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Tag: Entrepreneurship

  • The CEOs of Apple, Airbnb, and PepsiCo agree on one thing: life as a business leader is incredibly lonely | Fortune

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    Being CEO has its many perks: Business leaders get to command the world’s most powerful companies, shape their legacies as pioneers of industry, and enjoy hefty billion-dollar paychecks. But in the steep climb up the corporate ladder, many won’t notice all the peers left behind until they’re looking down from the very top. It can be a lonely, solitary job.

    Leaders at some of the world’s largest companies—from Airbnb and UPS to PepsiCo and Apple—are finally opening up about the mental toll that comes with the job. As it turns out, many industry trailblazers are grappling with intense loneliness; at least 40% of executives are thinking of leaving their job, mainly because they’re lacking energy and feel alone in handling daily challenges, according to a Harvard Medical School professor. And the number could even be higher: About 70% of C-suite leaders “are seriously considering quitting for a job that better supports their well-being,” according to a 2022 Deloitte study

    To ward off feelings of isolation, founders and top executives are stepping outside of the office to focus on improving their well-being. Toms founder Blake Mycoskie struggled with depression and loneliness after scaling his once-small shoe business into a billion-dollar behemoth. Feeling disconnected from his life’s purpose and that his “reason for being now felt like a job,” he went on a three-day men’s retreat to work on his mental health. And Seth Berkowitz, the founder and CEO of $350 million dessert giant Insomnia Cookies, cautions bright-eyed entrepreneurs the gig “is not really for everyone.” 

    “It can be lonely; it’s a solitary life. It really is,” Berkowitz recently told Fortune.

    Brian Chesky, cofounder and CEO of Airbnb

    Eugene Gologursky / Stringer / Getty Images

    Airbnb’s cofounder and CEO Brian Chesky is one the most outspoken leaders in the business world waving the red flag on loneliness. Chesky described having a lonely childhood, pulled between his love for creative design and sports, never really fitting in. But his mental health took a turn for the worse once assuming the throne as Airbnb’s CEO. His other two cofounders—who he called his “family,” spending all their waking hours working, exercising, and hanging out together—were suddenly out of view from the peak of the C-suite. 

    “As I became a CEO I started leading from the front, at the top of the mountain, but then the higher you get to the peak, the fewer the people there are with you,” Chesky told Jay Shetty during an episode of the On Purpose podcast last year. “No one ever told me how lonely you would get, and I wasn’t prepared for that.”

    Chesky recommends budding leaders actually share their power, so no one shoulders the mental burden of entrepreneurship alone. 

    “I think that ultimately, today, we’re probably living in one of the loneliest times in human history,” Chesky said. “If people were as lonely in yesteryear as they are today, they’d probably perish, because you just couldn’t survive without your tribe.”

    Indra Nooyi, former CEO of PepsiCo

    Jemal Countess / Stringer / Getty Images

    Leaders at Fortune 500 giant PepsiCo face constant pressure from consumers, investors, board members, and their own employees. But it’s also tough to vent to peers who may not relate to—or even understand—the trials and tribulations of running a $209 billion company. Indra Nooyi, the business’ former CEO, said she often felt isolated with no one to confide in.

    “You can’t really talk to your spouse all the time. You can’t talk to your friends because it’s confidential stuff about the company. You can’t talk to your board because they are your bosses. You can’t talk to people who work for you because they work for you,” Nooyi told Kellogg Insight, the research magazine for Northwestern’s Kellogg School of Management, earlier this year. “And so it puts you in a fairly lonely position.”

    Instead of divulging to a trusted friend or anonymously airing out her frustrations on Reddit, Nooyi looked inward. She was the only person she could trust, even if that meant embracing the isolation. 

    “I would talk to myself. I would go look at myself in a mirror. I would talk to myself. I would rage at myself. I would shed a few tears, then put on some lipstick and come out,” Nooyi said. “That was my go-to because all people need an outlet. And you have to be very careful who your outlet is because you never want them to use it against you at any point.”

    Carol Tomé, CEO of UPS

    Kevin Dietsch / Staff / Getty Images

    Before Carol Tomé stepped into the role of the CEO of UPS, she was warned the top job goes hand-in-hand with loneliness. The word of caution didn’t phase her—at least, not at first. But things changed when she actually took the helm of the $75 billion shipping company. 

    “I would say, ‘How lonely can it really be? It can’t be that lonely?’ What I’ve since learned is that it is extraordinarily lonely,” Tomé told Fortune last year. 

    “When you are a member of an executive team, you hang together…Now, my executive team will wait for me to leave a meeting so that they can debrief together. It’s the reality and you have to get used to it. But it is super lonely.”

    Tim Cook, CEO of Apple

    NurPhoto / Contributor / Getty Images

    Apple CEO Tim Cook isn’t immune to the loneliness that often comes with the corner office. More than 14 years into his tenure, he’s acknowledged his missteps, which he called “blind spots,” that have the potential to affect thousands of workers across the company if left unchecked. Cook said it’s important for leaders to get out of their own heads and surround themselves with bright people who bring out the best in them. 

    “It’s sort of a lonely job,” Cook told The Washington Post in 2016. “The adage that it’s lonely—the CEO job is lonely—is accurate in a lot of ways. I’m not looking for any sympathy.”

    Seth Berkowitz, founder and CEO of Insomnia Cookies

    Courtesy of Insomnia Cookies

    Entrepreneurship can be a deeply fulfilling and rewarding journey: an opportunity to trade a nine-to-five job for a multimillion-dollar fortune, if all the right conditions are met. And while Insomnia Cookies’ Seth Berkowitz loves being a CEO and all the responsibilities that come with it, he cautioned young hopefuls about the weight of the career. He, like Cook, advises aspiring founders to counter loneliness with genuine, meaningful connections.

    “It can be lonely; it’s a solitary life. It really is. [During] the harder times, it’s very solitary—finding camaraderie, mentorship, some sense of community, it’s really important,” Berkowitz recently told Fortune. “Because I go so deep, it’s sometimes hard to find others and let them in.”

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    Emma Burleigh

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  • Visibility Won’t Save You, Systems Will

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    When I started Steady, I worked out of a small coworking space surrounded by other scrappy founders trying to make something out of nothing. None of us had funding. We were all hustling. But even then, I noticed a split.

    Some founders spent their days tweaking their websites, refining pitch decks, and polishing their résumés for investors. Others were in the trenches—selling, building, failing, pivoting, and collecting their first checks.

    That difference stuck with me. Because years later, I see it everywhere: Many founders chase visibility before they build foundations.

    Visibility is seductive

    It’s easy to focus on what looks good from the outside. A flashy website. A polished LinkedIn announcement. A big funding headline. And yes—awards.

    The appeal is obvious. Recognition feels good. It validates the sacrifices you’ve made. It gets people’s attention. And in many cases, visibility can even buy time—helping attract investors, talent, or customers.

    I get it. The temptation is real. But it’s also a trap. Visibility is a sugar high. It looks great from the outside while the foundation underneath stays shaky.

    Here’s the simple test I use to determine if it’s visibility or foundation: If the thing I’m working on would look great in a press release but doesn’t move the business forward in six months, it’s visibility—not foundation.

    After the spotlight dims

    Earlier this year, I accepted the SBA Person of the Year award, and more recently Steady made the Inc. 5000 list for the second year. It was an incredible moment—for me, for my family, and for our team. We’d built this company from scratch, and the recognition was deeply meaningful.

    But the morning after, nothing magical had changed. The inbox was full. Subcontractors needed answers. Schedules were slipping. The cameras had turned off, and the work was exactly the same. That moment drove home a lesson I’d learned early on: awards are markers, not engines. They reflect what you’ve built—they don’t build it for you.

    How to build a company

    Our growth at Steady didn’t come from applause. It came from people, systems, and discipline. It started with people—team members who take ownership, solve problems, and execute day after day. Then came systems—clear roles through a responsible, accountable, consulted, and informed metric, workflow tools, cost catalogs, approval paths, reporting cadences. None of it glamorous. All of it essential.

    For example, early on every subcontract had to cross my desk for approval. It seemed efficient—until projects began stalling while they waited for me. Once we created a standard contract package and delegated approvals to project managers, turnaround times dropped from five days to one. No award could’ve done that. Only systems could.

    And then there’s culture—an insistence on action over perfection, accountability over chaos.

    One personal discipline shaped how I lead: I do the hard things first. Every morning, I tackle the decisions, conversations, and tasks that truly move the company forward. The easy stuff—emails, updates, quick approvals—can wait. Growth happens in those early hours, not in the late-day cleanup.

    How awards fit in

    Awards have their place. They open doors with clients who don’t know you yet. They boost team morale. They make recruiting easier. They give credibility a push.

    But they’re multipliers, not foundations. They amplify what already works. They can’t fix what doesn’t.

    My message to other founders

    Don’t confuse recognition with substance. The grind—the pivots, the failures, the small wins, and the boring operational work—is what builds a company. Awards will come if you do the work. But even when they do, remember: The trophies look great on the shelf, but they don’t build the business.

    Before you spend another hour polishing your pitch deck or crafting the perfect announcement, ask yourself: Have I built the foundation that will still be standing when the spotlight moves on?

    That’s the real work. And it’s what separates companies that shine for a moment from those that last.

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    Fabien Reille

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  • The Role of Entrepreneurship in Low-Income Communities 

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    Entrepreneurship’s role in building community has always fascinated me. It seems almost paradoxical, given the myth of the solitary startup—with the lone, driven figure working at the kitchen table on countless late nights and early mornings. 

    In some cases, that community is composed primarily of entrepreneurs and their advocates. That support network provides vital nourishment for the startup journey. I saw that firsthand in June when thousands of entrepreneurs and their advocates gathered in Indianapolis from all over the world for the Global Entrepreneurship Network Congress. It was truly heartening to witness so many people across the globe come together for that shared purpose. 

    In other cases, the community is served by the entrepreneur, whose work attracts, galvanizes, and energizes local economic potential. I was reminded of that recently by the work of Majora Carter, and the profound insights it offers. 

    Carter is a real estate developer and urban revitalization strategy consultant, who grew up in New York City’s South Bronx and still lives there. A MacArthur Fellow, a Peabody Award-winning broadcaster, a lecturer at Princeton University, and an ambassador for Right to Start—the national nonprofit organization that I founded to champion entrepreneurship as a civic priority—Carter proves that you don’t have to leave low-income communities to succeed.

    Carter’s insights into urban revitalization are fueled by more than two decades of work in the South Bronx. She makes the fascinating point that in low-income communities, nonprofits provide only the services that philanthropy is willing to fund, while chain-store businesses typically sell their goods without encouraging residents to linger any longer than necessary. Both approaches are inherently limited—and limiting. 

    Entrepreneurship has the power to bring people together, to expand a shared sense of community. It provides the potential to build community wealth from the inside out, empowering local residents to be the architects of their own economic future.  

    You can see this firsthand at the Boogie Down Grind Café, which Carter founded on Hunts Point Avenue in the South Bronx. It’s designed to be a “third space”—a place that’s neither work nor home, where people can spend time in community. Neighbors can meet, share interests, and find common purpose.

    Just two blocks down the avenue, Carter acquired an abandoned railroad station for one dollar. It sits at the heart of Hunts Point, next to a subway stop (the “6” train to Manhattan) and a soon-to-open Metro-North commuter rail station (on the New Haven line to Grand Central Terminal). The train station was designed by Cass Gilbert, one of America’s first celebrity architects, whose work includes iconic early 20th-century buildings such as the Woolworth Building in New York City, then the tallest in the world, and the U.S. Supreme Court building in Washington, D.C. 

    Carter has transformed the train station into an event space called Bronxlandia that offers another third space—a place where neighbors and visitors can gather for concerts and community events. It also serves as a site for commercial photo shoots, while Carter seeks investors to fund the ongoing renovation of this stunning space. 

    Her challenge is that, even in New York City, it’s hard to convince policymakers that a low-income community can be lifted from within through entrepreneurship. The Department of City Planning recently studied four Bronx communities served by Metro-North stations on the New Haven line. They recommended rezoning three of the locations to enhance economic development, but excluded Hunts Point. Even experts in city planning couldn’t see the potential in a low-income community with rail links to Grand Central Terminal. 

    That’s why Right to Start has recently launched a national campaign—‘’America the Entrepreneurial”—to elevate understanding of the power of entrepreneurship. Not only does entrepreneurship generate nearly all net job growth, create community wealth, and reduce poverty—it builds community. And the beauty of it is this: Every town and city in America already has the culture and heritage needed to grow new businesses. The Boogie Down Grind Café and Bronxlandia are living examples.  

    And the benefits extend to every American, not just entrepreneurs. Every 1 percent increase in entrepreneurial activity in a state correlates with a 2 percent decline in poverty. Every new business per 100 people adds nearly $500 to average household income in a county, according to data from the GoDaddy Small Business Research Lab. 

    We simply need to see the potential. As we approach America’s 250th anniversary next year, we all need to see that potential—from sea to shining sea. We all must see America the Entrepreneurial. 

    The author is founder and CEO of Right to Start, the national nonprofit organization championing entrepreneurship as a civic priority. 

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    Victor W. Hwang

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  • What They Don’t Tell You About Building a Business

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    When people picture an entrepreneur, they imagine the wins: the company recognition, the growth, the freedom. What they don’t see are the couch years.

    For me, those were the years when Jared’s Leads was just me, my laptop, and a couch. I was trying to build a business, but the business wasn’t yet paying the bills. So I did what most people don’t want to admit: I hustled. I pieced together side gigs that barely paid, just to buy myself one more month to chase the dream.

    The side gigs

    One weekend, I was promoting wine around Los Angeles, zipping through traffic on a Vespa that I had to get a learner’s permit for just to take the job. They dressed me in a full white bodysuit—tight enough to outline every inch of my body—and sent me into liquor stores to hand out samples. I was humiliated and entertained all at once.

    Another gig had me running a team for Mr. Pink, an energy drink brand. We were at Dodger Stadium, handing out thousands of cans before first pitch, trying to fire up fans as if we owned the stadium. I was leading the crew, making sure samples moved, energy stayed high, and the brand left a mark.

    And then there was Street King—50 Cent’s energy shot brand. That one was surreal. I ran a team in Los Angeles, driving a van with his face plastered on the side, wearing black polos with gold SK chains. We’d hit the Hollywood clubs at 2 a.m., passing out samples to partygoers. I grew up listening to 50 Cent. Now I was part of his promo team. It was absurd, exhausting, and somehow unforgettable.

    The gigs didn’t stop there. Google brought me to Las Vegas, where our job was to help executives move from the lobby of the Aria Hotel to their suites for private meetings. I found myself shaking hands with Fortune 500 leaders on marble floors, pointing them toward elevators and watching them disappear into boardrooms where the fate of entire industries might have been discussed.

    From bodysuits to gold chains to marble floors—that was my life. A patchwork of odd jobs funding a fragile dream.

    And through it all, every spare moment went back into Jared’s Leads. Building trust with clients. Delivering on promises. Finding ways to compete against companies that had far more resources.

    Those years taught me a lesson I’ll never forget: Entrepreneurship isn’t glamorous. It’s not meant to be. It’s messy. It’s humbling. It’s a grind. But if you stick to it—if you stay on the path and lead with transparency, trust, and loyalty—you’ll build something that lasts.

    Because those years—the ones no one sees—are where the foundation gets built.

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    Jared Knapp

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  • Dallas Becomes Launchpad for HighLevel’s First-Ever Paid AI SaaS Internship

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    This Summer 2026 Intern program turns Dallas into a hub for student entrepreneurs building their own businesses with AI.

    A new internship program launching in Summer 2026 will give students something far beyond shadowing or coffee runs. HighLevel, the all-in-one AI Business Operating System used by over 2 million businesses worldwide, is debuting the HighLevel Summer Internship, an 8-week paid program where students build and scale their own SaaS agencies.

    Interns will acquire real customers, generate revenue and master the tools reshaping the future of work: AI and automation. Instead of studying theory, students will put AI into action by helping small businesses grow while earning both a salary and income from their ventures.

    What makes this different:

    • Dallas-built, globally scaled: Interns join a company that has grown to over 1,800 employees and 110,000+ customers in just a few years.

    • AI as a co-founder: Students use AI tools to build real businesses.

    • From classroom to customers: Hands-on experience in acquiring and onboarding their own customers.

    • Paid to innovate: A program that pays students while they build sustainable businesses.

    “AI isn’t taking opportunities away, it’s changing what opportunity looks like,” says Wesley Williams, VP of Marketing at HighLevel. “We’re teaching students how to stop competing with AI and start creating with it. Through our internship program, they’re using technology to make an immediate impact on small businesses that need their help the most.”

    Backed by a platform that’s helped SaaSPRENEURs generate over $1.8 billion in revenue and more than $9.7 billion in total customer revenue to date, HighLevel’s internship program gives students a rare opportunity to learn from and contribute to a proven model of real-world business success.

    “The job market isn’t what it used to be. For years, students were told that good grades, a college degree and hard work would guarantee success. Yet we’ve watched entrepreneurs, creators and influencers achieve incredible success outside that traditional path,” states Sarah Robertson, Manager of HighLevel’s Internship Program. “This shift has opened the door for new pathways, and entrepreneurship is leading the way. This program puts that success back in the hands of the individual, equipping students to think like entrepreneurs, build real businesses and develop the foundation to become successful business owners in any field.”

    Applications for the inaugural cohort open January 2026. Spaces are limited.

    About HighLevel

    HighLevel is the AI-powered platform helping over 2 million businesses automate, grow and thrive. Entrepreneurs using HighLevel’s SaaSPRENEUR model have already generated more than $1.8 billion in revenue, contributing to over $9.7 billion in total customer revenue across the platform. From solo founders to global teams, HighLevel gives people the tools to build smarter businesses and shape the future of work.

    Contact Information

    Sarah Robertson
    Manager, Internship Program
    internship@gohighlevel.com

    Source: HighLevel LLC

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  • Fractional or Full-Time Help? Growing a Business Requires Founders to Know the Difference

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    Hiring a team can be daunting for many founders, especially when it’s their first company. It’s like leaving your toddler with a babysitter for the first time. Trust me, I get it. One mistake can be detrimental. If you bring in the wrong person to a team, it can derail any progress made and cost you thousands in the process. That’s why hiring fractional help can be of assistance.

    Think about it like testing before buying. But when should a company seek full-time help and when is it better to go with fractional hires? There are some important factors to consider. 

    How to tell if you need help 

    If any of the following are true, you’re overdue for a hire or more. These are just a few of the main pain points.   

    • You’re replying to customer support at midnight.   
    • You’re spending more time on spreadsheets than on strategy.  
    • Your to-do list seems to be never ending.   
    • You’re managing people and projects that should be done by someone else.  

    As a CEO, when you spend too much time on work outside of your expertise, you know support of some kind is necessary. Many CEOs get stuck in the doing—managing projects, overseeing tasks, and solving immediate problems. They may be the busiest people in the business, but unfortunately that often does not translate to revenue. Hiring experts to fill your gaps is the best way to grow sustainably.  

    A few years ago, a founder contracted me to help with declining profits and “hiring problems.” Within two weeks of discovery interviews, the real picture became clear. He was spending more than 80 hours a week managing his team members and completing tasks far below his pay grade. The interesting part is that he had a team to rely on, but he didn’t have the tools to succeed with the team.  

    Consequently, he had no time to grow the company. That was the real issue. I persuaded him to bring in a fractional chief of staff and that completely transformed his organization. The CEO’s mindset shifted from reactive to proactive, and two years later, he sold the company for $2 billion.   

    Fractional versus Full-time  

    You know you need help, but you’re unsure what type. If you don’t have enough work for someone to fill the role full time, but you need the help of an expert, fractional is the way to go.   

    When I first founded my company, I hired a fractional social media expert. I am a Baby Boomer, so it is the furthest thing from my expertise. Years later, when I had the funds and many more projects to delegate, I hired a social media manager full-time. Another reason to make a fractional hire is when you simply can’t afford full-time help. Expert fractional work won’t be cheap, but it will give you an expert for less money.   

    The long-term effect   

    A mistake I see many founders make is not hiring help soon enough. Although it requires investment early on, it saves a company money in the long run.   

    Imagine you attempt to do it all yourself for the first few years. You will save cash in the short term, but it will cost you in the slowed and possibly stagnant growth of your company. One person can’t effectively do the work of many people. Also, it’s 2025. Everything moves faster than ever before, and without the proper help, you can quickly have a disaster on your hands. Instead, make a small investment now to prevent turning into one of many organizations that operate reactively rather than proactively.   

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Carol Schultz

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  • #4999—Scraping the Surface, Not the Bottom

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    In July, I landed in Las Vegas for NBA Summer League, excited to watch new talent on the court and coach rookies in the NBA Player Development Program. It was a dream come true, and I stepped off the plane ready for an unforgettable week. Little did I know something far more special was in store.

    Like many entrepreneurs glued to their phones, I followed my regular deplaning routine, checking my texts and emails the second I have reception. The very first message floored me: Inc. Magazine congratulating Empower U., the company I founded, for making the list of America’s 5000 fastest-growing companies.

    After verifying the sender’s domain to make sure it wasn’t a prank, I realized that the communication was indeed real, although the reality of what it revealed felt anything but. I’d like to believe that most successful entrepreneurs are big dreamers at heart. I am no different. Naturally, my mind immediately jumped to where we might rank: Top 1000? Top 500? Top 100? What could this mean for my company’s future? The daydreams played over and over in my head like the words to the most annoying song you know.

    When the music stops

    On reveal day, we listened to words of wisdom from business leaders, including the sharks of Shark Tank. I tuned in, but what I really wanted to see was our rank. When the time came, time itself seemed to enter Matrix mode as the numbers rolled out slowly like that river card that ruins the winning hand you thought you had. There we were—all in— and there it was, #4999. Some might see that as squeaking by, like squeezing into a packed NYC train just before it leaves the station, risking life and limb in the process of prying the door to make way. But for me, it felt familiar—like I’d been here before.

    I love to engage in reflection from time to time. In high school, my senior superlative was “Most Likely to Be Late to Graduation,” and even there I may have been runner-up. True to form, I literally walked (briskly) into the ceremony as they were calling my name to receive my diploma. I remember another time where my AAU basketball team played for a state championship. I was last off the bench to get into the game, but we won the title. I was sour in the moment, but in hindsight, the moment was fleeting. Today, exactly 30 years later, I still have a shiny trophy to show for it.

    These are only a couple examples out of many, but the theme of the life lesson taught was consistent: Getting to the big game is far more important than whether you get to start or star in it. Being first or last can be seen as the imposters of triumph and disaster that Rudyard Kipling’s “If” advises us to treat as one and the same. Some people panic about being last. Others, like myself, may not particularly experience comfort or discomfort there, but rather find inspiration.

    This ranking isn’t about prestige. It’s about proof. Proof that a minority-owned, values-driven behavioral health agency belongs on the national stage. Proof that social impact and revenue growth are not mutually exclusive. Proof that underdogs have a place in the conversation—and a seat in the future.

    We’re expanding into new states, integrating technology into mental health delivery, and partnering with schools, corporations, and communities to change the way care is experienced. Recognition like this assures us that we’re not just dreaming. We’re doing something right.

    We aim to be strong contributors in the movement that shifts the standard for what business growth looks like. Where profitability meets purpose, and success is measured in lives changed, not just lines on a spreadsheet or statement. It’s the what, how, and when that is entrepreneurship’s constant juggling act. With this mission and especially in this climate, we surely have 4999 problems, but a list ain’t one.

    To every founder, creator, and dreamer who feels stuck at the bottom, remember: The climb is where the magic happens. Every step up writes the next chapter and yours is already being written. Keep stepping.

    Here’s to looking up!

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    Marlon Gray

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  • National Association For Community College Entrepreneurship Names Tallahassee State College 2025 Entrepreneurial College Of The Year

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    NACCE, North America’s leading advocate for entrepreneurship education and programming for community and technical colleges, has named Tallahassee State College (TSC) as the 2025 recipient of its Entrepreneurial College of the Year award.

    The National Association for Community College Entrepreneurship (NACCE), North America’s leading advocate for entrepreneurship education and programming for community and technical colleges, has named Tallahassee State College (TSC) as the 2025 recipient of its Entrepreneurial College of the Year award.

    TSC has distinguished itself as an entrepreneurial leader through innovative initiatives, including:

    • Reef restoration and sustainability – Led by the Wakulla Environmental Institute at TSC, the college has partnered with the U.S. Department of Agriculture and Tall Timbers to deploy more than 1,000 concrete reef domes off the coast of Wakulla County in Florida’s Panhandle. These structures support oyster cultivation, protect shorelines from erosion, and mitigate the impacts of rising sea levels.

    • Advancing artificial intelligence – In partnership with the Greater Tallahassee Chamber of Commerce, TSC hosted the inaugural AI Innovation Summit, convening regional leaders in education, business, government, technology, and healthcare to examine how AI is transforming the way we live, work, and learn. Building on this momentum, TSC and the Chamber now co-host a monthly webinar series to help the community embrace AI. President Jim Murdaugh also shared TSC’s approach on a global scale, serving as a panelist at the AI for Good Global Summit in Geneva, Switzerland.

    • Excellence in workplace culture – TSC has earned multiple national recognitions that underscore its commitment to employees and institutional innovation. In 2025, the college was named one of the Great Colleges to Work For® and one of the Most Promising Places to Work for in Community Colleges by NISOD. The college also received the 2024-2025 Innovation of the Year Award from the League for Innovation for its professional development program, a data-driven framework that aligns training with strategic goals.

    “President Jim Murdaugh has initiated a steady stream of innovative, entrepreneurial, and forward-thinking programs that have moved both the college and the community forward,” said Rebecca Corbin, president and CEO of NACCE. “His visionary leadership and ability to inspire teams that embrace innovation make TSC stand out as NACCE’s Entrepreneurial College of the Year. We are grateful for his longtime service as a NACCE Board and Executive Committee member.”

    “On behalf of TSC, I am honored to accept NACCE’s Entrepreneurial College of the Year Award,” said Murdaugh. “This recognition affirms the spirit of innovation and collaboration that defines who we are as an institution. By fostering an entrepreneurial mindset, we empower our faculty, staff, and students to turn challenges into opportunities. This is a reflection of the collective energy, creativity, and commitment that make TSC a force for positive change.”

    About NACCE

    NACCE is an organization of thousands of educators, administrators, presidents, and entrepreneurs focused on igniting entrepreneurship in their communities and on their campuses. NACCE has two main goals: to empower college leaders to approach the business of running a community college with an entrepreneurial mindset; and to grow the community college’s role in supporting job creation and entrepreneurs in their local ecosystems. In 2023, NACCE acquired the SkillPointe technology platform, a free career exploration tool providing information and support for in-demand skilled trades jobs and resources for business startups. Visit: www.nacce.com.

    About TSC

    Established in 1966, Tallahassee State College is dedicated to providing high-quality educational opportunities for students from Leon, Gadsden, and Wakulla counties, as well as from throughout the state, nation, and abroad. TSC offers a wide range of academic and workforce training programs, including associate degrees, bachelor’s degrees, and in-demand certifications. It is consistently ranked as one of the top colleges in the nation. Visit: tsc.fl.edu.

    Contact Information

    Carol Savage
    Editor
    editor@nacce.com
    978-857-1473

    Source: National Association for Community College Entrepreneurship

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  • Long Island entrepreneur John Beyer shares memoir | Long Island Business News

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    LIPA extends PSEG Long Island grid deal through 2030 

    LIPA approves 5-year PSEG Long Island extension, saving $17M, improving oversight, and holding 2026 budget fla[…]

    September 25, 2025

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    Adina Genn

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  • Founder Bundle Flash Sale: Save 15% on TechCrunch Disrupt 2025 Founder Passes (Sept. 29–Oct. 3 Only)

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    You read that right. From today through October 3, we’re offering an exclusive deal just for founders and investors at TechCrunch Disrupt 2025:

    • Founder Bundle Passes: Groups of 4–9 founders save 15%.
    • Investor Bundle Passes: Groups of 4–9 investors save 20% (up from 15%).

    Round up your founder community or investor network, spread the news on all channels, and secure your bundle passes now — these group savings are only available for a limited time.

    Register your group before Friday, October 3, at 11:59 p.m. PT.

    What to expect at Disrupt 2025

    Image Credits:TechCrunch

    Experience three full days at San Francisco’s Moscone West on October 27–29, with 200+ sessions featuring 250+ top tech voices across five industry stages, roundtables, and breakouts. Founders and investors alike will have access to unique perks designed to help you grow, scale, and connect.

    For founders:

    The Founder Pass is built to help founders grow, connect, and gain visibility. For the first time, groups of 4–9 founders can save 15%. Once this offer ends after October 3, it’s gone.

    • Curated VC matchmaking: Engage in personalized meetings with investors aligned to your stage and sector.
    • Exclusive access to the Deal Flow Cafe: Connect informally with VCs actively seeking their next big bet.
    TechCrunch Disrupt 2024 networking student
    Image Credits:TechCrunch
    • Investor list: Gain early access to a list of Disrupt investors who’ve opted in to meet founders.
    • Growth and IPO playbooks: Learn directly from industry leaders on scaling, fundraising, and building sustainable companies.
    • Sector-focused stages and deep dives: Engage in sessions designed for your growth, covering AI, GTM strategies, the 2026 scaling playbook, and more.
    • Learn from top VCs: Witness compelling pitches from startups competing in the iconic Startup Battlefield 200, and gain insights from seasoned VCs on what it takes to craft a winning pitch and build a viable startup.

    For investors:

    The Investor Pass gives premium access to startups that align with your portfolio goals. Groups of 4–9 investors can save 20%, up from 15%, through October 3.

    • Direct access to 200 pitch-ready startups: Meet pre–Series A startups handpicked by TechCrunch, competing for $100,000 in equity-free funding.
    • Exclusive access to the Deal Flow Cafe: Connect informally with founders actively seeking investors.
    • Curated meetings: Schedule impactful 1:1 or small-group meetings with founders matching your investment focus.
    • Founder list: Get early access to a list of Disrupt founders who’ve opted in to connect with investors.
    TechCrunch Disrupt 2024 StrictlyVC
    Image Credits:Slava Blazer Photography
    • StrictlyVC session: Participate in a boutique investor-only session featuring LP tracks and insider stories from top VCs, LPs, and founders.

    Don’t miss out on Disrupt group discounts

    This is a limited-time offer. No other bundle deals will be offered after October 3. Bring your founder community or investor network, save on group passes, and secure your spot at one of the most anticipated tech events of the year in October.

    Going solo? Save up to $444 on your individual pass.

    Techcrunch event

    San Francisco
    |
    October 27-29, 2025

    TechCrunch Disrupt 2025 no anniversary

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    TechCrunch Events

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  • NACCE Names Snap-On’s Nick Pinchuk “Lifetime Achievement” Award Recipient

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    The National Association for Community College Entrepreneurship (NACCE), North America’s leading advocate for entrepreneurship education and programming for community and technical colleges, has named Nicholas T. Pinchuk, chairman and chief executive officer of Snap-on Incorporated, as the 2025 recipient of its Lifetime Achievement Award.

    The National Association for Community College Entrepreneurship (NACCE), North America’s leading advocate for entrepreneurship education and programming for community and technical colleges, has named Nicholas T. Pinchuk, chairman and chief executive officer of Snap-on Incorporated, as the 2025 recipient of its Lifetime Achievement Award.

    “NACCE takes great pleasure in awarding this unique recognition to Nick Pinchuk, who has achieved a lifetime of corporate achievement, entrepreneurial excellence, and visionary leadership,” said Rebecca Corbin, president and CEO of NACCE. “This award acknowledges his dedication to building successful ventures and inspiring future generations, as well as his profound impact on entrepreneurship, innovation, and community development throughout his career.”

    Pinchuk is known for his successful tenure at Snap-on, playing key leadership roles in the company’s growth and success since joining the organization in 2002. The Lifetime Achievement Award is announced yearly at NACCE’s annual conference, held this year October 5-8 in Coronado, CA.

    “NACCE and its member colleges are central to fostering economic growth and ensuring the future prosperity of our local communities and our nation as a whole,” said Pinchuk. “Snap-on remains deeply committed to elevating the dignity of work and small business ownership. We provide the innovative solutions necessary to solve critical tasks that keep the world moving, and the Snap-on brand remains the outward sign of the pride working people take in their essential efforts that sustain our society. In honor of these people of work, I am pleased to accept this prestigious award from NACCE.

    About Nick Pinchuk

    Nick Pinchuk has served as Snap-on’s CEO since 2007 and chairman of the board since 2009. Previously, he served as Snap-on’s senior vice president and president of its Worldwide Commercial & Industrial Group.

    Before joining Snap-on in 2002, Pinchuk held various financial and engineering positions at Ford Motor company and served in several executive operational and financial positions at United Technologies Corporation (UTC). He spent more than a decade as president of UTC Carrier’s Asia Pacific operations, based in that region.

    He is an outspoken leader for community colleges and workforce development in media appearances and speaking engagements across the country. He appears regularly on CNBC and Bloomberg, as well as on the pages of various publications, including the Wall Street Journal and the New York Times, commenting on the global economic scene and advocating for equipping everyday people with the skills they need to win the global competition for jobs.

    Pinchuk holds both Bachelor of Science and Master of Science degrees in electrical engineering from Rensselaer Polytechnic Institute, as well as a Master of Business Administration from Harvard. He also served as an officer of the U.S. Army in Vietnam.

    About NACCE

    NACCE is an organization of thousands of educators, administrators, presidents, and entrepreneurs focused on igniting entrepreneurship in their communities and on their campuses. NACCE has two main goals: to empower college leaders to approach the business of running a community college with an entrepreneurial mindset; and to grow the community college’s role in supporting job creation and entrepreneurs in their local ecosystems. In 2023, NACCE acquired the SkillPointe technology platform, a free career exploration tool providing information and support for in-demand skilled trades jobs and resources for business startups. Visit: www.nacce.com.

    About Snap-on

    Snap-on Incorporated is a leading global innovator, manufacturer, and marketer of tools, equipment, diagnostics, repair information, and systems solutions for professional users performing critical tasks including those working in vehicle repair, aerospace, the military, natural resources, and manufacturing. Since its founding in 1920, Snap-on has been recognized as the mark of a serious and outward sign of the pride and dignity working men and women take in their professions. Products and services are sold through the company’s network of widely recognized franchisee vans, as well as through direct and distributor channels under a variety of notable brands. The company also provides financing programs to facilitate the sales of its products and to support its franchise business. Snap-on, an S&P 500 company, generated sales of $4.7 billion in 2024, and is headquartered in Kenosha, Wisconsin. Visit: snapon.com and makersandfixers.com. http://www.snapon.com/

    Contact Information

    Carol Savage
    Editor
    editor@nacce.com
    978-857-1473

    Source: National Association for Community College Entrepreneurship

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  • Why Going All In Is the Only Option for Entrepreneurs Who Want to Win | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    If you know anything about me, you know I’m all in. On music memorabilia. On people. On my work. On whatever’s in front of me.

    I don’t know another speed. I’ve never been great at “halfway.” I either care enough to give something everything I’ve got, or I don’t touch it at all. For me, that’s the essence of entrepreneurship. You can’t dabble your way into building something meaningful. You have to decide. You’re either in or out.

    That’s why, when I meet founders, I’ll usually ask them one simple question: “What would make you quit?” If they pause or start listing reasons, I already know they’re not there yet. But when someone looks me straight in the eye and says, “Nothing,” that’s when I know I’m talking to someone who’s built for this. That answer tells me they’ve already done the hard part — mentally closing every exit door before they even walk in.

    Being all in doesn’t mean they’re fearless. It means they’ve already accepted the rollercoaster that comes with the territory. They’ve decided in advance that no rejection, no slow month, no investor passing on them is going to be the thing that takes them out.

    Related: Want a Promotion? Start Saying This

    For me, going all in has never felt like a strategy. It’s felt like survival. When I started in real estate, I didn’t have a backup plan. I didn’t have a cushion to land on. I didn’t even have a clear playbook. I had urgency. I had hunger. I had no other option but to figure it out. That’s the art of being all in. You don’t wait for perfect conditions. You move forward because you’ve already eliminated quitting as an option.

    I always say, “burn the ships.” If you’re going to do something, do it in a way where there’s no going back. That mindset forces you to figure it out. It forces you to get creative. It forces you to commit in a way you never would if you kept a safety net.

    Here’s the funny thing about fear…it usually shows up dressed as logic. It says things like, “Wait until you’re more prepared.” Or, “Play it safe for now.” Or, “Test it before you commit.” Those sound smart, but they’re really just hesitation in disguise. I’ve learned that if you give that voice too much airtime, you’ll talk yourself right out of the shot that could’ve changed your life.

    The other truth is this: people want to follow commitment. Nobody gets inspired by a halfway effort. Your team feels it. Your family feels it. Clients and investors feel it. When you’re all in, it shows. Energy is contagious, and commitment is the best way to spread it.

    Being all in doesn’t mean you bet the farm on every idea. It means you show up fully present in whatever lane you’re in. For me, that’s my family, my faith and my businesses. For you, it might be something else. The specifics don’t matter. What matters is the posture. All in doesn’t mean you’re doing everything at once. It means you’re giving the important stuff your full weight.

    I’ve had plenty of days when the odds weren’t in my favor. That’s part of the game. If you’re not willing to risk being misunderstood, you’re probably not going all in.

    ADHD and dyslexia have been huge parts of my story. For some people, that sounds like a disadvantage. For me, it’s been an edge. I can’t fake interest. If I don’t care, I won’t last. But if I do care, I’m locked in. I’ll get obsessed. I’ll get urgent. I’ll get creative. That’s a gift, not a curse. And it’s one more reason being ‘all in’ comes naturally to me.

    Related: How to Quit Your Job and Go All In on Your Side Hustle

    Even outside of work, I see it. My music wall didn’t build itself overnight. Every record, every signed album, every piece of memorabilia — I hunted for it, collected it, protected it. Why? Because I was all in. It’s not a hobby, it’s a passion. That’s the same energy I’ve always brought to business and to life.

    The older I get, the more I see this isn’t just about business. It’s about how you live. It’s about who you love. It’s about how you spend your time. If something matters, give it everything. That’s where the good stuff happens.

    The people I admire most don’t always have the best pitch deck or the biggest bankroll. They’re the ones who decided early on that nothing could make them quit. That mindset is the difference.

    So if you’re sitting there wondering whether to go for it, ask yourself the same question I ask every founder: “What would make me quit?” If your honest answer is nothing, then congratulations. You’re already all in.

    Nobody’s going to save you. You have to save yourself. And the best way I know to do that? Burn the ships. Be all in.

    If you know anything about me, you know I’m all in. On music memorabilia. On people. On my work. On whatever’s in front of me.

    I don’t know another speed. I’ve never been great at “halfway.” I either care enough to give something everything I’ve got, or I don’t touch it at all. For me, that’s the essence of entrepreneurship. You can’t dabble your way into building something meaningful. You have to decide. You’re either in or out.

    That’s why, when I meet founders, I’ll usually ask them one simple question: “What would make you quit?” If they pause or start listing reasons, I already know they’re not there yet. But when someone looks me straight in the eye and says, “Nothing,” that’s when I know I’m talking to someone who’s built for this. That answer tells me they’ve already done the hard part — mentally closing every exit door before they even walk in.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Rogers Healy

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  • Free Webinar | On-Demand: From Bottlenecks to Breakthroughs: 5 Barriers Stalling Entrepreneurs—and the System That Removes Them | Entrepreneur

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    Every founder eventually hits the same growth killers—isolation, decision fatigue, skill overload, stalled momentum, and a lack of real accountability. In this on-demand session you’ll see why these five barriers show up and why quick fixes rarely stick.

    You’ll also be introduced to The Boardroom, Entrepreneur Media’s new six-month mastermind that pairs you with a hand-picked peer group and expert mentors who turn those obstacles into weekly breakthroughs.

    Key takeaways:

    • Replace isolation with a curated advisory board

    • Slash decision fatigue using repeatable frameworks

    • Escape skill overload through expert playbooks

    • Restart stalled growth with high-leverage tactics

    • Close accountability gaps so goals become wins

    Register now for instant access and start mapping your path from bottleneck to breakthrough.

    About the Speakers:

    Jason Feifer is the editor in chief of Entrepreneur magazine and host of the podcast Problem Solvers. Outside of Entrepreneur, he writes the newsletter One Thing Better, which each week gives you one better way to build a career or company you love. He is also a startup advisor, keynote speaker, book author, and nonstop optimism machine.

    Jacqueline “JJ” Jasionowski blends luxury-brand rigor with entrepreneurial speed. After 17 years at BMW Group leading growth, training, and CX initiatives, she launched Shift Awake Group to deploy tech-forward training that lifts customer satisfaction and revenue. A Certified Professional Coach and expert facilitator, JJ builds behavior-shifting systems—reducing friction and driving measurable outcomes.

    Every founder eventually hits the same growth killers—isolation, decision fatigue, skill overload, stalled momentum, and a lack of real accountability. In this on-demand session you’ll see why these five barriers show up and why quick fixes rarely stick.

    You’ll also be introduced to The Boardroom, Entrepreneur Media’s new six-month mastermind that pairs you with a hand-picked peer group and expert mentors who turn those obstacles into weekly breakthroughs.

    Key takeaways:

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Entrepreneur Staff

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  • Capitalism in the cracks: How Japan’s microspaces unleash economic experimentation

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    This is part of Reason‘s 2025 summer travel issue. Click here to read the rest of the issue.

    A three-story house tucked into a mere one-meter gap between tall buildings. A flower shop shaped like a triangle, wedged between a retaining wall and the sidewalk. A standing bar humming with laughter beneath the rumble of passing trains. In most cities, these spaces would be dead zones—awkward, overlooked, written off by zoning and building codes as unusable.

    But in Tokyo, they bloom with life. These microspaces are amenities. They’re capitalism in the cracks, not just in form but in function.

    These strange slivers often become homes for new ideas: a two-person bar, a bookstore barely wider than a fridge, a late-night shop that opens on a whim. They invite experimentation, economic as well as architectural.

    Tokyo’s ability to cultivate these spaces isn’t just a cultural quirk. It’s a byproduct of a city that leaves room for improvisation, that adapts to its imperfections, and that transforms constraints into creativity. These spaces reveal what is possible when cities loosen their grip on regulations—when policy becomes an enabler, not a gatekeeper. They offer a glimpse of what urban life could look like if more places embraced flexibility.

    Tokyo’s urbanism emerged more than it was planned. Most of its neighborhoods weren’t drafted in a planner’s office. They were shaped incrementally by individuals responding to need and opportunity.

    Modern Tokyo is a city born from ruin. After the devastating bombings of World War II, with little funding available for formal reconstruction, residents rebuilt on their own—using salvaged materials to create homes on the ruins of old neighborhoods. Over time, the government stepped in to connect and formalize what had already taken shape. The result is a dense, oddly beautiful patchwork: irregular lots, winding streets, and spaces so small that most cities would ignore them. But Tokyo doesn’t.

    There are at least three varieties of microspaces here: pet architecture, yokochos, and undertrack infills.

    ***

    Of all of Tokyo’s urban quirks, few are as endearing—or revealing—as pet architecture.

    Coined by the architectural firm Atelier Bow-Wow, the term describes buildings that are “unusually small, humorous, and charming”: little pets in a city built for human beings. Awkwardly shaped and impossibly tiny, they defy conventional notions about how much space is necessary for any given use.

    You might stumble upon a rubber stamp store crammed into a leftover triangle of land between a train line and the road in Nakano. A one-meter-wide real estate office in Shimokitazawa. A tiny bakery that somehow fits between a wall and a utility pole in Koenji. These are buildings that shouldn’t exist, but they do.

    In many cities, spaces like these would be rejected outright as unusable. They’d run into a wall of regulatory barriers: minimum lot sizes, minimum unit sizes, parking mandates, and zoning codes that separate uses into rigid slots—residential here, commercial there, industrial somewhere else.

    Omoide Yokocho; Katarina Hall

    But in Tokyo, they’re opportunities. They challenge bureaucratic assumptions about what buildings are supposed to look like. As the Atelier Bow-Wow architect Yoshiharu Tsukamoto has put it: “They illustrate unique ideas with elements of fun, without yielding to unfavorable conditions.” Pet architecture is playful, it’s resourceful, and it’s all over the city.

     

     

     

    ***

    Yokocho literally means “side street” or “alleyway.” In Japan, it means something more: narrow lanes filled with tiny bars and restaurants. Usually found near train stations or commercial centers, these narrow streets range from just 1.3 to 2.8 meters wide—narrow enough to stretch out your arms and touch both walls, too tight to meet code in most U.S. cities. Inside, you’ll find bars the size of walk-in closets, seating six to 12 patrons and often run by a single staffer.

    Yokochos emerged after World War II as black markets. They were improvised stalls selling basic goods. Over time these stalls became food joints and drinking dens, and eventually they were fixtures of Tokyo’s urban landscape.

    The Golden Gai district in Shinjuku packs more than 200 tiny bars into six alleyways in an area smaller than a city block. (It’s the kind of setup a North American fire marshal would never allow.) Most buildings are two stories high, with steep staircases leading to completely different experiences upstairs. Want a fancy whiskey bar? It’s there. A horror movie–themed bar? Absolutely. Hospital-themed? Erotic fetish? Retro video games? A quiet library bar? They have all of the above. All unique. All impossibly small.

    Nearby, on the other side of Shinjuku station, the Omoide Yokocho district is known for late-night yakitori (chicken skewers) and drinks, with around 80 shops squeezed into a single alleyway. In Shibuya, Nonbei Yokocho—or “Drunkard’s Alley”—crams 40 shops into spaces barely two meters wide. And in Ebisu, Ebisu Yokocho sits in a covered passageway built on the remnants of a former shopping center that houses izakayas (Japanese pubs) ranging from 10 to 16.5 square meters, serving everything from grilled fish to okonomiyaki to oden.

    So beloved are these places that developers have recreated them inside modern buildings. Shibuya Yokocho, a sleek version inside the Miyashita Park complex, mimics the feel of the real thing, with curated chaos, shared tables, and dishes from every prefecture in Japan.

    Nostalgia aside, yokochos are more than relics. Their size, affordability, and independence make them incubators for creativity and entrepreneurship.

    ***

    Tokyo’s rail system is everywhere—and wherever there are train tracks, there are gaps. In many cities, these would be fenced off. In Tokyo, they’re filled with life.

    Like yokochos, many undertrack infills began as black markets after the war. What were once dusty, makeshift stalls have since evolved into hubs of commerce and dining.

    Near Ueno Station, izakayas nestle underneath and between train lines. You can sit shoulder-to-shoulder with salarymen, sip a highball, nibble on sashimi, and watch the trains pass overhead.

    A few blocks from there is Ameyoko, a market wedged beneath the Yamanote Line between the Okachimachi and Ueno stations. It’s a sensory overload: cosmetics, spices, fresh seafood, and cheap street snacks packed into a narrow pulsing corridor under the tracks.

    A few stops away on the Yamanote Line, in Yurakucho, rows of cozy restaurants and standing bars are tucked into the arches beneath the tracks. Some are linked by narrow alleyways that run under the railway itself, connecting one lively pocket to another. At around 6 p.m., the lights come on, the smoke rises, and the area fills with after-work revelers grabbing food and drinks before catching their train home.

    What unites these undertrack infills is their uncanny ability to turn infrastructure into opportunity. Instead of ignoring the voids created by transit, Tokyo builds into them.

    To understand why Tokyo looks the way it does, you have to start with zoning. Zoning laws determine what can be built and where—homes, shops, factories, or nothing at all.

    In the U.S., zoning is local. Each city or county writes its own code, but most follow similar templates. Neighborhoods are typically residential, commercial, or industrial, with little room for overlap. The rules are rigid. It’s often illegal to run a small business out of your home or to build on a lot deemed too small. Any change of use typically requires hearings, permits, consultants, and months—maybe years—of paperwork. It’s a large bureaucratic system that tends to push out small, experimental, or unconventional uses.

    Japan takes a different approach. The same zoning system applies nationwide, from Tokyo’s densest neighborhoods to the smallest rural town. The rules are meant to maintain the scale of buildings, preserve sunlight access, and prevent fire hazards.

    Ueno; Katarina Hall

    Instead of rigid land-use rules, Japan uses a set of 12 flexible zoning categories, arranged on a spectrum from residential to commercial to industrial. These are broad guidelines, not strict prescriptions. Within them, landowners are largely free to decide how to use their space.

    Take Category 1, officially designated as “exclusively residential.” In practice, that doesn’t mean only homes can be built. Small shops, dental clinics, hair salons, and day cares are all permitted. What’s prohibited are large, disruptive developments. You won’t find a department store in Category 1, but you might find a ramen shop on the ground floor of someone’s home.

    Each zone builds on the one before it. If something is allowed in Category 1, it’s automatically allowed in Categories 2 through 12. The only major exception is strictly industrial areas. Elsewhere, layers of possibilities build on each other, allowing for the kind of vibrant, fine-grained mixing of activities you see in Tokyo.

    Japan also avoids rules that would make small-scale development impossible. There are no minimum lot sizes. Small parcels can be freely subdivided. Building heights are based on road width, not a fixed number. And it’s legal to run a business out of your house. The result is a city that allows for increasingly complex and nuanced configurations.

    The rules are more like scaffolding than a straitjacket. They set the frame, but decisions are left to property owners, architects, and builders.

    This flexibility has made Tokyo radically adaptable. It makes space not just for small businesses but even smaller microbusinesses. If you have an idea and a few square feet, you can start something without hearings or expensive consultants.

    “There are a lot of ways in which not only zoning but other pieces of the puzzle all come together to encourage these experimental, intimate, small-scale mom-and-pop businesses,” explains Joe McReynolds, an urban studies scholar at Keio University’s Almazán Architecture and Urban Studies Laboratory. “There’s a lot of tilt in the regulations toward small businesses,” he says, from lower taxes and simpler food safety rules to the relative ease of getting a liquor license.

    Gap House; Nicholas Kane

    Tokyo may be unique, but you can sometimes spot a glimmer of flexibility even in cities with heavy-handed planning systems.

    Take London. With its heritage protections, conservation zones, strict building codes, and endless red tape, changing the built environment there often means running an obstacle course of applications, consultations, and design reviews. Yet small-scale invention sometimes slips through.

    In West London’s Bayswater conservation area, where uniform facades and historical preservation rules are the norm, you’ll find the Gap House. With a street frontage of only 2.3 meters (8 feet), this five-story home fills what was once a narrow alley between two buildings.

    “My inspiration was Japan and the Netherlands,” explains the architect (and owner), Luke Tozer. “Both make good use of small bits of land.”

    The project required extensive negotiation, creative diplomacy, and imaginative design work to bring neighbors and planners on board. “We ultimately convinced them of a design that could be contemporary and sympathetic to the adjoining areas without it trying to mimic them,” Tozer says. “One of our arguments was [that] it should be different because it’s obviously of its time but also we want to try and still make it clear that it is a gap.”

    The result is a home that opens into a rear garden and maximizes every inch of its narrow footprint. “It required some imagination. Thinking out of the box. Good design, that’s where it comes in,” Tozer reflects. “That’s where good design adds value on tricky sites.”

    The Gap House shows that even in cities bound by strict zoning and preservation overlays, there’s still room for architectural courage.

    “I love the fact that in a city—even a city where you’ve got an acute housing crisis like in London—there are always bits of land that are left over, forgotten,” Tozer says.

    There are cracks worth filling. But if every project demands a fight, we will never see this kind of development flourishing.

    “Letting people run a little coffee shop, a little bookstore out of the ground floor of their houses, that’s the sort of thing that makes a neighborhood charming and local and lovable and livable,” McReynolds says.

    That’s part of what makes Tokyo so magnetic. It’s a city where the unexpected flourishes. Walk a single block and you’ll see a narrow home tucked between buildings, a pet-sized owl café, or a triangle-shaped standing bar. It’s this patchwork—this mixture of building scales and uses—that gives the city its pulse.

    Tokyo can’t be copied. Its history is unique. But we can learn from its ethos of trusting its citizens and adopting policies that enable rather than restrict. If more cities embraced the idea that flexibility breeds vitality, we might start to see cracks of our own—cracks that could be filled with opportunities.

    This article originally appeared in print under the headline “Capitalism in the Cracks.”

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    Katarina Hall

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  • Most Founders Start With the Product. I Started With These 3 Questions Instead. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Too many founders start with the product. They get excited, build something, and then scramble to figure out if anyone actually wants it.

    I almost did the same. Technically, I started by generating silly AI images of my boss to make my coworkers laugh. But when I saw the potential of the tools I was playing with — and how accessible they were becoming — I realized I could turn it into something real.

    I didn’t have a background in AI or deep learning. But with open-source tools like Stable Diffusion suddenly available, people like me could build things that felt like magic.

    And like most entrepreneurs, I wanted to move fast. But instead of rushing to build, I gave myself a reality check. I asked three hard questions before writing a line of code. That checklist became the foundation of my business — and helped me avoid wasting months (and money) on a product no one wanted.

    These same questions apply whether you’re launching a SaaS company, a consumer product, a service-based business, or, yes, an AI tool.

    Related: AI Isn’t Plug-and-Play — You Need a Strategy. Here’s Your Guide to Building One.

    1. Is there real demand?

    Before investing anything in product development, I set up a test. I opened an Etsy store selling AI-generated pet portraits during the holidays. It was clunky. Every order meant I was manually training models and fulfilling them by hand.

    But people paid. They loved the results. It wasn’t scalable — yet — but that didn’t matter. It gave me proof:

    • I could deliver something people genuinely valued
    • They were willing to pay for it

    This kind of early signal is more important than a sleek prototype or a detailed roadmap. For you, it might mean selling a simplified version of your offer, pre-selling a service, or running a paid pilot. The goal is the same: confirm there’s real demand before you build at scale.

    2. Will people pay me — and how?

    After validating interest, I started experimenting with pricing. We tested $15, then $25. We ran ads on Reddit. Some worked, most didn’t. I tried subscriptions — but quickly realized that running custom-trained models on demand was too expensive to support recurring plans at an early stage.

    So I switched to a one-time payment model. Simple, low-friction, no complicated onboarding. We started at $9.99, and conversions were strong. Over time, we added higher-tier pricing — but from day one, the business had to make financial sense.

    Many people advised offering a freemium version. I considered it, but GPU costs made that unrealistic. Instead, I built a free tool that looked like our main offering (an AI headshot generator) but was actually a low-cost background remover. It gave users a taste of the experience and warmed them up to buy. And it converted.

    The takeaway? Revenue models aren’t just about pricing — they’re about sustainability. Founders often over-index on what’s ideal for the user and forget what’s viable for the business.

    3. Can I actually reach people?

    I didn’t have an audience. I didn’t have connections or media buzz. But I had Reddit.

    I started joining threads where people were talking about AI headshots. I added value, offered comparisons, answered questions — and eventually, shared my own product. That got us our first 100 customers. We used Google Ads to scale to 1,000.

    It wasn’t viral. It wasn’t pretty. But it worked. Why? Because I focused on solving the hardest part of distribution first: attention and trust.

    When people think about go-to-market, they think channels. But it’s better to think in terms of risk:

    • Can you find the right people?
    • Can you earn their attention?
    • Can you convert them — without overspending?

    If the answer is no, it doesn’t matter how good the product is.

    Related: AI Will Define Your Brand If You Don’t — Here’s How to Take Control

    Don’t build until you can answer these three questions

    Every founder wants to build something great. But building too early — or on shaky assumptions — can kill even the best ideas.

    A rough product built on real answers will always beat a polished one built on hope.

    So before you start building or investing heavily in a new product or service, ask yourself:

    • Who wants this right now?
    • Will they pay?
    • Can I reach them profitably?

    Everything else can wait.

    Too many founders start with the product. They get excited, build something, and then scramble to figure out if anyone actually wants it.

    I almost did the same. Technically, I started by generating silly AI images of my boss to make my coworkers laugh. But when I saw the potential of the tools I was playing with — and how accessible they were becoming — I realized I could turn it into something real.

    I didn’t have a background in AI or deep learning. But with open-source tools like Stable Diffusion suddenly available, people like me could build things that felt like magic.

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    Jeremy Gustine

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  • After Studying 233 Millionaires, I Found 6 Habits That Fast-Track Wealth | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Entrepreneurship is the quickest path to wealth, offering the potential to bypass the slow grind of traditional saving and investing. I am a CPA, Certified Financial Planner and author of Rich Habits: The Routines Millionaires Use Daily That Will Help You Build Wealth.

    Over a five-year period, I studied the daily habits of 233 wealthy individuals, of which 177 were self-made millionaires, and 128 people living in poverty. My Rich Habits research, along with insights from other independent third-party experts/studies corroborating my research, reveals that entrepreneurship accelerates wealth-building when paired with specific habits.

    This article explores why entrepreneurship is the fast track to wealth and how my findings can guide aspiring entrepreneurs to success.

    Related: 10 Habits That Separate Rich and Successful Founders From Wannabe Entrepreneurs

    The entrepreneurial advantage

    My research shows that self-made millionaires who pursued entrepreneurship built wealth faster than those who relied on saving and investing as employees. In my five-year Rich Habits Study, “Saver-Investors” took an average of 32 years to accumulate $3.3 million, while entrepreneurs reached $7.4 million in just 12 years. This gap highlights entrepreneurship’s potential to compress the wealth-building timeline.

    Entrepreneurs can create multiple income streams, scale businesses and directly influence financial outcomes, unlike employees tied to fixed salaries. However, I must emphasize that success depends on adopting certain ‘Rich Habits’ — daily routines that set successful entrepreneurs apart.

    Below are the key habits from my research, tailored for aspiring entrepreneurs.

    1. Set clear, actionable goals

    In my Rich Habits study, 80% of self-made millionaires set specific, long-term goals and focused on them daily. For entrepreneurs, this means defining a clear vision — whether launching a product or hitting revenue targets — and breaking it into daily tasks.

    I found that successful entrepreneurs have a do it now mindset/daily mantra that encourages immediate action to maintain momentum.

    Actionable Tip: Write one major business goal for the next year and break it into monthly and daily tasks. Review progress daily to stay on track.

    Related: The Path to Becoming a Wealthy Entrepreneur Starts With Identifying Scarcity and Saying ‘No’ More Often

    2. Commit to continuous learning

    Successful entrepreneurs are lifelong learners. My Rich Habits study shows that 88% of millionaires dedicate at least 30 minutes daily to self-education, reading books on personal development or industry trends. In contrast, 77% of poor individuals in my study spent over an hour a day either watching TV, streaming, reading books of fiction, social media engagement and other online time-wasters. Knowledge keeps entrepreneurs competitive.

    Actionable Tip: Replace 30 minutes of social media with reading a business book or listening to an industry podcast. or reading industry journals

    3. Live frugally to re-invest

    Financial discipline is critical. Saver-Investor millionaires build their wealth by being frugal with their spending in order to save 20% or more of their net income, which they prudently invest themselves or through financial advisors. Entrepreneurs are different.

    While they do share the frugality habit with Saver-Investors, they don’t save like Saver-Investors. Instead, they live frugally in order to maximize the amount of profits, which they then reinvest back into their businesses — marketing, product development or hiring. In order to be able to live frugally, budget no more than 25% of net income on housing, 15% on food, 10% on entertainment and 5% on vacations.

    Actionable Tip: Automate investing 20% of your company’s profits into a business savings account to help you fund growth or provide a buffer.

    Related: Frugality Among the Wealthy: A Closer Look

    4. Build power relationships

    Networking is a cornerstone of success. In my study, I found that 93% of millionaires with mentors credited them, almost entirely, for their success in life. Mentors offer guidance, share processes that work, teach habits that automate success, teach what works and what does not work and open doors to influencers who are part of their inner circle.

    Wealthy entrepreneurs also invest significant time in cultivating “Power Relationships” with optimistic, success-minded peers and mentor others to strengthen their networks.

    Actionable Tip: Seek a mentor in your industry and ask for specific advice. Mentor someone else to build your network and refine your strategies.

    5. Take calculated risks

    Entrepreneurship involves risk, but successful entrepreneurs do their homework and make informed decisions prior to taking any risk. In my study, 27% of millionaires failed at least once in business but learned from their setbacks. They avoid reckless, speculative moves, relying on research, mentorship and market analysis to seize opportunities others miss.

    Actionable Tip: Before launching a venture, conduct market research and test ideas with a small-scale pilot program in order to minimize risk.

    6. Prioritize positivity and health

    A positive mindset and good physical health sustain entrepreneurial stamina and energy levels. My Rich Habits millionaires practiced “rich thinking,” controlling negative emotions and staying optimistic. Additionally, 76% exercised regularly to maintain energy and focus, enhancing decision-making and resilience.

    Actionable Tip: Spend 30 minutes daily on exercise like walking, yoga, weights or resistance exercises and practice gratitude to maintain positivity.

    Related: How to Build a Healthy, Wealthy and Wise Life

    The power of passion and persistence

    I learned from my Rich Habits research that passion fuels entrepreneurial success. Passion makes work fun. Passion gives you the energy, persistence and focus needed to overcome failures, mistakes and rejection.

    Passionate entrepreneurs endure long hours and challenges, while disciplined habits create a compounding effect. However, even the entrepreneurial fast track requires time — 12 years on average to reach multimillion-dollar wealth.

    Addressing challenges

    Critics of my work argue that systemic factors or demographic biases may influence wealth beyond habits. While barriers exist, my blind study focused on controllable behaviors. Entrepreneurs can’t eliminate external challenges, but can control daily actions, relationships and decisions to navigate them effectively.

    Entrepreneurship offers the fastest path to wealth for those who adopt the Rich Habits my research highlights. By setting goals, prioritizing learning, living frugally, building networks, taking calculated risks and maintaining positivity and health, aspiring entrepreneurs can emulate self-made millionaires. Wealth-building is a two-step process — creating and sustaining it — and entrepreneurship, with disciplined habits, is the engine that drives both steps faster than any other path.

    Start small, stay consistent and entrepreneurship will eventually lead you to financial success.

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    Tom Corley

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  • Why Solving Problems for Customers Isn’t Enough Anymore | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Every era of innovation is shaped by the assumptions it inherits — and those it dares to challenge. Today, a profound transformation is underway. It’s not just technological or economic; it is philosophical. We are moving from a world of institutional dependency to one of personal responsibility, and this shift is not abstract — it is architectural. It redefines markets, recasts the role of government, and perhaps most significantly, reshapes the landscape of entrepreneurship.

    At the center of this change is a simple but powerful idea: When people know, they are responsible. The democratization of information, powered by real-time data, AI-driven personalization and platform accessibility, is rewriting the logic of service, value and ownership. The entrepreneurial question is no longer, “What can we do for people?” but, “How can we equip people to do more for themselves?”

    Related: 3 Business Models That Will Shape the Future of Entrepreneurship in 2025 and Beyond

    From intermediaries to enablers

    Entrepreneurs have historically built businesses around solving problems on behalf of others. This often required serving as intermediaries: interpreting complexity, managing risk and navigating institutions. Insurance companies pooled risks that people couldn’t calculate. Financial advisors made sense of markets that most couldn’t access. Schools and training institutions curated learning for people who lacked the means to direct it themselves.

    That model made sense — in a world where information was scarce, and institutions were necessary proxies for knowledge.

    Today, individuals have direct access to tools that allow them to manage health metrics, compare investment options, acquire in-demand skills and even simulate career outcomes. Platforms like wearable health tech, robo-advisors, skill-based microcredentials and AI tutors mean people no longer require a professional class to tell them what is best. They can see it — and often predict it — for themselves.

    The businesses that merely stand between the individual and their decision are now obsolete. The businesses that thrive will be those that build systems of empowerment — platforms that provide clarity, customization and capability.

    The new architecture of value

    In this new environment, value is not in provisioning; it is in enabling autonomy. Entrepreneurs must now ask: How do we help individuals unlock and apply their own potential?

    Consider healthcare. Traditional insurance operates on the premise that people must be protected from risks they can’t predict. But as personalized health data becomes ubiquitous, people can now monitor, manage and reduce their own risk. The value chain shifts from claims management to wellness optimization. The opportunity? Build ventures that help people interpret their health data, make daily behavioral choices and invest in long-term vitality. It’s no longer about coverage — it’s about capability.

    Or look at retirement planning. Where institutions once prescribed investment strategies, today’s individual can model their financial future in real time. Startups are emerging not to sell products, but to build dashboards of decision-making — offering tailored insights, adaptive risk modeling and lifestyle-based financial strategies. It’s not about controlling assets; it’s about translating knowledge into confident action.

    The same transformation is visible in education. Institutions designed to certify are giving way to systems that verify. Competency-based portfolios, credentialing ecosystems and industry-aligned learning platforms are making degrees optional and demonstrable ability the currency of success. Entrepreneurs here aren’t building new schools — they’re building knowledge markets.

    Related: How to Keep Up With Customer Expectations

    Entrepreneurship in the age of awareness

    This is a new age of entrepreneurship, one where success is not about scale alone, but about aligning with the informed individual’s journey. It demands a shift in mindset from ownership to stewardship.

    Startups in this era must reflect three core design principles:

    1. Empowerment over dependency: The most valuable businesses will not do things for people — they will build tools that allow people to do them for themselves. Think: platforms that help users self-diagnose, self-educate or self-direct their economic strategy.

    2. Personalization over prescription: Generic offerings will fade. What succeeds now are systems that adapt: financial plans tuned to personal goals, wellness programs that respond to biometric feedback, education pathways shaped by live career data.

    3. Transparency over authority: The informed individual does not tolerate gatekeeping. Businesses must offer clarity, not control. Whether in pricing, outcomes or decision logic, transparency builds the trust required for responsibility to flourish.

    These principles aren’t trends — they are structural requirements. They arise because the individual now sits at the center of the value chain. And that individual is not passive. They are informed, engaged and increasingly aware that they are the product, the platform and the producer of outcomes.

    The collapse and creation of value chains

    As this shift accelerates, entire industries will be restructured. Wherever value was created by managing people’s ignorance, that value will collapse. Legacy insurance models, credential-based hiring systems and one-size-fits-all service providers are under existential pressure.

    But with every collapse comes creation. As individuals become responsible for their own outcomes, they will seek trusted systems, smart tools and tailored insights. They will invest in products that respect their intelligence, reflect their uniqueness and respond to their goals.

    The next wave of unicorns will not be service providers — they will be agency platforms. They won’t just deliver — they will activate.

    A new kind of entrepreneurial ethic

    This is more than strategy. It’s a new entrepreneurial ethic. It is grounded in a respect for the individual not as a target market, but as a fully capable actor. It sees people not as consumers of systems, but as participants in outcomes.

    Entrepreneurship, then, becomes a civic act. It helps rebuild the social contract — not by promising care, but by equipping individuals to care for themselves and their communities. The goal is no longer centralized service. It is distributed capability.

    Related: How to Use AI to Increase Business and Make Customers Happy

    Build for the informed individual

    The real revolution is not in technology. It’s in structure. Technology simply enables what is now structurally necessary: individual ownership of wellness, finance, education and life itself.

    Entrepreneurs who understand this will stop building for passive users and start building for informed owners. They will not design systems of support; they will design systems of self-determination.

    Because in this new world, when people know, they are responsible. And the businesses that thrive will be those that help them own that responsibility — with clarity, confidence and capability.

    Every era of innovation is shaped by the assumptions it inherits — and those it dares to challenge. Today, a profound transformation is underway. It’s not just technological or economic; it is philosophical. We are moving from a world of institutional dependency to one of personal responsibility, and this shift is not abstract — it is architectural. It redefines markets, recasts the role of government, and perhaps most significantly, reshapes the landscape of entrepreneurship.

    At the center of this change is a simple but powerful idea: When people know, they are responsible. The democratization of information, powered by real-time data, AI-driven personalization and platform accessibility, is rewriting the logic of service, value and ownership. The entrepreneurial question is no longer, “What can we do for people?” but, “How can we equip people to do more for themselves?”

    Related: 3 Business Models That Will Shape the Future of Entrepreneurship in 2025 and Beyond

    The rest of this article is locked.

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    Majeed Javdani

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  • Watch Out for These Dangerous Business Habits That Masquerade as Strategy | Entrepreneur

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    We love a good story, especially when it keeps us comfortable. In business, these stories often become rationalized myths. They sound like logic, feel like experience, and masquerade as truth. But really, they’re just assumptions wrapped in a confident tone.

    You’ve heard them:

    • “Customers only care about price.”
    • “No one wants to pay for service anymore.”
    • “Our market is too commoditized to differentiate.”
    • “People just don’t read emails these days.”

    What makes these myths dangerous isn’t their persistence, it’s how we rationalize them. We tell ourselves they’re based on data. (A survey from 2018? Please.) We cite competitor behavior. We assume it’s “just the way things are.” And then we design strategies, products and entire business models around them.

    But these myths are born from perceptions. Not facts. Not insights. Just patterns we’ve gotten used to seeing and explaining away.

    Let’s start with one of the classics: “Customers just want the lowest price.”

    A B2B manufacturing client clung to this like a security blanket. Every RFP became a downward spiral of discounting. When asked how they knew price was the only factor, they pointed to lost bids. But after diving into post-mortems with prospects, the real reasons surfaced: unclear value, slow response times and rigid contract terms.

    The issue wasn’t price. It was perceived value. Prospects didn’t see what made this manufacturer better because nothing was communicated that truly differentiated them. They’d accepted the myth and acted accordingly.

    When they shifted their focus to flexibility, transparency and proactive support, those things customers wanted but weren’t getting, suddenly they weren’t the cheapest option. They were the smartest.

    Related: 10 Popular Myths About Leadership and How to Overcome Them

    Perception is reality, but not always truth

    Humans are perception machines. We don’t just see the world, we interpret it. In business, we build narratives around what we think customers want, based on our internal views. But customers don’t live inside your boardroom, your org chart or your sales targets.

    Frustrations, unmet needs and past experiences shape their reality. Which means you can shape perception if you’re willing to dig deeper.

    Differentiation isn’t about being louder. It’s about being clearer on what matters. Most businesses try to stand out by tweaking what they already offer, rather than tapping into what customers crave but aren’t getting. That gap is where perception shifts and myths start to crumble.

    A logistics company once told me, “We’re basically a commodity. Everyone moves boxes.” They’d convinced themselves that brand didn’t matter, experience didn’t matter, innovation didn’t matter. So, they optimized for efficiency and disappeared into the noise.

    When we interviewed their customers, something fascinating emerged. Clients were desperate for visibility. Real-time updates, proactive communication and simplified invoicing. None of the competitors was doing well.

    They leaned into this. Invested in client portals. Added human touchpoints. Their messaging shifted from “we move stuff” to “we make sure you know where everything is.” Perception changed. They weren’t a commodity anymore.

    Breaking the myth cycle

    Rationalized myths persist because we’re listening for confirmation, not contradiction. We validate what we already believe and ignore what feels inconvenient. But strategy isn’t about being right. It’s about being relevant.

    To break the myth cycle:

    1. Listen for gaps, not praise. Ask customers what frustrates them, not just with your company, but with the entire category.
    2. Challenge internal dogma. Just because it’s always been done that way doesn’t mean it still works or ever did.
    3. Reframe differentiation. It’s not about being “better.” It’s about offering what no one else is offering in the way your customer truly needs.

    Myths are comfortable because they make the world feel predictable. But they’re dangerous because they keep you from evolving. The truth is you can’t build meaningful differentiation on faulty perceptions. But if you’re willing to challenge those myths and the stories you tell yourself, you can find the whitespace your competitors don’t even see.

    Customers don’t always want more. They often want something different. And different is where real value and growth live.

    Related: Developing a New Product? Here’s How to Make It a Hit Success

    Myths don’t linger, they multiply

    The problem is myths don’t just linger, they multiply. One assumption quietly supports another until you’ve built an entire strategic house of cards. You stop testing, stop questioning, and start filtering every new idea through the same warped lens. And the real danger is the longer a myth goes unchallenged, the truer it feels.

    I’ve seen companies spend millions chasing an edge that didn’t exist, simply because they never bothered to ask customers what they valued. Not in a survey buried in the quarterly report. Not through a sales team’s best guesses. But directly, candidly, without the bias of defending past decisions.

    Because that’s the trap. When your brand, processes and pricing are built on untested beliefs, you’re not strategizing, you’re gambling.

    We love a good story, especially when it keeps us comfortable. In business, these stories often become rationalized myths. They sound like logic, feel like experience, and masquerade as truth. But really, they’re just assumptions wrapped in a confident tone.

    You’ve heard them:

    • “Customers only care about price.”
    • “No one wants to pay for service anymore.”
    • “Our market is too commoditized to differentiate.”
    • “People just don’t read emails these days.”

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Andrea Olson

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  • 3 Trends That Will Change the Future of Entrepreneurship | Entrepreneur

    3 Trends That Will Change the Future of Entrepreneurship | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The most recent data from the new Global Entrepreneurship Monitor report reveals a powerful trend for the future of entrepreneurship.

    Young adults, aged 18-24, had both the highest entrepreneurial activity and entrepreneurial intentions in the United States, according to the Global Entrepreneurship Monitor 2023-2024 United States Report. With similar results in 2022, this is not just a minor shift — it’s a fundamental change that could have lasting impacts on the economy and society.

    I serve as the chair of the board for the Global Entrepreneurship Research Association, the entity that oversees GEM, which was founded in 1999 as a joint venture of Babson College and the London Business School. As the GEM U.S. team co-leader and a professor of entrepreneurship at Babson, I see firsthand the impact of the research created by the Global Entrepreneurship Monitor.

    Here are three entrepreneurship trends from the new GEM report that are changing the landscape for the future.

    Related: 21 Success Tips for Young and Aspiring Entrepreneurs

    1. Young entrepreneurs on the rise

    For years, entrepreneurship has been dominated by older, more experienced individuals, but this year’s report shows that the youngest adults are now at the forefront. According to GEM, 24% of 18- to 24-year-olds are engaged in some form of entrepreneurial activity, a higher rate than any other age group. What’s driving these young entrepreneurs is equally remarkable: They aren’t just starting businesses to make money; many are deeply committed to making a positive impact on society and the environment.

    These young entrepreneurs make sustainability a key priority. They are more likely than entrepreneurs from older generations to build businesses with sustainability as a core focus — whether that means reducing their environmental footprint or focusing on social causes. This shift toward impact-driven entrepreneurship isn’t just anecdotal. GEM data shows a significant number of young entrepreneurs taking real, measurable steps to create businesses that align with their values. With sustainability as their north star, young entrepreneurs appear to be simultaneously pursuing societal impact as well as profits.

    However, it’s not all smooth sailing. While young people are leading the way in starting businesses, they are also discontinuing them at higher rates than their older counterparts. The discontinuation rate for 18- to 24-year-olds is 15%, the highest among all age groups. This is not surprising, given the challenges of inexperience and more limited access to capital. Starting a business is tough, and sustaining one is even more challenging. But despite these hurdles, the enthusiasm and energy that young people bring to entrepreneurship are undeniable, and with the right support, this generation has the potential to drive substantial change.

    2. Tech gender gap narrows

    One of the most promising findings in the GEM report is the narrowing gender gap in the technology sector. Historically, tech startups have been dominated by men, but 2023 saw a record-low difference in the number of men and women starting tech companies. The gap has narrowed to just 1%, with 8% of women compared with 9% of men launching businesses in the Information and Communication Technology (ICT) sector.

    This is a significant step forward and reflects broader efforts to support more women technology startups. Still, it’s important to recognize that while progress is being made, continued focus on providing equal opportunities is essential to ensuring this trend continues.

    3. Optimistic outlook for Black and Hispanic entrepreneurs

    Another highlight from the report is the optimistic outlook among Black and Hispanic entrepreneurs. These groups showed stronger confidence in their entrepreneurial abilities and lower fear of failure compared to their white counterparts. Black respondents, in particular, demonstrated high levels of resilience and self-assurance, which is vital in overcoming barriers faced in starting and sustaining businesses. This optimism is encouraging, but there’s still much work to be done in assuring ecosystems offer equal opportunities for all aspiring entrepreneurs, regardless of their background.

    Related: I Wish I Received This Advice as a Young Entrepreneur

    A promising future

    Reflecting on the key findings of this year’s GEM report, it’s clear that the entrepreneurial landscape is changing in meaningful ways. The rise of young, sustainability-driven entrepreneurs signals a future where business is not only about profit but also about making a difference. These young entrepreneurs are launching businesses at a time when the world is looking for solutions to some of its most pressing challenges — climate change, poverty and economic recovery.

    Yet, to fully realize the potential of this next generation, there must be more focus on addressing the challenges they encounter. Young entrepreneurs need access to the right resources — whether it’s funding, education or mentorship — to turn their innovative ideas into sustainable businesses. The narrowing gender gap in tech is encouraging, but we must continue to foster environments that support women and other underrepresented groups in entrepreneurship.

    The GEM report paints a picture of an entrepreneurial future driven by purpose, diversity and innovation. But it also reminds us of the work that lies ahead in making entrepreneurship more accessible and sustainable. If we can provide young entrepreneurs with the tools and support they need, we will not only see more businesses being created — we’ll see businesses that are making a lasting, positive impact on the world.

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    Jeffrey Shay

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  • Local news sources are still drying up, but there’s growth in digital sites in metro areas

    Local news sources are still drying up, but there’s growth in digital sites in metro areas

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    Newspapers in the United States closed at the rate of more than two per week during 2023, but a burst of activity among digital entrepreneurs illustrated some tiny shoots of growth in what has become a desert-like climate for local news.

    A total of 127 newspapers closed last year, while the 81 digital sites gained was the most in any year since the Medill Local News Initiative at Northwestern University began measuring that activity in 2018, and possibly the most ever.

    “It shows that there are some entrepreneurs and innovators out there,” said Tim Franklin, director of the Medill Local News Initiative.

    One caution: digital news is still an area with a lot of churn. There were actually 212 new sites that started last year, including 30 that were former newspapers that converted to digital only, while 131 closed, making for the net gain of 81.

    The big picture for local news remains tough

    The big picture also remains ominous, as few of the factors that have led to the decimation of the local news industry have really changed. Advertisers and readers are still slipping away. More than 3,200 newspapers have closed since 2005, leaving roughly 5,600 remaining, Medill said. Nearly 2,000 newsroom jobs were lost in the last year alone.

    “The local news crisis is snowballing,” Franklin said. “We see it in the expansion of news deserts, the unrelenting pace of closures and the loss of newspaper jobs.”

    The list includes the Hinton Times in northwest Iowa, which closed after 28 years when its owners retired; the Northland Press outside of Brainerd, Minnesota, which ended after the death of its publisher; and the Tioga Tribune in North Dakota, whose editor left town.

    Of the new digital sites, some 90 percent are located in metropolitan areas, servicing communities that had been seeing less coverage because of job losses at larger news outlets. In the Chicago area where Northwestern is located, Block Club Chicago offers hyper-local coverage to nearly two dozen neighborhoods, The TRiiBE is geared to young, professional Black residents and the Cicero Independiente reaches Latino consumers.

    Still a need for news in rural areas

    While that’s good news for those communities, there’s still an urgent need for news in rural areas, the report said. Using a metric that takes into account poverty and areas with only one news outlet, Medill placed 279 counties on its “watch list” of those at risk of losing local news altogether. That’s up 22 percent from the previous year.

    Medill also noticed an increased pace in newspapers changing ownership — 258 in 2023 compared to 180 the year before. A number of smaller companies are more active in acquiring papers, as opposed to a large chain like Gannett, leading to growth in companies like the Carpenter Media Group in Farmville, Virginia.

    More of the digital start-ups that have opened in the past few years are nonprofit instead of profit businesses, said Zach Metzger, director of the Medill State of Local News Project. That eliminates the expense of printing and distributing newspapers, while offering greater flexibility in funding sources, he said.

    ___

    David Bauder writes about media for the AP. Follow him at http://x.com/dbauder.

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