the acclimation of society to buying online have created a perfect storm of opportunity that shows no signs of abating.

    So what has to happen to be a successful participant as an ecommerce entrepreneur? Here are four initiatives one must embrace.

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    Katie Melissa

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  • We studied America’s entrepreneurs and found too many of them were burned out, anxious and depressed. We need a well-being revolution | Fortune

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    It’s no secret that entrepreneurs invest heart and soul into starting, running, developing and growing a business. But building a company can come at a cost to personal well-being and therefore to venture success. Our new research reinforces the concept that well-being is more than just personally fulfilling—it actually drives entrepreneurial growth. 

    The potential adverse consequences to entrepreneurs when well-being is disregarded are well-documented. One survey revealed that 87% of founders reported experiencing either anxiety, depression or burnout—or all three. Another found that 30% of entrepreneurs acknowledged depression and 27% anxiety, rates well above the 7% prevalence in the overall U.S. population. Additional research shows that entrepreneurs with compromised well-being were less productive, innovative and persistent, leading to lower economic output. Entrepreneurial well-being is a multifaceted concept defined as the experiencing of satisfaction, positive affect, and psychological functioning.

    So what’s contributing to these high levels of compromised well-being? Granted, entrepreneurs work hard, sometimes too hard. Many entrepreneurs work 50 to 60 hours per week, often more during the startup phase, compared to the standard 40-hour week for most employees at corporate jobs. Entrepreneurs may also work without clearly defined work-life boundaries and days off—pulling all-nighters, skipping meals and sleep, or forgoing exercise in exchange for logging long hours. The top performers in entrepreneurship average only about six hours of sleep per night.

    But work hours alone don’t fully explain the problem. Entrepreneurs are, on the whole, inherently different from corporate employees. Being your own boss, after all, demands the managing of finances, operations, marketing, and human resources. By its very nature—especially its unpredictability, often in the face of limited resources—it risks breeding entrepreneurs who drive themselves too hard.

    At the same time, the very nature of entrepreneurship grants a level of freedom that corporate jobs often don’t. Research shows that entrepreneurs have more opportunity to direct their own work, operate with a high degree of autonomy, and draw deep meaning from what they do. But this flexibility can be a double-edged sword. Without clear boundaries, work can easily spill over into personal life. The fast pace, pressure to succeed, and ever-present risk of failure can make it difficult to step back, leading many founders to equate business success with personal success, and neglect to take time to catch a breath.   

    No wonder entrepreneurs are so vulnerable to suffering an emotional toll and strained relationships with family, friends and colleagues. The very factors that fuel their ambition can also create a sense of isolation. In some cases, the more successful entrepreneurs get, the lonelier they feel. Dissatisfaction and frustration may lead to burnout, hampering overall performance, notably decision-making.

    What we found

    In our current research, we conducted surveys, interviews and focus groups with 308 entrepreneurs from different fields and geographical locations globally. Led by Lehigh University in partnership with the Nasdaq Entrepreneurial Center in Silicon Valley and TU Dortmund University in Germany, our preliminary sample found that higher well-being actually benefits founders not only personally but also professionally. Entrepreneurs who report higher well-being are more engaged in their businesses, thereby fueling their incentive to grow their ventures. 

    Further, our study shows that entrepreneurs who set work-life boundaries for themselves experience less burnout. Almost half of those who abided by boundaries (45%) reported low burnout, compared to 6% of those who struggled to do so. Non-boundary-setters were almost three times more likely to experience high burnout (67%) than boundary-setters (23%). Also vital was strong community support: entrepreneurs with access to mentors and emotional backing were 50% more likely to report higher resilience and better stress management. 

    These findings highlight the value of striking a balance between gung-ho overkill and long-term practicality—in the process, lending a strategic advantage to the quest for entrepreneurial success.

    We also identified some key stressors that undermine entrepreneurial well-being. Founders cited financial stress and income instability as major concerns, with 68% uncertain about meeting payroll or personal expenses, leading to exhaustion. Also at issue was work-life balance, with 74% indicating that the demands of business left them little room for self-care. Does any of this have to be so? Should we still see the stereotypical succeed-at-all-costs entrepreneur as a role model? Should we keep glorifying a hustle culture that might threaten health and wellbeing, and that could prevent ventures from surviving and flourishing? 

    No, no, no and no. It’s imperative to aggressively challenge the longstanding assumption that entrepreneurs should be willing to sacrifice well-being to achieve financial success. So what to do?

    Redefining entrepreneurial success

    To start, elevate entrepreneurial well-being to a much higher priority on our global agenda. We should no longer undervalue and overlook the well-being dilemma. Raise awareness of the special obstacles that entrepreneurs confront. Redefine entrepreneurial success as a balance between financial ambition and preference for autonomy with the pursuit of well-being, ideally without jeopardizing either. Implement tactics to build a more sustainable, more compassionate entrepreneurial culture.  

    To a certain extent this is already happening. Our research showed, for example, that venture capital firms are starting to recognize the value of investing hard-coded dollars in companies that prize wellbeing enough to retain wellness coaching services, hold wellness retreats and take other measures to promote overall health. Indeed, VC firms such as Balderton, Felicis and Starting Line now operate founder health and performance programs along with coaching and therapy sessions for founders. Early-stage venture fund 11 Tribes proactively invests in the well-being of entrepreneurs.

    On a small scale, entrepreneurs can enact measures to help themselves. They should take the time necessary to recharge and refocus to relieve the pressure they might feel. Founders should adopt well-being as a daily practice. Those who pause for breaks, meditate, do yoga, get enough sleep, build a support network and ask for help perform at a higher level.

    But on a macro level, organizations and entrepreneurial communities should commit to systemic reform. Although early-stage ventures often lack the resources for full-scale HR teams, founders can take low-cost, high-impact steps, such as fostering psychological safety, implementing workload management, and tracking well-being metrics. Startups that integrate well-being into leadership practices and company policies can lower stress, boost engagement, and ensure that well-being is not an afterthought, but, rather, top of mind.

    Just imagine working in an entrepreneurial environment where well-being is valued—where, for example, peers, mentors and investors routinely take a moment to ask a question all too rarely asked: “How are you today?”

    The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

    Fortune Global Forum returns Oct. 26–27, 2025 in Riyadh. CEOs and global leaders will gather for a dynamic, invitation-only event shaping the future of business. Apply for an invitation.

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    Samantha Dewalt, Willy Das, Daniela Gimenez-Jimenez

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  • I Founded a $1.5 Billion Business. Here’s My Success Secret. | Entrepreneur

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    This as-told-to story is based on a conversation with Shanaz Hemmati, COO and co-founder of ZenBusiness, a $1.5 billion company that provides an all-in-one platform helping small businesses become official, stay compliant, manage finances and more. Her co-founder is Ross Buhrdorf, who serves as CEO. The piece has been edited for length and clarity.

    Image Credit: Courtesy of ZenBusiness. Co-founder and COO Shanaz Hemmati.

    I always had an entrepreneurial spirit, but I never really thought about going off and starting my own business.

    At the University of Texas at Austin, I studied computer engineering, starting with hardware design before pivoting to software engineering. I truly love technology, and especially software engineering, because you’re coding to solve problems — I still love solving problems.

    Related: This Mom’s Creative Side Hustle Started As a Hobby With Less Than $100 — Then Grew Into a Business Averaging $570,000 a Month: ‘It’s Crazy’

    My husband’s an entrepreneur who’s always had his own businesses. He’d encourage me to start my own business, but I was too concerned. Sometimes women can think too hard about doing something; that’s what held me back from becoming an entrepreneur.

    For women in male-dominated fields, it’s important to seek out mentors who can help you from their experience, even if their journey looked different from yours. You can bounce ideas off them and ask them questions. Mentorship pushes you, but it also gives you assurance and confidence.

    Over the course of my career, I learned so much, which helped me when I made the leap to founder.

    “Small businesses are what keep the economy growing.”

    I first met my ZenBusiness co-founder Ross Buhrdorf when we worked at Excite.com, a web portal company founded in 1994. Several years later, I joined HomeAway, a vacation rental marketplace, where I stayed for 11 years until the company was acquired by Expedia.

    Later on, Ross and I met up for coffee, and he started talking about this idea of building something to help entrepreneurs and people who are starting small businesses. I was intrigued and excited. I’d always been passionate about that category in the market: Small businesses are what keep the economy growing and going.

    Related: I Walked Away From a Corporate Career to Start My Own Small Business — Here’s Why You Should Do the Same

    So Ross and I founded ZenBusiness in 2017.

    When it comes to a fast-growing company like ours, we have so many things on our to-do list, but we don’t always have the resources to get them done at the same time, so we have to prioritize.

    AI has been one of those priorities. Everybody in business should be using it these days. It’s a great tool that saves time once you get employees on board and using it based on their role and function. Our personalized AI assistant, ZenBusiness Velo, is included with every LLC formation and helps entrepreneurs start and grow their businesses.

    Related: Two-Thirds of Small Businesses Are Already Using AI — Here’s How to Get Even More Out of It

    “It all comes down to this — people are at the center of any great company.”

    For a long time, I’ve had this mantra that’s helped me succeed as a business leader: Be fearless, be ethical, be passionate.

    Being fearless means recognizing that nothing is ever going to be perfect, but you just do it anyway. Being ethical means always being honest, to yourself, to your co-workers, to anyone. And being passionate is everything. Loving your work and doing the best job possible will help you progress in your career and build your business.

    It all comes down to this — people are at the center of any great company. Anything you do is all about people, whether they’re employees, customers or the community.

    ZenBusiness puts this rule into action by hearing and supporting its employees.

    For example, we became an early adopter of remote work. The company sent employees home when the pandemic hit, but as we continued to grow and hire more people, we listened to employees who said that they preferred working from home. Remote work gave them the chance to spend time with their families, cut down on commute hours and be more productive.

    Related: A CEO Who Runs a Fully Remote Company Has an Unusual Take on Employees Starting Side Hustles: ‘We Have to Be Honest With Ourselves’

    “Maybe you launch as a side hustle to test it out.”

    All aspiring entrepreneurs should avoid the pitfall of thinking about a business idea for too long before they take action: Do it sooner rather than later.

    You don’t have to drop everything else you’re working on to start. Maybe you launch as a side hustle to test it out. Talk to the people you’re trying to solve a pain point for because those conversations will give you a lot of information.

    Every day, you’re learning something new, and being able to pivot fast can be the difference between driving your business in the right direction or not. There are always going to be surprises along the way. So remember, it’s all about the people who are around you — it’s all about the people you bring in to help you go through your business journey.

    This article is part of our ongoing Women Entrepreneur® series highlighting the stories, challenges and triumphs of running a business as a woman.

    This as-told-to story is based on a conversation with Shanaz Hemmati, COO and co-founder of ZenBusiness, a $1.5 billion company that provides an all-in-one platform helping small businesses become official, stay compliant, manage finances and more. Her co-founder is Ross Buhrdorf, who serves as CEO. The piece has been edited for length and clarity.

    Image Credit: Courtesy of ZenBusiness. Co-founder and COO Shanaz Hemmati.

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    Amanda Breen

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  • Hiring a Business Coach? Consider These Questions First. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As entrepreneurs know, running a business is both exciting and challenging. With markets constantly growing and changing, it can be difficult to stay ahead of the curve and competition. This is why many consider hiring a business coach to lean on for guidance and support.

    If you’re thinking about hiring a coach, there are several factors to weigh when deciding on who may be the best fit.

    Related: 9 Qualities You Need to Look for in a Business Coach

    Expertise and experience

    Similar to any hiring situation, one of the most important things to look for in a business coach is experience and expertise. You should look for someone who is familiar with businesses similar to yours and has a true understanding of both the challenges you face and opportunities for growth. You want to hire a coach with a proven track record of success who can share specific examples and results they’ve helped their clients achieve.

    Questions to ask:

    • What is your experience working with businesses like mine?

    • Can you provide some examples of businesses you’ve helped, and the results you helped them achieve?

    A proven process

    Your prospective business coach should have a clear and structured process for working with clients. This process should be able to be tailored to you and your company’s specific needs and goals, providing a clear roadmap for achieving success.

    Questions to ask:

    Accountability and support

    A business coach should hold you accountable for achieving goals and provide ongoing support to help you stay on track. Look for coaches who are committed to your success and who will hold you to a high standard of accountability.

    Questions to ask:

    • How do you structure check-ins or milestones to monitor client progress?

    • Do you have any resources outside of your knowledge that I can leverage?

    • How do you provide ongoing support to help your clients stay on track?

    A collaborative approach

    When looking for a business coach, look for someone who will be a partner in your success, working side by side with you to develop strategies and solutions to help achieve your goals. They should be willing to listen to your ideas and input, and open to both feedback and collaboration.

    Questions to ask:

    • How do you work with clients to develop strategic plans and customized solutions?

    • How do you incorporate feedback and input from clients into your coaching process?

    Related: Executive Coaching For Entrepreneurs: Here’s How You Can Differentiate Between Corporate Snake Oil And The Real Thing

    Focused on long-term success

    A coach should be focused on helping you achieve long-term success, instead of just short-term gains. Having the drive is important, but also the experience of scaling a company — a business coach should be able to grow with you and your company. If their knowledge is limited to a specific area of business or a certain-sized company, they might not be the best fit for you long-term.

    Questions to ask:

    With that context in mind and an understanding of how to find a business coach that’s the best fit for you and your company, you also need to ask yourself some internal questions in regard to the current state of your business.

    What are your top priorities for the next quarter?

    This question helps you focus your efforts and ensures you’re prioritizing the most important and timely tasks. By identifying your top priorities, you and your coach can develop a plan to help you stay on track and achieve your goals.

    What challenges are you currently facing?

    By identifying the specific challenges you’re currently facing, you can work with your coach to develop strategies that will help you overcome them and make sure your business is running smoothly.

    Do you have a plan for growth?

    Whether you’re looking to explore new revenue streams, grow your team, enter new markets or expand your product or service offerings, it’s important to have a plan of what that road map looks like.

    Together with a business coach, you can identify opportunities for growth and develop a plan to help you achieve success.

    How are you managing your cash flow?

    Managing cash flow is critical if you want to run a profitable business. By discussing your current cash flow situation and identifying areas for improvement, your coach can help you ensure that your business is financially healthy.

    How are you measuring success?

    You should have a clear picture of what success looks like for you and your business. By identifying key performance metrics and benchmarks, your coach can help you measure and track the progress you are making toward the finish line.

    What skills do you need to grow in order to achieve your goals?

    As a business owner, you should be continually developing your skills and knowledge. You can work with your coach to uncover areas where you need to improve and develop a plan to help you acquire or further develop the skills you need to grow and succeed.

    Related: How a Business Coach Can Help You Lean Into Your Strengths and Become Successful

    How are you balancing your work and personal life?

    Running a business can consume your life 24/7, which is why it may take extra effort to maintain a balance between your work and personal life. Chat with your coach about your current work-life balance and what you would like to change so you can live a healthy and fulfilling life both professionally and personally.

    Choosing the right business coach can be a game-changer for your business. Partnering with someone who has diverse experience, a structured process, a collaborative approach and a commitment to long-term results — while also keeping you accountable and supported — can help elevate your business to the next level.

    Not sure where to start? Consider exploring your local Chamber of Commerce or asking trusted colleagues for referrals to business coaches in your area. A great coach might be closer than you think!

    As entrepreneurs know, running a business is both exciting and challenging. With markets constantly growing and changing, it can be difficult to stay ahead of the curve and competition. This is why many consider hiring a business coach to lean on for guidance and support.

    If you’re thinking about hiring a coach, there are several factors to weigh when deciding on who may be the best fit.

    Related: 9 Qualities You Need to Look for in a Business Coach

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Ricky Navar

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  • Why College No Longer Has a Monopoly on Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    For decades, college had no real competition. It wasn’t just an educational path; it was the most powerful brand in American life. Parents, schools and employers marketed it as the only safe route to the American Dream. Glossy brochures, billion-dollar ad campaigns, alumni prestige and rankings in U.S. News & World Report kept reinforcing the message: College equals success.

    But today, that monopoly is cracking. Aviation schools, trade programs and trucking startups are mounting their own branding campaigns — promising high pay, entrepreneurial freedom and faster, cheaper paths to prosperity. The reality is already here: Pilots, aircraft mechanics, electricians, independent truckers and others can earn as much or more than many college graduates. What lags is perception. And that’s why the branding war between college and the trades is just beginning.

    Related: Do You Really Need a College Degree These Days?

    The college brand: Once untouchable

    Universities built their dominance the same way top consumer brands do: with relentless marketing. From campus tours that feel like product demos to billboards touting alumni salaries, college was positioned as both a rite of passage and a must-have credential.

    For years, the competition barely showed up. Skilled trades and technical careers weren’t marketed at all — they were stigmatized. A student who skipped college was seen as someone who had “settled.” Even as tuition soared and student debt ballooned, the idea that “college equals success” remained sticky because it was backed by decades of consistent PR.

    But perception is shifting. A recent Workforce Monitor poll found that 33% of U.S. adults recommend trade school for high school grads, compared to just 28% who recommend a four-year degree. Parents and Gen Z may still default to college, but more are starting to see skilled paths as respectable, even aspirational.

    This shift isn’t just economic. It’s the result of smart PR and branding by industries that know they need to win the perception battle if they want to fill critical jobs.

    Aviation: Pilots and mechanics in the spotlight

    Nowhere is the branding battle more visible than in aviation. Airlines face a pilot shortage so severe that Boeing projects the need for 804,000 new pilots by 2037. To meet that demand, they’ve leaned heavily into PR and marketing.

    Take Thrust Flight’s “Zero Time to Airline” program. The name itself is a masterstroke of branding. It tells a clear story: You can go from zero flight hours to the cockpit of a regional airline in just two years. It’s essentially packaged like a startup accelerator for aviation careers — fast, focused and aspirational.

    Airlines themselves are part of the rebrand. In 2022, Delta made national headlines by dropping its four-year degree requirement for new pilots. That move wasn’t simply a policy change — it was a deliberate PR campaign designed to tear down the perception barrier that only college grads could fly for major carriers.

    The economics reinforce the messaging. The average U.S. airline pilot earns around $220,000 a year, and with recent wage hikes, new pilots can now recoup training costs in four years or less. For a teenager weighing options, the soundbite is irresistible: “$200,000 without college.”

    But it’s not just pilots. The aviation industry is also reframing careers for aircraft mechanics and technicians. With a median salary of around $75,000 and specialized certifications available in two years or less, mechanics are now marketed as tech professionals critical to safety and commerce. Rather than “wrench turners,” they’re positioned as guardians of billion-dollar fleets, a message designed to elevate status and respect.

    The combined narrative is powerful: Whether you’re flying planes or maintaining them, aviation offers high salaries, critical skills and prestige — without requiring a bachelor’s degree.

    Related: Trade School vs. College: Which Is Right for You? (Infographic)

    Trucking: From job to business ownership

    Trucking has undergone an equally dramatic makeover. For years, it was branded as hard work with modest pay and little respect. But startups like Billor and CloudTrucks are reframing it as entrepreneurship on wheels.

    Billor’s pitch is simple: lease-to-own programs that put drivers in trucks with no credit check, giving them full ownership in four years. That changes the narrative from “job” to “asset ownership” — a driver isn’t just hauling freight, they’re building wealth.

    CloudTrucks takes a tech-first approach. Branding itself as a “virtual carrier,” it equips independent drivers with the same back-office tools, compliance systems and load-booking capabilities that large fleets use. The economics are compelling: Independent drivers keep 82% of revenue, often out-earning company drivers while enjoying the freedom to choose their own routes and schedules.

    The contrast in branding is stark: A company driver is positioned as a steady employee, while an independent operator is sold the dream of being a small business owner. That story is working. The U.S. now has more than 900,000 owner-operators, more than double just a few years ago.

    The trades: From backup plan to entrepreneurial path

    Construction trades are in the midst of their own rebrand. Once considered fallback careers, they’re now marketed as modern, entrepreneurial and future-proof.

    Electricians illustrate the shift. The median wage is $62,000, with six-figure potential for those who advance. The field is expected to grow 11% over the next decade, creating about 80,000 openings each year. Unlike college, apprenticeships let people earn while they learn, avoiding student debt.

    Companies like Mobilization Funding add fuel to the story by helping subcontractors secure financing upfront, allowing them to scale and compete on larger projects. The implicit message: You’re not just a worker; you’re a business owner capable of growth.

    Meanwhile, social media influencers in the trades are helping to reframe these careers as skilled, respected and even aspirational. The stigma is fading — and branding has everything to do with it.

    Data as PR’s secret weapon

    Behind every one of these rebranding efforts lies data packaged as stories.

    • “Pilots make $220,000 without college.”

    • “Aircraft mechanics earn $75,000 with two-year certifications.”

    • “Independent truckers can own rigs in four years and out-earn company drivers.”

    • “Electricians are adding 80,000 jobs annually.”

    These aren’t just statistics; they’re headlines, crafted to challenge assumptions and shift public perception. For decades, universities mastered this playbook by touting alumni earnings. Now, trades and technical careers are using the same strategy — and it’s working.

    The perception gap

    Despite the progress, perception still lags reality. Gen Z students remain more likely to pursue college, and parents still see degrees as symbols of status. The economics of alternatives are clear, but the branding battle is far from over.

    Colleges had a century-long head start in marketing themselves as the default choice. Aviation, trucking and the trades are only now mounting a counteroffensive. But thanks to startups, social media and data-driven PR campaigns, they’re closing the gap faster than ever.

    Related: These Are the 10 Best-Paying ‘New Collar’ Jobs, Prioritizing Skills Over Degrees

    Why the branding war matters

    The American Dream has always been about opportunity. But opportunity doesn’t sell itself — it has to be framed, packaged and communicated. That’s what’s happening now in fields like aviation, trucking and the skilled trades.

    The branding war between college and alternative paths is still in its early rounds. Universities will keep promoting degrees as the safest option. But industries hungry for talent are telling a new story: one of accessibility, ownership and financial freedom without the burden of student debt.

    For entrepreneurs and marketers, the lesson is clear: Economics may create the opportunity, but branding determines how it’s perceived. If piloting can be positioned as a direct, high-ROI career path, if truckers can be reframed as business owners, and if tradespeople can be reframed as entrepreneurs, then any industry can reshape its image. The future of work will be defined not just by what jobs pay, but by which stories win.

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    Scott Baradell

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