ReportWire

Tag: Growing a Business

  • Why Mastering Alignment in Marketing Is The Key to Scaling Smarter

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    This article was written by Jim Mitte, an Entrepreneurs’ Organization member in Detroit. Mitte is also the founder and CEO of Turtlehut, which provides internet marketing solutions that focus on empowering multiple location services businesses and franchise groups with growth, scalability, and consistency. Mitte shared why marketing infrastructure is the key to alignment and optimizing performance.

    Every private equity (PE) investment is made on the premise of future returns. In many cases, those investments pay off in spades. However, what if weaknesses in your marketing structures are quietly cutting into your future gains? Even when returns are good, could they be better?  

    Whether you’re a founder seeking investment before exiting or a PE firm looking to maximize profit, assessing the efficiency of your systems or those of your acquisition targets is critical to optimizing performance.  

    When done well, PE-funded service brand portfolios supercharge gains by injecting capital for expansion, while combining it with increased operational efficiencies that yield outsized growth. The model works well when organization-wide systems are in place to bring expertise and scale to enterprises that don’t have the means to achieve those gains on their own. With sellers looking to maximize their valuations and PE groups amping up for major returns, there is a lot at stake in those systems.  

    When not everything goes as planned: The breakdown in leads and scalability  

    One of the greatest challenges in scaling any multi-brand enterprise is dealing with the inefficiencies and disorder that creep in as staff and operations grow. A major culprit is the patchwork of marketing systems inherited from independent brands. Disparate tech stacks, disconnected data, and inconsistent brand execution make it nearly impossible to measure performance or replicate success.  

    The result? Lost gains, opaque data, slower scaling, and a decline in brand momentum once local owners step away. The good news is that these issues aren’t inevitable. They’re structural and fixable.  

    Here’s how private equity leaders can create a marketing infrastructure that scales as intelligently as their capital.  

    Go inside one interesting founder-led company each day to find out how its strategy works, and what risk factors it faces. Sign up for 1 Smart Business Story from Inc. on Beehiiv.

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    Entrepreneurs’ Organization

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  • How to Leverage Authenticity to Build True Customer Loyalty | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Build trust through authenticity. That’s not a slogan or a strategy. It’s something I practice every day in my company. Why is authenticity important? Consumers today are more informed and have the means to compare brands at their fingertips, anywhere, at any time, making them less loyal than ever.

    They’re also bombarded with marketing, ads and polished brand statements at every turn. But what they really want is to connect on a human level. They want to feel seen, heard and valued.

    At our recent team retreat, we spent most of the time talking about Unreasonable Hospitality by Will Guidara — the idea that businesses should go beyond what’s expected to care more, listen more, and create moments that feel personal and real.

    Unreasonable hospitality hits home for my team because it’s all about thinking outside the customer service box and showing that you genuinely care. That’s been my company’s M.O. from the very beginning.

    Related: How to Bring Authenticity to Your Startup’s Marketing Strategy

    Experiences sell

    We’re in a time when features just aren’t enough to win people over. Especially in industries like dentistry (or fitness, or financial services or home services) where most direct competitors are offering something pretty similar, the difference is in the experience.

    I want my clients’ patients to remember how they felt more than whether they received the product or service they wanted. That personal connection will keep them coming back and drive them to refer others.

    Realness matters

    One thing I’ve come to appreciate since starting my own business is the freedom to be my authentic self. I don’t have to conform to someone else’s brand or voice or hide any part of my identity. I engage in substantive conversations with my clients every day, free from the bureaucracy and limitations of corporate marketing agencies.

    Because my clients know they’re getting the real me and not someone towing the corporate line, they also feel freer to reveal who they truly are. When that happens, we get to the heart of what they need and want right away and can get to work much faster.

    Trying to be trendy isn’t trendy

    With TikTok and Instagram ruling social media, it’s been a race for brands big and small to dominate on these platforms. Some have figured out how to make social media trends work for them, while others have failed miserably. As a marketing professional, the most important piece of advice I can offer a client is this: If something doesn’t feel like you, don’t do it.

    If a certain trend doesn’t seem like something your company would do, your audience will know. People can feel the difference between something genuine and something forced. You don’t have to jump on every new trend or copy what other brands are doing. Staying true to your brand’s values will serve your business better in the long term and help you avoid social media snafus that may be hard to recover from. No one wants to go viral for the wrong reasons.

    Related: How to Ensure Authenticity in Marketing and Build a Loyal Audience

    If you want humans to like you, be human

    While good customer service is essential, at the end of the day, it’s not enough to separate one business from another. To create loyal customers, or patients in the case of my clients, you must evoke emotions. How someone feels after they’ve completed a transaction, received a service, spoken to your receptionist on the phone or interacted with the staff in your office — that’s going to stick with them.

    That’s what they’ll remember next time they need the product or service your company provides. That’s what they’ll talk about to their friends and family members. And that’s what will bring them back.

    Build trust through authenticity. That’s not a slogan or a strategy. It’s something I practice every day in my company. Why is authenticity important? Consumers today are more informed and have the means to compare brands at their fingertips, anywhere, at any time, making them less loyal than ever.

    They’re also bombarded with marketing, ads and polished brand statements at every turn. But what they really want is to connect on a human level. They want to feel seen, heard and valued.

    At our recent team retreat, we spent most of the time talking about Unreasonable Hospitality by Will Guidara — the idea that businesses should go beyond what’s expected to care more, listen more, and create moments that feel personal and real.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Jackie Cullen

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  • He Lost $100 Million — And Doesn’t Regret It | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    David Meltzer knows what it feels like to lose everything — and come back from the edge.

    “How much money did you lose?” Restaurant Influencers host Shawn Walchef asked on stage at the National Restaurant Association Show.

    “Over $100 million,” Meltzer replied without hesitation.

    “$100 million,” Walchef repeated. “And you’re still here. Better than ever.”

    For most people, that number would be the end of their business story. Meltzer turned it into a platform.

    Related: He Turned Failure Into a Massive Food Truck and Restaurant Operation. Here’s How.

    A bestselling author and keynote speaker, he now teaches entrepreneurs how to amplify their message and align their purpose. That’s why he was at the Restaurant Show — not as a restaurant operator, but as a mentor showing how storytelling can turn a moment into momentum.

    Melzter readily shares the story of how he lost the money in interviews and on social media — but he refuses to call it a sacrifice. To him, it was an investment.

    “My wife doesn’t like me saying this,” Meltzer admits. “I invested $100 million. Without that investment, I wouldn’t be where I am today. So how could I not see it as an investment?”

    That reframing is central to Meltzer’s worldview. Sleep, he says, is his top nonnegotiable because recovery fuels everything else. Activities aren’t divided into work and play, but into investments of time and energy.

    “I don’t believe in sacrifice,” Meltzer says. “That’s a vision of shortage and scarcity. I believe in investing. When you love the earth, it loves you back. When you love your relationships, they love you back. I make that investment.”

    Meltzer’s job now is making sure those lessons live on in a digital age where content outlasts its creator.

    “I’m identified as both the guy who lost everything and the guy who’s successful,” he says. “In all my activities, I’m successful, but I fail at every one of them.”

    Related: Want to Be a Successful Entrepreneur? Fail.

    The Stage Theory

    If Meltzer’s philosophy is about investment, the Restaurant Show was where it came to life.

    He called it the “fishbowl of content.” Cameras circled an open stage on the final day, but the seats were nearly empty. For many speakers, that would be a problem. For Meltzer, it was the point.

    “I don’t care who’s sitting in the chairs,” he says. “I care how many cameras are here and what systems I have to amplify it.”

    Related: This Global Beverage Giant Will Help Market Your Restaurant — For Free. Here Are the Details.

    That is stage theory in practice: Capture content and amplify it. A meetup with two people can turn into millions of views if the story connects. Meltzer proved it when someone asked about the coolest athlete he had ever met. He told a story about Kareem Abdul-Jabbar and Dr. J from his days as a 12-year-old ball boy.

    “Two people were in the room when I told it, but that piece of content has over 10 million views,” he says.

    It was a familiar lesson for me. When I opened Cali BBQ in San Diego, I spent 14 years focused on the four walls of my restaurant. Working with Meltzer showed me a bigger opportunity: Build in public, fail in public and share the process.

    “One of the most important things you helped me realize is the power of asking for help,” I told him at the time. “By making podcasts, YouTube videos and doing stage theory, I hope more people get out of their restaurant and see what’s possible.”

    “Business is fun,” Meltzer says. “Life is fun. Activities you get paid for, activities you don’t. But they’re all investments.”

    The audience at the National Restaurant Show may have been quiet, but the cameras were rolling. And that means the conversation we recorded will live on long after the booths are packed up — a perpetual stage where the real audience is the one still to come.

    Related: People Line Up Down the Block to Try This Iconic NYC Pizza. Now, It Could Be Coming to Your City.

    About Restaurant Influencers

    Restaurant Influencers is brought to you by Toast, the powerful restaurant point-of-sale and management system that helps restaurants improve operations, increase sales and create a better guest experience.

    Toast — Powering Successful Restaurants. Learn more about Toast.

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    Shawn P. Walchef

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  • These Are the Top Global Franchises of 2025 | Entrepreneur

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    Want to buy a franchise outside the United States? You’re in luck, because franchising is increasingly a global affair. Consider this statistic: Every year, we rank the top 500 franchises in our Franchise 500 list — and this year, nearly 45% of those brands’ locations were outside the U.S.!

    That’s not to say global expansion is easy. It comes with plenty of challenges — from adapting products, services, and marketing to various locales and cultures, to dealing with different laws and regulations, to overcoming language barriers. But more and more franchisors see value in it, which is why we recognize the strongest global brands in this annual ranking.

    See the full list here.

    To compile this list, we begin with our Franchise 500 ranking formula, which assesses and scores franchise opportunities based on more than 150 data points in the areas of costs and fees, size and growth, franchisee support, brand strength, and financial strength and stability. We adjust this formula to give extra weight to system size and growth outside of the U.S., and the resulting top-scoring companies become our 200 top global franchises.

    This list can offer a great place to start your search if you’re interested in buying a franchise outside of the U.S., or if you just want to get in business with a globally minded brand. But it is not intended as a recommendation of any particular company. You should always do your own thorough research before investing in any franchise opportunity, to find out if it’s right for you and your corner of the world. So make sure you read the company’s legal documents, consult with an attorney and an accountant, and talk to current and former franchisees.

    Related: Buying or Selling a Business? This Top-Ranked Franchise Makes the Intimidating Process Straightforward.

    Want to buy a franchise outside the United States? You’re in luck, because franchising is increasingly a global affair. Consider this statistic: Every year, we rank the top 500 franchises in our Franchise 500 list — and this year, nearly 45% of those brands’ locations were outside the U.S.!

    That’s not to say global expansion is easy. It comes with plenty of challenges — from adapting products, services, and marketing to various locales and cultures, to dealing with different laws and regulations, to overcoming language barriers. But more and more franchisors see value in it, which is why we recognize the strongest global brands in this annual ranking.

    See the full list here.

    The rest of this article is locked.

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    Tracy Stapp Herold

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  • Why Flexible Payment Systems Are Now a Business Essential | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The right payment solution can accelerate growth, while the wrong one can stunt it. For small businesses, nonprofits and even large enterprises, how quickly and reliably money moves through the organization shapes everything from day-to-day operations to long-term strategy.

    Business leaders must regularly evaluate whether their payment solutions can keep pace with evolving demands or risk falling behind.

    Cash flow is the lifeblood of any organization. Whether it’s a small business handling seasonal fluctuations, a nonprofit managing through a grant cycle or a large corporation coordinating purchases across multiple departments, the ability to effectively manage incoming and outgoing funds is fundamental.

    Payment delays, mismatched billing cycles and inflexible payment terms can all create unnecessary strain, limiting a business’s ability to invest in new opportunities or respond to unexpected challenges.

    Related: Slow Payment Options Are Costing Your Business — Here’s the Alternatives of the Future

    Breaking free from operational bottlenecks

    Research reveals the operational realities business decision-makers face. According to a Morning Consult survey commissioned by Walmart Business, nearly 500 small business leaders reported spending approximately 40% of their workweek on administrative tasks.

    A significant portion of this time is devoted to managing spending, cash flow and reconciliation—activities that, while essential, can detract from core business functions such as serving customers, innovating and pursuing growth opportunities.

    For resource-strapped organizations, every minute spent on manual bookkeeping or chasing receipts is time lost driving the business forward. Yet many still rely on traditional payment processes that are rigid, slow and misaligned with their workflows, adding to the administrative burden. Today’s payment solutions must go beyond processing transactions to actively reduce operational friction.

    Related: Struggling with Finances? These Payment Solutions Will Save You

    Seamless systems, stronger performance

    Beyond cash flow, integrating payment solutions into everyday business operations can have a significant impact on efficiency. Traditional payment methods such as checks or manual invoices often require multiple steps for approval, reconciliation and record-keeping. Each additional step introduces the potential for errors, delays and increased administrative overhead.

    Organizations must consider how payment solutions fit into their unique workflows. No two organizations are alike; purchasing needs, approval hierarchies and accounting practices can vary widely depending on the industry, size and structure of the business. Solutions that are too rigid or too generic will fail to meet the specific requirements of a given organization, leading to workarounds that undermine efficiency and accuracy.

    Modern payment solutions are built for integration. When payment options are embedded into the purchasing experience — whether that’s through an online portal, a mobile app or in-store systems — organizations benefit from a seamless workflow that minimizes manual intervention.

    Features such as automated invoicing, real-time reporting and centralized record-keeping simplify the reconciliation process and make it easier for business leaders to monitor spending, comply with internal controls and generate accurate financial reports.

    Putting integration into action: Pay by invoice

    Flexible payment solutions, particularly those that offer extended terms or credit lines, can provide organizations with vital breathing room. By allowing businesses to defer payment on purchases — sometimes for 30 days or more — these solutions support better cash flow management and allow leaders to allocate their time and resources strategically. This flexibility can be especially impactful during uncertain economic times or periods of growth, when upfront investments may be required before additional revenue is realized.

    At Walmart Business, we recognized this need and recently introduced Pay by Invoice, powered by TreviPay. This offer enables eligible customers to access a business line of credit from TreviPay with 30-day net terms, allowing them to make critical purchases when needed and defer payment to better align with their revenue cycles.

    Such flexibility is no longer a luxury; it’s an expectation among business customers who must navigate complex, multi-location operations and fluctuating cash flows.

    The demand for Pay by Invoice is rooted in the desire for streamlined financial operations. By offering consolidated, detailed invoices, the solution simplifies expense tracking and reporting, making it easier for organizations to maintain oversight and accountability.

    The decision to fully integrate the use of Pay by Invoice into the Walmart Business experience across online, app and in-store channels was intentional, so customers benefit from a seamless, frictionless purchasing and payment process wherever they choose to shop.

    Related: What Sparked the Push for Flexible Pay?

    Looking ahead at the future of business payments

    As organizations continue to seek ways to operate more efficiently and adapt to changing economic conditions, the significance of flexible payment solutions will only grow. The broader trend toward digitization, automation and integration is transforming not only how businesses purchase goods and services, but how they manage finances, assess performance and make strategic decisions.

    For business leaders, understanding the available payment options and evaluating them through the lens of their organization’s unique needs is critical. Solutions that provide flexibility, transparency and integration can help remove operational barriers, improve cash flow and set the stage for sustained growth. Payment processes are no longer a back-office concern; they are a strategic lever for business success and future growth.

    The right payment solution can accelerate growth, while the wrong one can stunt it. For small businesses, nonprofits and even large enterprises, how quickly and reliably money moves through the organization shapes everything from day-to-day operations to long-term strategy.

    Business leaders must regularly evaluate whether their payment solutions can keep pace with evolving demands or risk falling behind.

    Cash flow is the lifeblood of any organization. Whether it’s a small business handling seasonal fluctuations, a nonprofit managing through a grant cycle or a large corporation coordinating purchases across multiple departments, the ability to effectively manage incoming and outgoing funds is fundamental.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Ashley Hubka

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  • Why Do Some People Succeed Instantly While Others Take Years? These 3 Things Explain It | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    We all love to hear the stories of individuals who started a business and became overnight successes. You know the narrative. The entrepreneur starts working out of their basement or garage. Creates a great product or service. Gets noticed or catches a lucky break and suddenly is making over seven figures.

    I love to read about these motivated individuals, but I also know that the reality is very different for many business owners. Everyone wants to grow. No one wants to be just a caretaker. But growth is tricky. Do you want to grow quickly? Perhaps sell and move on? Are you in it for the long haul? Want to leave a legacy? There is no right answer, but what you do and how you operate is impacted by your choices. Here are a few things to consider if you want to be an overnight success.

    Related: I Built a $20 Million Company by Age 22 While Still in College. Here’s How I Did It and What I Learned Along the Way.

    1. Plenty of cash

    If you want to grow quickly and be that “overnight success,” you need the cash to scale up all areas of the business. However, one of the key impediments to growth for entrepreneurs is access to capital. Without cash you cannot buy raw materials, machinery or other equipment. You also need people to do the heavy lifting at start-up and then keep a steady work pace once you are past the rush. Even when entrepreneurs have planned for the budget to operate, they often forget about the cost of marketing. Without that you simply cannot get noticed today and grow at a rapid pace. The cost of marketing in a digital world are far more than you expect.

    Over the years, the U.S. Small Business Administration (SBA) has said that “small businesses with less than $5 million in annual revenue and net profit margins between 10-12% should allocate around 7-8% of their gross revenue to marketing.” Businesses that want to grow quickly often spend much more.

    When the need for cash goes beyond what the entrepreneur can raise on their own, they look to investors. Shark Tank is full of stories from people who are trying to get noticed and cut a deal so they can grow. While negotiating, many must give up a significant piece of their business. That is common when you go to venture capital or private equity. Of course, the money is just one aspect of it. “Sharks” or other investors also bring treasured knowledge to the entrepreneur to spur growth.

    Entrepreneurs, like me, have a different approach to money. I have preferred to “pay as I go.” In other words, try not to take unnecessary loans and buy equipment as needed, so we get a quick return on the investment. There have been times when we have financed efforts, but have never taken money from an outside investor. Early on, I had “angels” interested in investing. I considered offers but ended up declining. Has that slowed our growth? Probably, but we also have retained control of the business, and for me, that is priceless.

    Related: The Financial Truths No One Tell You in Your First 2 Years of Entrepreneurship

    2. Unquestionable quality

    Making a quality product or delivering a quality service is hard enough under normal circumstances, but when you grow quickly, you must ramp up. Do you have manufacturing capacity? Will your suppliers be able to keep up with a surge in business? Do you have training programs in place? I know that it takes a new hire at my company at least six months to get up to speed, and during that time, we do not let them work solo. Piling work on even seasoned employees can result in mistakes. If you have the systems and people in place to grow and maintain quality, that is great. But when growth is exponential, quality can be compromised.

    On one occasion, I had to make the tough choice not to go after a large piece of business that would have expanded our reach internationally. In fact, the contract would have almost doubled our annual sales that year. I was really tempted. It would have been great to show that kind of success and gain bragging rights for a high-profile job. The reality was that we just did not have the bench strength to take it on, and trying to build the team quickly would have been difficult. We declined to bid for the job. That hurt. But it also prompted me to slowly begin to build up the team. Today we do work internationally and can maintain the quality.

    Here is the lesson. I believe it is better to turn down projects or new clients than risk a bad outcome just for the sake of growth. Good reviews are read and dismissed. Bad reviews linger a lot longer. Today, those reviews are instantaneously on social media, and just as quickly as you soared to the top, you can crash and burn.

    Related: I Made $1 Million in 20 Minutes — Here’s How I Did It and What They Don’t Tell You About ‘Overnight’ Success

    3. Laser focus

    In a recent article, I wrote about how to avoid being distracted by “shiny pennies.” I shared that successful entrepreneurs stick to their core business strategy. Those who experience overnight success take this idea to the highest level. They are laser-focused on products and services but also the speed at which they operate. They set stretch goals and work tirelessly to achieve them. They are focused on opportunities not all the obstacles that others see. When things go wrong, they focus on the solution, not the problem. It is that focus that sets successful entrepreneurs apart. While others see them as an overnight success, it has been a carefully crafted plan that got them where they are.

    It might seem like some businesspeople are lucky. In the right place at the right time. The reality is, like the actor who waited tables for years before getting discovered, it takes a lot of hard work to become an overnight success … and even more to stay at the top. Most of us do not see the years of effort, the struggles and the failures that it took to be successful. We prefer to think that it just happened. I started my business in my basement and worked out of it for several years before I could afford an office. It still amazes me when people think my company was successful quickly. It took much longer than people realized.

    So, the next time you hear a story about an entrepreneur who went from their garage or basement to running a multi-million-dollar enterprise, look for the story behind the story. That entrepreneur had to find cash, offer a consistent quality product and be laser focused. It takes effort to be an overnight success, and it does happen. But, for every individual who makes it, there are countless others who have reclaimed their basement or garage for its original purpose.

    Slow and steady or overnight success. Which will you be?

    We all love to hear the stories of individuals who started a business and became overnight successes. You know the narrative. The entrepreneur starts working out of their basement or garage. Creates a great product or service. Gets noticed or catches a lucky break and suddenly is making over seven figures.

    I love to read about these motivated individuals, but I also know that the reality is very different for many business owners. Everyone wants to grow. No one wants to be just a caretaker. But growth is tricky. Do you want to grow quickly? Perhaps sell and move on? Are you in it for the long haul? Want to leave a legacy? There is no right answer, but what you do and how you operate is impacted by your choices. Here are a few things to consider if you want to be an overnight success.

    Related: I Built a $20 Million Company by Age 22 While Still in College. Here’s How I Did It and What I Learned Along the Way.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Cynthia Kay

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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.

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    Rogers Healy

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  • I Looked Successful, But Inside I Was Falling Apart — This Trifecta Method Took Me From Rock Bottom to Peak Performance | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Five years ago, I hit rock bottom.

    From the outside, my life looked like a highlight reel: scaling social enterprises, writing bestsellers, sharing stages with world-famous leaders. But behind the curtain, I was exhausted, angry, and disconnected. My health was crumbling under chronic pain, brain fog and a complete loss of purpose.

    The hard truth about burnout is this: you can look like you’re winning while you’re falling apart. I had pushed so hard, for so long, that I hollowed out from the inside. It wasn’t just overwork. It was a disconnection from what mattered — physically, mentally, spiritually.

    That collapse became a turning point. Out of desperation, I started exploring a new path anchored in science and self-awareness. What I discovered was a trifecta: biohacking, longevity medicine and fulfillment. Together, they restored my energy and clarity.

    In this article, I’ll focus on biohacking — because it was the gateway that reconnected me at the cellular level and gave me the foundation to rebuild.

    Rediscovering energy

    Biohacking is often misunderstood as a fringe obsession with gadgets and supplements. But at its core, it’s simple: creating the conditions for your body and mind to function at their best. Think of it as working on the smallest unit of life — your cells and microbiome — so they can repair damage, fight disease and fuel growth.

    My journey started with the basics: sleep, nutrition and movement.

    Years of neglect had left me with inflammation, lingering injuries and brain fog. Traditional medicine had no answers.

    Everything shifted when I met Dave Asprey, the founder of the modern biohacking movement. His philosophy was simple: change your environment — inside and out — and you can change your life.

    Dave’s story mirrored my own. At 28, despite outward success, he faced arthritis, prediabetes, cognitive decline and the biochemistry of someone twice his age. Determined to reverse it, he lost over 100 pounds, regained his energy and boosted his IQ. His journey sparked the creation of The Bulletproof Diet and the global biohacking community.

    Related: Why Smart Entrepreneurs Are Betting Big on Biohacking

    Rebuilding from the ground up

    I began experimenting with practices that seemed too simple to be transformative: cold plunges, infrared light, grounding in nature, fasting, hyperbaric oxygen therapy and a complete diet reset. Slowly, my energy returned.

    When I sought treatment for an old rugby injury that left me limping for years, I turned to regenerative medicine: stem-cell therapy and plasma exchanges. For the first time in decades, I walked without pain.

    But the biggest breakthrough wasn’t physical. With energy came clarity. With clarity came purpose. For the first time in years, I could hear the quiet voice of what mattered most.

    Lessons for entrepreneurs

    So what does this have to do with building a company? Everything.

    Entrepreneurs pride themselves on outworking everyone else. But exhaustion is not a strategy. Your body is your most undervalued asset, and when you neglect it, your business pays the price.

    Here are five practices that changed my life — and can change the way you lead:

    1. Own your mornings
      I used to wake up and dive into email. Now I guard the first hours of the day for myself: meditation, movement, and cold exposure. These rituals anchor me before the world demands my attention.

    2. Treat recovery as fuel, not weakness
      Sleep, downtime, and therapies like hyperbaric oxygen aren’t indulgences. They’re performance multipliers. Recovery is what sustains high output.

    3. Align biology with purpose
      Energy without direction accelerates burnout. Energy with purpose drives innovation, collaboration, and fulfillment.

    4. Use stress as a tool
      Cold plunges, fasting, and breathwork are forms of “hormetic stress” — controlled challenges that build resilience. When you train your body to handle stress, you lead better under pressure.

    5. Build rituals, not resolutions
      Change doesn’t come from hacks you try once. It comes from rituals you repeat daily. My 4:15 a.m. wake-up, morning oxygen sessions, and meditation aren’t experiments — they’re anchors.

    Related: I Biohacked My Way to Better Mood, Sleep and Job Performance — and You Can, Too. Here’s How.

    From burned out to fueled up

    Looking back, burnout was the best thing that ever happened to me. It forced me to confront the unsustainable way I was living and leading.

    It took all three pillars — biohacking, longevity medicine and fulfillment — to rebuild my health. Biohacking gave me a reset at the cellular level. Longevity medicine created a long-term plan. Fulfillment reconnected me to purpose.

    Today, I lead with presence and energy. I show up better for my family. And I build from a place of alignment, not exhaustion.

    The lesson is simple: when you restore yourself, you don’t just lead better. You live better.

    Five years ago, I hit rock bottom.

    From the outside, my life looked like a highlight reel: scaling social enterprises, writing bestsellers, sharing stages with world-famous leaders. But behind the curtain, I was exhausted, angry, and disconnected. My health was crumbling under chronic pain, brain fog and a complete loss of purpose.

    The hard truth about burnout is this: you can look like you’re winning while you’re falling apart. I had pushed so hard, for so long, that I hollowed out from the inside. It wasn’t just overwork. It was a disconnection from what mattered — physically, mentally, spiritually.

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    Marc Kielburger

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  • Why I Prioritize People Over Profit | Entrepreneur

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    Every business decision reflects a value system, even if it’s not named outright. When sales drop, do you cut costs or beef up your sales team once you’ve confirmed your sales strategy still works? That choice reveals where you put your weight, i.e., what you prioritize when resources are constrained but the company still has room to maneuver.

    For me, the answer is to invest in the right people. However, some organizations make the choice of never calling out which approach is driving their decision-making.

    Instead of making a strategic choice, these companies operate from unnamed assumptions. This leaves their leaders in a precarious situation. When a crisis hits, some choose security while others choose growth, creating confusion and conflict. That is a value killer.

    It’s people who create value, however you define it — be it profit, revenue, standards or culture — and the leader’s job is to give them the clarity they need to align their roles with organizational goals. So here is how to bring those values to the surface to create space for principled decisions, even when the right path isn’t easy or perfect.

    Related: Why Profits Over People Is Destined to Fail

    The cost of unnamed priorities

    Decision-making can be a good gauge of how well an organization is aligning its priorities. The bigger the company, the higher the cost of people pulling in different directions. McKinsey found that fewer than half of the 1,200 global business leaders it surveyed described their decisions as timely, and many of their decision-making processes were ineffective.

    Decision paralysis does not afflict companies because they lack data like sales, profit and headcount, but because they haven’t named their values or aligned their value within the company as part of their culture. When priorities aren’t explicit, people judge each other’s actions through their own value lens. Then they get frustrated when the other party is doing it differently.

    There are exceptions. When survival is at stake due to looming bankruptcy or market crashes, the scope of decision-making narrows and cost-cutting becomes unavoidable. However, in most downturns, I have to align the whole team on what we should do. It’s then that I prioritize people over short-term profit concerns, not because I ignore financial results, but because empowered people build sustainable businesses over time.

    When values clash

    The tension between people and profit isn’t theoretical — it’s a lived reality on a daily basis. Corporate culture is basically an aligned value system that needs to be called out so everyone follows it to maximize effectiveness.

    We need to see value systems not as obstacles, but as guiding forces. They help reveal what matters most when trade-offs feel murky. Think about these clashes of values, which companies of different sizes may face without clear priorities:

    • Speed vs. quality: Do you ship fast or perfect the product before going to market?

    • Innovation vs. efficiency: Explore new markets or optimize current operations?

    • Customer satisfaction vs. margins: Absorb costs to build reputation or protect profitability of the current quarter?

    • Centralization vs. autonomy: Head-office control or local decision-making?

    Confronted with these kinds of tensions, I don’t aim to impose my values, but I also don’t believe avoiding the conversation serves anyone. Instead of choosing between competing values, the goal is to agree on the structure for how we balance them or prioritize one over the other under what conditions. Forget neutrality. Prioritizing and balancing values is not a 50-50 proposition. Instead, we first have to lean into conflict to create clarity.

    Related: Holding True to Your Values Is an Essential Decision-Making Metric

    Bringing values to the surface

    The best approach to get everyone on the same page is practical, although perhaps sometimes uncomfortable. If I am on the management team and there’s disagreement between whether to cut costs or invest in more people, let that argument surface at the table so everyone can discuss it from their own perspective.

    Cost-cutting is not necessarily anti-people. And investing in people is definitely not anti-profit for the long run. But it may feel the wrong way when decisions aren’t grounded in a shared value framework.

    The safety versus speed crisis over at OpenAI showed how misaligned values can play out if leaders are divided. The board operated from OpenAI’s original nonprofit mission that put safety first, while CEO Sam Altman valued speed to market. When Altman was briefly fired in 2023, the chaos that followed — employee revolt and investor panic — put the organization at existential risk.

    The resolution came only when OpenAI built a frame that let them hold both safety and innovation together. To avoid value killers like OpenAI’s one-time crisis, values need to be named explicitly. If there’s conflict over assumed values, this is your opportunity to build structures that hold them in balance.

    Related: How Putting People Before Profit Fueled My Company’s Long-Term Success

    Values as navigation tools

    The lesson from OpenAI was that every growing organization faces moments when values seem to clash. In mission-driven companies especially, scaling brings tension between staying true to purpose and chasing market opportunities. Rather than avoiding that tension, it must be confronted.

    This isn’t about moral superiority or choosing sides in some philosophical debate. The organizations that thrive are the ones that make their priorities explicit and have the agility to balance them when they appear to conflict. That’s what putting people first actually means: giving your team the clarity they need to navigate complex choices and create lasting value together.

    Every business decision reflects a value system, even if it’s not named outright. When sales drop, do you cut costs or beef up your sales team once you’ve confirmed your sales strategy still works? That choice reveals where you put your weight, i.e., what you prioritize when resources are constrained but the company still has room to maneuver.

    For me, the answer is to invest in the right people. However, some organizations make the choice of never calling out which approach is driving their decision-making.

    Instead of making a strategic choice, these companies operate from unnamed assumptions. This leaves their leaders in a precarious situation. When a crisis hits, some choose security while others choose growth, creating confusion and conflict. That is a value killer.

    The rest of this article is locked.

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    Simin Cai, Ph.D.

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  • Why Founders Keep Failing on Social Media | Entrepreneur

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    As a founder, your instinct is to appeal to everyone. Investors. Customers. Partners. The whole world feels like your audience.

    And that instinct is killing your posts.

    The biggest mistake I see founders make on social media is trying to speak to everyone at once. The result? Your message hits no one with any power. Social media works when one person on the other side of the screen feels like you’re talking directly to them. And only them. That’s when they stop scrolling. That’s when they like, comment, DM and share.

    If you’re writing posts for a crowd, you’re blending into the noise. If you’re writing for one person, you’re cutting through it.

    Talk to the ONE.

    Think about the last time you heard a great keynote. Thousands of people in the room, but it felt like the speaker was talking just to you. That’s the effect you need to recreate in your posts.

    Related: Why Authenticity Is the Key to Making Great Social Media Content and Building a More Devoted Audience

    Here’s how to do it

    1. Use direct language. Say you. Not “teams,” not “leaders in general.” You.
    2. Call out exactly who you’re speaking to. “As a founder…” “If you’re leading a small team…” Be very specific.
    3. Match their language and tone. Talk how they talk. Tech founders read differently than family-run restaurant owners. Investors hear you differently than customers.
    4. Anchor it in real experiences. Share stories your “one” will nod along to and relate to.
    5. Ask questions. Keep it conversational. If you wouldn’t say it out loud to a friend, don’t post it.

    The goal is connection, not coverage.

    Related: 11 Social Media Secrets Every Business Should Be Using in 2025

    Who is your ONE?

    Before you write the post, get clear:

    • Is this message for investors?
    • Is it for potential customers?
    • Is it for peers and other founders?

    Pick one. Speak to them. Let everyone else listen in. Being direct isn’t enough. You also have to engage. Respond to comments. Ask follow-ups. Keep the conversation alive in the comment section. The magic of social media isn’t in the post; it’s in the dialogue that happens after.

    Yes, it takes more effort to do it this way. But the payoff is real. You’ll start seeing responses from people who “get it,” and that’s how networks and brands are built.

    By the way, this principle isn’t just for your social media work. It applies to everything: your website, your pitch deck and even how you write emails. If people don’t feel like you’re speaking directly to them, they’ll bounce. But when they do feel it? They stay. They engage. They buy in.

    And here’s the kicker: when you start focusing on one person, you’ll be shocked at how many “ones” actually show up.

    The ONE-Person Framework (fast filter before you post)

    Run every draft through three quick checks:

    O — Outcome:
    What single outcome does your reader want right now? Name it in the first 1–2 lines.

    N — Narrative:
    Tell a tiny story (3–6 sentences) that proves you’ve been where they are.

    E — Engagement:
    End with an invitation that’s easy to answer: a yes/no, a choice, a “fill-in-the-blank” or “DM me ‘PLAYBOOK’ if you want the steps.”

    If your post can’t pass O-N-E in under a minute, it’s still written for a crowd.

    Bad vs. Better (same idea, three audiences)

    Generic (bad):
    “Founders, growth is about focusing on customers and raising capital efficiently.”

    Investor-focused (better):
    “If you write checks, here’s the only metric that matters for us this quarter: cash payback in < 9 months on the core offer. Want the cohort math? I’ll drop it in a thread if you ask.”

    Customer-focused (better):
    “If you’re a CFO tired of surprise SaaS overages, here’s how we cap your spend in 30 days without switching tools. Step 1:…”

    Founder-peer (better):
    “Bootstrappers: stop optimizing your logo. Ship a clunky v1 to 10 paying customers. Here’s the email I send to get those first 10 calls.”

    Related: How to Market Yourself on Social Media in 4 Steps

    Micro-examples you can steal

    • Hook for investors: “If you care about repeatable revenue, look at this: 41% of logos bought a second product within 60 days. Here’s why.”
    • Hook for customers: “If your onboarding still takes 14 days, try this 3-email sequence. We cut ours to 72 hours.”
    • Hook for peers: “What actually moved MRR last month (and what was a total waste of time). Numbers and receipts below.”

    A simple post template (fill in and ship)

    1. Call the ONE: “If you’re a [role] who’s stuck with [pain]…”
    2. Promise an outcome: “…here’s how to get [specific result] in [time frame] without [common objection].”
    3. Proof/story: 3–6 sentences. Short, concrete, credible.
    4. One clear step: “Start with [step 1].”
    5. Engagement: “Want my checklist? Comment ‘CHECK’ and I’ll send it.”

    The 30-minute weekly workflow

    You don’t need a content department. You need a habit.

    Monday (10 min): Pick your ONE for the week. One audience. One outcome.
    Wednesday (15 min): Draft two posts. Use the template. Cut filler.
    Friday (5 min): Show up in the comments for 5 solid minutes — answer, ask, invite DMs. That’s it. Consistency beats virality.

    Comment strategy that actually builds business

    • Reply fast to the first 10 comments. Speed signals presence.
    • Ask back: “Curious — what’s the blocker on your team?” Pull the thread.
    • Move the qualified ones to DM with a micro-ask: “Want the 5-step SOP? DM me ‘SOP’ and I’ll send it.”
    • Close the loop publicly: “Sent!” Your audience sees you deliver.

    This is how posts turn into a pipeline.

    Quality metrics to track (ignore the vanity)

    • Replies per 1,000 views (conversation density)
    • Save rate (did this earn a second look?)
    • Inbound DMs per post (real intent)
    • % of comments from the ONE (are the right people talking back?)

    If these four move up, you’re winning — even if views are flat.

    Common traps to avoid

    • Spray-and-pray topics. If your post could apply to anyone, it will land with no one.
    • Jargon flexing. If the ONE wouldn’t say it out loud, don’t type it.
    • Burying the lead. Put the outcome in the first two lines.
    • CTA soup. One ask per post. Not three.
    • Ghosting your comments. If you won’t show up after you post, don’t expect your audience to.

    How to pick your ONE (when you serve multiple)

    Rotate deliberately:

    • Week 1: Potential customers
    • Week 2: Current users (expansion/retention)
    • Week 3: Investors/partners
    • Week 4: Founder peers (recruiting, brand)

    Write for one each week. Let the others eavesdrop.

    A 5-minute edit pass to run through before you hit ‘post’

    1. Highlight every “you.” Not enough? Rewrite.
    2. Cut your first sentence. Start where the heat begins.
    3. Swap abstractions for specifics. “Grow fast” → “Add $20k MRR in 60 days.”
    4. Add one question. Make it answerable in one line.
    5. Pick one CTA. Comment, DM or click — choose.

    Related: The 8 Secrets of Great Communicators

    Bring it home

    Crowds don’t buy. People do. So pick your person. Speak their language. Prove you’ve been where they are. Invite a next step. Do this, and your posts stop sounding like ads to everyone and start feeling like help to someone.

    Talk to one — and watch how many of your right-fit customers show up.

    As a founder, your instinct is to appeal to everyone. Investors. Customers. Partners. The whole world feels like your audience.

    And that instinct is killing your posts.

    The biggest mistake I see founders make on social media is trying to speak to everyone at once. The result? Your message hits no one with any power. Social media works when one person on the other side of the screen feels like you’re talking directly to them. And only them. That’s when they stop scrolling. That’s when they like, comment, DM and share.

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    Chad Willardson

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  • The Marketing Formula That’s Fueling Small Business Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Here’s a stat that should make every small business owner sit up: 76% of people who perform a local search on their smartphone visit a business within 24 hours, and 28% of those visits result in a purchase.

    That means when a customer searches for “best coffee near me” or “emergency plumber downtown,“ the decision is often made in minutes — not days.

    Now add another layer: artificial intelligence. Once locked behind enterprise paywalls, AI is now available to every entrepreneur. From creating content and optimizing ads to automating customer support, AI is the great equalizer.

    When you combine local marketing (reaching the right people in the right place) with AI automation, you create a formula that allows small businesses to compete and, in many cases, outperform big brands.

    Related: Why Local Marketing Still Matters in the Digital Age

    Why local marketing still wins in 2025

    Consumers trust businesses that feel close to them. Local intent is powerful because it connects need with immediacy:

    • 46% of all Google searches have local intent

    • 50% of local searches on mobile lead to a store visit within one day

    • Nearly 90% of consumers use the internet to find local businesses every month

    That’s not a fluke; it’s a behavior shift. Customers don’t just want the cheapest or most famous option; they want the option that’s closest, fastest and most relevant.

    Example: A family searching for “pizza near me” at 7:00 p.m. isn’t interested in Domino’s HQ — they’re looking for the local restaurant two blocks away.

    For small businesses, local search represents an enormous opportunity to capture demand in real time.

    The AI advantage for small businesses

    Artificial intelligence is no longer a buzzword — it’s a growth driver. A U.S. Chamber of Commerce survey found that 98% of small businesses already use digital tools, and 40% are now leveraging generative AI.

    Here’s where AI creates tangible impact for small businesses:

    • Content creation: AI tools generate blogs, social posts and Google Business updates in minutes, saving both time and money.

    • Ad optimization: AI-driven ad platforms automatically test headlines, images and targeting, improving ROI without requiring a full marketing team.

    • Customer engagement: Chatbots and AI assistants handle FAQs, bookings, and inquiries instantly, ensuring leads never slip away.

    • Data analysis: AI provides insights on customer behavior, seasonality and even pricing strategies, once available only to Fortune 500 companies.

    Case in point: In Los Angeles, The Original Tamale Company used ChatGPT to create and narrate a lighthearted promotional video in under 10 minutes. The video went viral — 22 million views, 1.2 million likes and a huge spike in local customers. That’s the power of AI in the hands of a small business.

    Related: 46% of All Google Searches Have to Do With Location, One Report Says — and Purchases Often Follow. Here’s How to Boost Your Business’ Visibility Locally.

    Local + AI = The competitive equalizer

    The real magic happens when you merge local marketing with AI tools.

    • A neighborhood gym can use AI to analyze customer demographics and then run Google Ads targeting specific postal codes with offers like “1 Month Free for Downtown Residents.”

    • A plumbing company can automate weekly Google Business posts that include trending local keywords, increasing visibility in map searches.

    • A local café can use AI to personalize email campaigns, sending morning deals to office workers and weekend specials to nearby families.

    Big brands often struggle with this kind of micro-targeting — they’re too busy running nationwide campaigns. Small businesses, however, can tailor every campaign to their local community, and AI makes it fast, affordable and scalable.

    How to implement local + AI in your business

    1. Audit your local presence:

    • Make sure your Google Business Profile is complete and updated.

    • Collect and respond to reviews regularly.

    • Ensure your business name, address and phone number (NAP) are consistent across the web.

    • Don’t overlook on-page SEO basics — optimize title tags, meta descriptions and local landing page content so search engines (and customers) can easily understand your relevance.

    2. Use AI to automate smartly:

    • Content: Generate local blog posts, ads and emails in minutes.

    • Customer service: Add AI chatbots to handle common inquiries.

    • Social media: Schedule posts with AI-generated captions and visuals.

    3. Layer in local intent everywhere:

    • Add “near me” keywords and neighborhood references to your content.

    • Use geo-targeting in ads to hit your exact customer base.

    • Create offers tied to local events, seasons or community milestones.

    4. Measure, test and refine:

    • Use free tools like Google Analytics 4.

    • Explore AI-powered dashboards that track ad performance, keyword rankings and customer engagement.

    • Double down on what’s working; tweak or drop what’s not.

    The big brand blind spot

    Large corporations have resources, but they also have limitations. They can’t always personalize at scale or connect authentically to communities.

    That’s where small businesses win:

    • A café can celebrate the local high school’s championship.

    • A boutique can spotlight neighborhood artisans.

    • A mover can post about serving families in a specific block or condo.

    Big brands can’t match this hyper-local personalization, and when AI amplifies these touches, the impact is multiplied.

    Even larger chains that rely on SEO for franchise models often struggle to create content that resonates at the neighborhood level, which is where smaller, locally focused businesses can win.

    Related: Why This AI Tool Is the Game-Changer Small Business Owners Have Been Waiting For

    The future favors the nimble

    For decades, big brands had the advantage — bigger budgets, larger teams, more tools. But 2025 marks a turning point. Local intent plus AI gives small businesses the power to be faster, more relevant and more authentic.

    You don’t need a million-dollar ad budget to compete. You need:

    • A strong local presence.

    • The smart use of AI tools.

    • The willingness to act quickly while big brands are still figuring it out.

    The future of marketing isn’t about being the biggest player in the game — it’s about being the smartest and most relevant option in your customer’s neighborhood.

    Here’s a stat that should make every small business owner sit up: 76% of people who perform a local search on their smartphone visit a business within 24 hours, and 28% of those visits result in a purchase.

    That means when a customer searches for “best coffee near me” or “emergency plumber downtown,“ the decision is often made in minutes — not days.

    Now add another layer: artificial intelligence. Once locked behind enterprise paywalls, AI is now available to every entrepreneur. From creating content and optimizing ads to automating customer support, AI is the great equalizer.

    The rest of this article is locked.

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    Fahim Ludin

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  • I Started Side Hustles to Pay Off $40k Debt and Build Wealth | Entrepreneur

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    This as-told-to story is based on a conversation with Marissa Cazem Potts, a Bay Area-based Intuit financial advocate* and financial literacy professional. The piece has been edited for length and clarity.

    Image Credit: Courtesy of Intuit. Marissa Cazem Potts.

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

    Growing up, I experienced the pitfalls of my parents not understanding how to manage money.

    My father is second-generation American-Filipino, and my mom is half Black and half white and has enslaved person ancestry. Both of them wanted to make money and create a better life for themselves, but they didn’t know how to invest or even save their money. We spent a lot and would find ourselves in jeopardy. There’d be a year where I couldn’t get the new shoes I wanted for school because my parents didn’t manage their money well, but thankfully, we always had a home and all the things we needed.

    I wanted to be the generation that stops the cycle of being financially irresponsible.

    Related: The Shopping Strategy I Used to Pay Off $22,000 Debt and Save $36,000 Might Sound Extreme — But It Worked. Here’s How.

    I knew I had to go to college. My mother finished college; my grandmother had her master’s degree in education. I felt I had to at least get my undergraduate degree, coming from a legacy of women who considered education the way to financial freedom. My parents said they could help with my rent during college, but that was about it. I got a part-time job at Nordstrom and actually made a lot of money doing that.

    But when it came to tuition, there was no game plan. My parents dropped me off at the financial office at the University of California, Santa Barbara. The office told me that I could take loans out and wouldn’t have to pay them back until I graduated. I just wanted to make sure I got my education. So I signed the documents. I had a series of different loans, but I didn’t read the fine print. I didn’t understand the concept of interest, and I let the loans sit.

    I graduated in 2010 with that debt over my head and didn’t have a plan for paying it back. The first thing on my mind after graduating was getting a good job, making sure it paid well and thinking about what career I wanted to have. I’d always had a passion for writing, communicating and speaking, so I got an internship at E! News. That was unpaid, but it was a great opportunity.

    Related: I’m a Millennial Who Quit My Job Last Year to Do What I Love. Here’s How I’ve Made More Than $300,000 So Far.

    While I worked that unpaid internship, I had to make money on the side. So I started side hustles. I worked as a receptionist at a dance studio. I sold my old clothes. I was building income, but then I was spending it — on gas, food, something nice. At that point, I wasn’t thinking about paying the student loans or saving money.

    I was in Los Angeles for a while, then slowly navigated back home to the Bay Area for a career in technology. In the back of my mind, though, I always wanted to do something for myself, too.

    “I needed to start saving and investing, building a 401(k).”

     Eventually, I landed a job at Intuit and was introduced to financial education. There were tools like TurboTax, and at the time, Mint, Credit Karma. I realized I needed to get my finances in order. I needed to start saving and investing, building a 401(k).

    Then I took a job at LinkedIn and had a daughter, and I really didn’t want this $40,000 debt, increasing year over year, on my back. I’d learned a lot in my professional communications career — and realized I could spin that skill set into another side hustle, helping coach and advocate for executive women. So I started that executive coaching business on the side; I took on a few clients in the early morning, after hours or on weekends.

    Related: This Couple’s ‘Scrappy’ Side Hustle Sold Out in 1 Weekend — It Hit $1 Million in 3 Years and Now Makes Millions Annually: ‘Lean But Powerful’

    The side hustle kept me busy, and I had to sacrifice time with my young daughter and husband, so I made it a little spicier and reminded myself of my ultimate goal by funneling the money into an account called “Marissa’s Freedom Fund.” Any time I had a check from an executive coaching job or another side gig, it went straight into that account, and anything left over, whether $10 or $100, went into an emergency fund.

    I began paying off my six loans in 2022 and finished paying them off in 2023. I got that email from Navient, my loan processor at the time, saying, “Congratulations, your loans are paid off,” and I felt totally free.

    “Financial wellness means utilizing the tools that are available to you.”

    It’s important to treat financial wellness as self-care. The first step is looking at your debts and your accounts: I didn’t want to look at my student loan debt or credit card debt, but I had to see the big picture and figure out where to start. Financial wellness means utilizing the tools that are available to you, tapping into your network and practicing consistency — that’s the hardest part. You are your own worst enemy. You have to ensure you’re sticking to a routine when you’re working toward a financial goal.

    It can be intimidating, especially if you grew up in a home where you didn’t talk about money, but you should start your financial wellness journey as soon as you can. I try to talk openly with my daughter about finances so that she understands the power of a dollar. You can start small: $10 a month can grow into $100 a month, then $500 a month. Create savings and investment accounts. Also, be a conscious consumer — if you regret a purchase, return it.

    Related: ‘It Was Taboo’: Parents Shape Their Children’s Relationship With Money. Here’s How to Set Kids Up for Long-Term Success Instead of Struggle.

    Don’t feel defeated if you have debt. You have the agency to attack it by setting up different income streams. I still have that entrepreneurial drive today. I channel it both into my role as a financial advocate at Intuit, where I empower Gen Z (like my younger sister) and Gen Alpha with financial education and confidence, and as an intrapreneur, pursuing stretch projects and impact within my day-to-day work.

    It’s so important for younger generations to see that you can take the time to build skills, grow a network and test a business idea on the side while working in a traditional corporate role. A recent Intuit survey found that 26% of Gen Z already have a side hustle, and 37% want to start a side hustle.

    Related: Gen Z Is Turning to Side Hustles to Purchase ‘the Normal Stuff’ in ‘Suburban Middle-Class America

    By using your agency and leveraging free tools like Intuit for Education and other resources, you can prepare to launch a business full-time — if and when that path feels right for you.

    *Potts is not an official financial advisor; her tips are for “general informational purposes only and should not be considered financial advice. It is not a substitute for professional guidance.”

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    Amanda Breen

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  • Why One Bite Pizza Fest Proves Live Events Win Big | Entrepreneur

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    Many know Dave Portnoy as the multi-millionaire founder of Barstool Sports, the unapologetically irreverent digital media empire. But to millions more, he’s the face behind the viral One Bite Pizza Reviews on YouTube, where he travels the country rating pizzerias on a strict 1–10 scale (decimals included).

    What began in 2017 as a fun viral series has grown into a culinary kingmaker, with Portnoy’s verdict capable of making — or breaking — a shop overnight. That phenomenon has expanded into a live event, the One Bite Pizza Fest, which marked its third anniversary in New York on Saturday, September 13, drawing 10,000 fans to sample pies from more than 40 of the world’s most iconic pizzerias — all hand-picked by Portnoy himself.

    Related: 5 Years Ago, No One Would Take Their Calls. Then a Big Break Caused a ‘Domino Effect’ That Hasn’t Stopped.

    The event, produced in partnership with Medium Rare, reflects a bigger shift in digital media: turning online content into live experiences. Barstool has been at the forefront, building events around its podcasts — from the Call Her Daddy “Unwell Tour” to the Chicklets Cup for Spittin’ Chicklets. At first, it might seem counterintuitive for a digitally native brand to double down on in-person programming. In reality, it’s become both a core part of Barstool’s content strategy and a key performance indicator of its success.

    Streaming a YouTube series like One Bite with Dave Portnoy while folding laundry doesn’t necessarily make someone a die-hard fan. True loyalty shows when people are willing to buy a ticket, show up, and spend real time with the brand.

    That shift transforms a community from a list of usernames into a packed arena of people who can actually connect and bond over a shared experience.

    Related: Dave Portnoy, One Bite Pizza Review Saves TinyBrickOven

    A slice of the sponsorship pie

    For sponsors, One Bite Pizza Fest is a dream platform. Pepsi, Ninja and Bilt were among the brands that activated in creative ways. Ninja used the event to showcase its new 5-in-1 pizza oven, giving pizza fans a firsthand look at a new product designed for their tastes. Pepsi kept attendees refreshed with complimentary drinks, building goodwill with nearly 10,000 festival-goers.

    While these companies clearly align with the theme of pizza, several other sponsors might be more surprising. Bilt returned as the official rewards partner, creating an entire “Neighborhood” filled with exclusive perks like expedited lines and even allowing members to redeem points for tickets.

    Sponsors may keep the lights on at the One Bite Pizza Festival, but they don’t feed the ravenous attendees. That title goes to the real stars of the event: the restaurants. Many travel from out of state to hand out free slices to massive crowds — all while being surrounded by direct competitors. Some might call it a food fair. Others could interpret it as a cage match for pizzerias.

    While every spot brought its best, a few stood above the rest. In general admission, Lucali, Frank Pepe’s, and Di Fara each dished out more than 10,000 slices. In VIP, Ceres Pizza stole the show — thanks to Portnoy’s 9.2 rating — cementing its spot as the festival’s most in-demand pie and underscoring just how much influence his reviews hold.

    Related: Dragon Pizza Sells Out After Dave Portnoy’s Barstool Bad Review

    One Bite Pizza Fest is more than just a giant pizza party. It’s a testament to the brand loyalty Portnoy has cultivated over years of creating online. By taking his digital show into the real world, Portnoy continues to strengthen the community he’s built—while bolstering dozens of small businesses in the process. And it all starts with just one bite.

    The festival unfolded across two sessions. Fans could choose between afternoon or evening tickets, priced at $179.99, or upgrade to VIP experiences at $649.99 that include early access and an open bar. Session one runs from 1:00 p.m. to 4:30 p.m., with VIPs entering at 12:30. Session two follows a similar format, opening at 6:00 p.m. and running until 9:30, with VIP access beginning half an hour earlier.

    Many know Dave Portnoy as the multi-millionaire founder of Barstool Sports, the unapologetically irreverent digital media empire. But to millions more, he’s the face behind the viral One Bite Pizza Reviews on YouTube, where he travels the country rating pizzerias on a strict 1–10 scale (decimals included).

    What began in 2017 as a fun viral series has grown into a culinary kingmaker, with Portnoy’s verdict capable of making — or breaking — a shop overnight. That phenomenon has expanded into a live event, the One Bite Pizza Fest, which marked its third anniversary in New York on Saturday, September 13, drawing 10,000 fans to sample pies from more than 40 of the world’s most iconic pizzerias — all hand-picked by Portnoy himself.

    Related: 5 Years Ago, No One Would Take Their Calls. Then a Big Break Caused a ‘Domino Effect’ That Hasn’t Stopped.

    The rest of this article is locked.

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    Leo Zevin

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  • Expanding Your Small Business? You Need to Prepare For This Money Challenge | Entrepreneur

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    In our increasingly digitally borderless world, the dream of international expansion is more accessible than ever for American entrepreneurs. The reach of social media and a strategic web presence has the power to make your brand visible to a global audience in seconds. Yet, as U.S. small and medium-sized businesses (SMBs) increasingly venture beyond borders, a significant yet often underestimated challenge emerges: currency volatility.

    From selling goods in Europe to sourcing materials from Asia, or managing a remote team spread across continents, operating internationally inherently means SMBs are engaging with different currencies. This involves added layers of complexity, not only because it entails managing Profit and Loss (P&L) statements in multiple currencies, but because the value of one currency against another is not static. A currency’s value can shift due to geopolitical events, economic news and market sentiment, often quickly and without warning. For small businesses, this can directly impact their bottom line in ways they might not be prepared for.

    Consider this scenario: You’re a small business owner and the U.S. dollar strengthens significantly against the currency in which you’ve priced an export contract. This means that your expected profit in dollars could sharply diminish upon conversion. Conversely, a weaker dollar could drastically increase the cost of imported goods, squeezing your profit margins or even making your products less competitive in the market. Beyond profitability, currency swings can make it difficult to accurately forecast spending or build a predictable budget. What you forecast to pay one month could significantly vary more or less the next, leading to instability that can derail your financial planning.

    For any U.S. small business looking to succeed in multiple markets, it’s essential to mitigate these risks by adopting a proactive currency management strategy. Here are three simple steps SMBs can take to hedge against currency volatility.

    Related: How to Solve the $800 Million Problem That’s Stopping Small Businesses From Expanding Overseas

    1. Assess exposure

    Small business owners should start by assessing how currency movements could affect their business. Consider which countries the business operates in and investigate the stability of local currency values over time. This provides an up-front indication of the level of risk you are taking on.

    From there, the next step is to establish the best way to manage a cross-border cash flow. For example, if you know you’re sourcing goods and materials from local vendors in a country with a volatile currency, you may want to keep most of the funds siphoned for those payments in USD until the time comes for you to actually make the payment. Alternatively, if you’re working with a foreign currency that is considered stable, it might be more cost-effective for your business to hold funds in that local currency consistently using a multi-currency account. By keeping those funds readily available, you can reduce the number of times you pay conversion fees and manage that revenue stream just like you would in dollars.

    It’s also worth noting that some businesses and individuals living and working in countries with volatile currencies may request to be paid in a non-native currency themselves, including USD. So it’s worth checking with suppliers and employees what their preference is before setting up payments.

    Related: How a Strong vs. Weak Dollar Impacts U.S. Businesses

    2. Rethink your supply chain

    Once SMBs have established their currency exposure, it’s time to start thinking strategically about how they’re spreading risk across the business. Especially this year, as new tariffs — taxes on imported goods — have created additional complexities for many small businesses, it’s more important than ever to mitigate the risk of unforeseen costs.

    A good place for SMBs to start is to take inventory of their suppliers. If they are all concentrated in one region with a volatile currency, it might be worth exploring alternatives. Similarly, if retail-based businesses shipping goods abroad are consistently paying cargo fees that they can’t readily predict, they might look for local suppliers of those same goods to avoid paying import charges on every order.

    Diversifying where the business buys and sells goods and services can significantly smooth out both currency risk and the impact of sudden tariff changes. In other words, rebalancing purchasing zones is a smart way to distribute and lessen overall financial exposure.

    Related: ‘Uniquely Positioned’: How Small Business Owners Can Successfully Navigate the Tariffs

    3. Embrace multi-currency financial platforms

    Regardless of a businesses’ chosen international structure, it’s crucial to choose financial tools that make managing a global cash flow simple. As I’ve already alluded to, multi-currency accounts can be a game-changer for SMBs operating across borders, allowing them to hold funds in multiple currencies and send money like a local to foreign accounts.

    Some multi-currency account offerings even allow businesses to set thresholds for automatic currency conversions, which means their account will automatically convert funds when a currency hits a designated rate. This seamlessly allows SMBs to capture gains and avoid losses without adding to their mental load.

    It’s also important to choose fast, affordable and transparent financial services providers. Faster international payments mean funds arrive quicker, reducing the window of exchange rate exposure. Some providers also offer a fixed exchange rate within a certain time frame, so businesses know that even if funds arrive the next day, it will be the exact amount they expected — no more, no less. For SMBs, having clarity on how much they’re paying in fees, when their money will arrive and how much their recipient will receive can be an enormous relief.

    Ultimately, managing exchange rate risk isn’t just about protection; it’s about creating opportunity. When currency volatility is well-managed, it can become a lever for competitiveness. Businesses that have the right tools can leverage these variations to optimize their purchases or strengthen their positions in critical markets.

    For U.S. entrepreneurs venturing into the global marketplace, understanding and proactively managing currency risk is no longer optional. By embracing transparency, demanding speed and prioritizing control over your international finances, SMBs can protect their margins, empower their growth and unlock the vast potential of the international economy.

    In our increasingly digitally borderless world, the dream of international expansion is more accessible than ever for American entrepreneurs. The reach of social media and a strategic web presence has the power to make your brand visible to a global audience in seconds. Yet, as U.S. small and medium-sized businesses (SMBs) increasingly venture beyond borders, a significant yet often underestimated challenge emerges: currency volatility.

    From selling goods in Europe to sourcing materials from Asia, or managing a remote team spread across continents, operating internationally inherently means SMBs are engaging with different currencies. This involves added layers of complexity, not only because it entails managing Profit and Loss (P&L) statements in multiple currencies, but because the value of one currency against another is not static. A currency’s value can shift due to geopolitical events, economic news and market sentiment, often quickly and without warning. For small businesses, this can directly impact their bottom line in ways they might not be prepared for.

    Consider this scenario: You’re a small business owner and the U.S. dollar strengthens significantly against the currency in which you’ve priced an export contract. This means that your expected profit in dollars could sharply diminish upon conversion. Conversely, a weaker dollar could drastically increase the cost of imported goods, squeezing your profit margins or even making your products less competitive in the market. Beyond profitability, currency swings can make it difficult to accurately forecast spending or build a predictable budget. What you forecast to pay one month could significantly vary more or less the next, leading to instability that can derail your financial planning.

    The rest of this article is locked.

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    June Yuan

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  • Don’t Run From Failure — Run Toward It. Here’s Why. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    We’re trained to avoid failure like it’s a contagious disease.

    At school, failing wasn’t just about getting a bad grade — it was about getting labeled. If you didn’t pass, you weren’t just “behind,” you were branded. Pulled into extra classes, singled out in front of your peers and whispered about in the hallways. It can feel like public shame dressed up as education.

    When you grow up in that kind of system, what you learn fast is: Don’t mess up. Don’t take risks. Don’t give anyone a reason to think less of you. And the biggest lesson? Stay in your lane.

    The problem is that that mindset doesn’t prepare you for the real world — especially if you want to lead, build or create anything meaningful. Because here’s the truth: If you’re afraid to fail, you’ll never truly succeed.

    Related: Want to Be a Successful Entrepreneur? Fail.

    The fear that holds us back

    Fear of failure isn’t just about the actual mistake — it’s about the imagined fallout.

    • What will people think?
    • Will they see me as incompetent? Reckless? Stupid?
    • Will this cost me my reputation, my relationships, my livelihood?

    And because those fears feel heavy and real, we avoid taking the shot. We stay where it’s “safe,” never realizing that “safe” is just a slow, quiet way to fail anyway.

    As leaders, that fear can be deadly. It keeps us from innovating, from hiring bold talent, from experimenting with new products or ideas. It makes us reactive instead of proactive. And when the market shifts — as it always does — the leaders who’ve been too scared to risk anything are the ones left scrambling.

    How I learned to get comfortable with losing

    The real turning point for me wasn’t some massive success — it was being okay with losing. But that didn’t happen overnight.

    When I started my business, I brought that school-based fear of failure right along with me. I worried about how my decisions would look. I avoided risks that felt “too visible.” I overworked myself trying to make sure nothing went wrong — and when something inevitably did, I beat myself up for weeks.

    But here’s what changed everything: I realized failure without feedback is just a loss. But failure with insight? That’s an investment.

    When you stop seeing failure as a verdict and start treating it as raw material, it becomes the most valuable thing you have.

    Over the last eight years, I’ve:

    • Mismanaged people and learned how to lead better.
    • Made bad hires and learned how to recruit with sharper instincts.
    • Invested in projects that flopped and learned where my market actually is.
    • Lost more money (and time) than I’d like to admit — and learned exactly how to make it back (and more).

    None of those lessons came from the times things went perfectly. Every single one was purchased with the currency of failure.

    Related: 4 Key Strategies to Help Entrepreneurs Cope With Failure

    How school got it wrong

    Part of why this mindset is so hard to adopt is that it’s almost the opposite of what we were trained to believe.

    Our education system rewards perfection and punishes missteps. You’re graded on what you got right, not on how many creative attempts you made. You’re celebrated for the A, not for the questions you dared to ask or the risks you took to get there.

    And that’s fine if your career goal is “ace tests forever.” But in real life, success is about trying, adapting and trying again — fast. It’s about iteration, not immaculate execution on the first go.

    If you’ve ever wondered why so many talented people never reach their potential, this is it. They’ve been conditioned to fear the first step because they’ve been conditioned to fear the stumble.

    The leader’s advantage: Failing faster

    Here’s the mindset shift that’s changed everything for me: Don’t run from failure — run toward it.

    When you take a calculated risk and it doesn’t work out, you gain information your competitors don’t have. You see where the potholes are. You understand the dynamics of your market or your team in a way you simply can’t from the sidelines.

    Failure speeds up your feedback loop. And in business, speed of learning is a competitive advantage.

    When I stopped worrying about how failure looked and started focusing on what it taught, I moved faster. My team moved faster. We became more willing to experiment, to test ideas, to pivot quickly.

    And here’s the irony: The more comfortable I got with failing, the less I actually failed in ways that mattered. Why? Because the lessons compound. The insight you gain from one mistake prevents five more down the line.

    Turning failure into fuel

    If you’re looking for practical ways to reframe failure, here’s what’s worked for me:

    1. Separate the event from your identity. Failing at something doesn’t make you a failure. It makes you a human who’s gathering data.
    2. Ask better post-mortem questions. Instead of “Why did I mess up?” ask “What specifically did I learn, and how will I apply it next time?”
    3. Take the hit, then take the action. Feel the sting, but don’t camp there. Apply the lesson as quickly as possible so it becomes forward motion.
    4. Make it visible for your team. When leaders are open about their own missteps, it gives everyone else permission to try without fear.

    Related: How to Turn Failures Into Wins As an Entrepreneur

    The real goal

    At the end of the day, the point isn’t to fail for failure’s sake. The point is to strip failure of its power over you so you can move without hesitation.

    If there’s one mindset that’s been critical to my success, it’s this: Be okay with failing — because the lesson you learn is worth more than the hit you take.

    The faster you embrace that truth, the faster you’ll grow — not just as a leader, but as a human being who’s willing to show up, take the shot and trust that even if you miss, you’re still moving forward.

    We’re trained to avoid failure like it’s a contagious disease.

    At school, failing wasn’t just about getting a bad grade — it was about getting labeled. If you didn’t pass, you weren’t just “behind,” you were branded. Pulled into extra classes, singled out in front of your peers and whispered about in the hallways. It can feel like public shame dressed up as education.

    When you grow up in that kind of system, what you learn fast is: Don’t mess up. Don’t take risks. Don’t give anyone a reason to think less of you. And the biggest lesson? Stay in your lane.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Ginni Saraswati

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  • CEO’s ‘Powerful’ Business Change Leads to 8-Figure Revenue | Entrepreneur

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    “It’s always been my dream to be a CEO of a fashion brand,” Ginny Seymour, CEO of contemporary women’s fashion brand Aligne, tells Entrepreneur.

    Image Credit: Courtesy of Aligne. CEO Ginny Seymour.

    A fashion industry veteran who started her career as a contemporary buyer at Saks Fifth Avenue, Seymour had an opportunity to realize that goal with Aligne, originally founded by Dalbir Bains as a wholesale women’s fashion brand in London in 2020.

    Seymour envisioned a new era for Aligne — the brand could fill a white space she saw in modern women’s clothing: the need for design-led, wearable pieces at an accessible price point, delivered with an omnichannel approach.

    Related: 5 Things I Wish Someone Had Told Me Before I Became a CEO

    Seymour set out to make it happen, essentially “refounding” the company. She joined the business as managing director in 2022, relaunched Aligne under her vision in 2023 and was officially named CEO in 2024.

    Image Credit: Courtesy of Aligne

    “I felt partners [had to be] a huge part of the story.”

    During her first several years as CEO, Seymour focused on Aligne’s community building online and “design handwriting,” then branched out from a direct-to-consumer strategy to an omnichannel approach with U.S. retail partners.

    In fact, despite being a London-founded brand, Aligne sees a larger part of its business unfolding in the U.S., Seymour says.

    The CEO even recently relocated from London to New York to support the U.S. office and team as the brand continues its expansion.

    “ We’re still based in the UK, so I travel back and forth,” Seymour says. “London to me is our creative hub; it’s part of our DNA being a British brand. That’s super important to me and something we don’t want to lose. So we’re very much creatively driven out of London, but commercially driven out of the U.S.”

    Image Credit: Courtesy of Aligne

    Related: ‘We Got So Many DMs’: This 27-Year-Old Revamped Her Parents’ Decades-Old Business and Grew Direct-to-Consumer Sales From $60,000 to Over $500,000

    As a still relatively young British brand, Aligne gains validation with a U.S. audience through retailers that have loyal customer bases.

    “In  the UK, it’s easier to be direct-to-consumer only because the UK is much smaller and more attainable,” Seymour says. “But in the U.S., to resonate as the next contemporary brand that people should be looking at, I felt partners [had to be] a huge part of the story.”

    Aligne recently launched with Nordstrom, a retailer Seymour says she’d always hoped to partner with one day, after the company direct-messaged her to express its interest in the brand. Aligne is also available at Anthropologie.

    Image Credit: Courtesy of Aligne

    Related: Her Self-Funded Brand Hit $25 Million Revenue Last Year — And 3 Secrets Keep It Growing Alongside Her ‘Mischievous’ Second Venture: ‘Entrepreneurship Is a Mind Game’

    “There’s less visibility [into] the analytics and who your customer is. You have to really listen.”

    Despite the long-term goal to expand in retail, Seymour first prioritized understanding Aligne as a brand and its relationship to customers before tackling those partnerships, appreciating how important that strategy is for sustainable success.

    Whether you’re refounding a business that already exists or starting one from scratch, knowing who your customer is — and quickly — will make or break its growth.  ”And that’s easier said than done,” the CEO notes. “There are so many factors. With every iOS update, there’s less visibility [into] the analytics and who your customer is. You have to really listen.”

    Aligne’s target customers are “confident, working” women, and acknowledging what those consumers wanted in a clothing line helped guide the brand’s design shift and the direction of its collection, Seymour says.

    Related: This Is the Real Secret to Exceeding Your Customer’s Expectations

    Dialing into that customer base is paying off. Aligne ended its fiscal year in July 2025 with 56% year-over-year revenue growth and revenue approaching eight figures.

    Most of Aligne’s pieces are priced between $100 and $300. Although Seymour recognizes why some brands evolve into the “premium contemporary” space amid rising costs and tariff challenges, she says the company is committed to its accessible price point.

    Image Credit: Courtesy of Aligne

    “I quickly had to learn where I didn’t want to lean and how to make sure to get the support.”

    Being a CEO is a lot harder than Seymour thought it would be when she was 20 years old, she admits. But she appreciates how the job has allowed her to draw on her experience as a buyer, which demanded a “balance of art and science” much like the executive role does.

    “[There might be a] week that I’m so artistic and designing the concept and the line, and there’s other days where I’m definitely leaning into the science,” Seymour says. “But I quickly had to learn where I didn’t want to lean and how to make sure to get the support in those areas because a CEO wears so many hats.”

    Related: I Founded a $1.7 Billion Startup for Small Businesses — Here’s the Secret Every Entrepreneur Should Know

    One of the biggest lessons Seymour’s learned during her tenure as CEO so far is the value in listening to her instincts — even when it’s difficult. Over the first couple of months of the company’s refounding, Seymour sometimes hesitated to say what she wanted, then didn’t get the results that she desired.

    “Three months in, I had this moment where I brought the team together and was much clearer about what I wanted,” Seymour says. “That brought them more on the journey with me, and it solidified us as a team and our values. If you have an idea and you’re building your own business, trusting your gut and not being scared to say it is powerful.”

    “It’s always been my dream to be a CEO of a fashion brand,” Ginny Seymour, CEO of contemporary women’s fashion brand Aligne, tells Entrepreneur.

    Image Credit: Courtesy of Aligne. CEO Ginny Seymour.

    A fashion industry veteran who started her career as a contemporary buyer at Saks Fifth Avenue, Seymour had an opportunity to realize that goal with Aligne, originally founded by Dalbir Bains as a wholesale women’s fashion brand in London in 2020.

    The rest of this article is locked.

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    Amanda Breen

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  • How Pana Food Truck Started Selling Arepas | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    German Sierra, founder of Pana Food Truck in Santa Cruz, California, never imagined his craving for a childhood comfort food would lead him to build a thriving business with a loyal following and the distinction of Yelp’s Top 100 Food Trucks.

    “My brother and I came to the United States in 2016 [from Venezuela],” he says. “There weren’t any arepas. We actually eat arepas every day in Venezuela, so we needed them. My brother was like, ‘Hey, why don’t we make some arepas and take them to the streets, and maybe people will buy them?’”

    Armed with foil-wrapped arepas and homemade Venezuelan juices, the brothers set up outside a supermarket. They didn’t sell a single one. A police officer stopped them, asking for a permit they didn’t know they needed. Instead of giving up, Sierra gave the food away and kept searching for a way forward.

    Related: They Built Their First Restaurant With Their ‘Bare Hands.’ Now They Have 380 Locations.

    “Sometimes there’s a little miscommunication between entities. Sometimes the health department will [have] different rules than the city,” Sierra says, describing the challenges he faced trying to get his business off the ground. “There are specific places to park. You cannot park everywhere because there’s gonna be competition with restaurants.”

    As a business with one core offering, Sierra had to sell the value of arepas to customers who had never heard of them.

    “It was hard in the beginning — and [is] still hard — to convince people why we don’t have other dishes,” Sierra says. “We wanted to focus on arepas [so] there is no confusion of what we sell, and it’s memorable.”

    Small adjustments, like listing arepas as “chicken” or “beef” on the menu, helped introduce the dish to American diners and reduce confusion without losing cultural authenticity. “When customers come, they want 30-second decisions — no half an hour figuring out the menu and what to get,” Sierra says.

    Related: He Grew His Small Business to a $25 Million Operation By Following These 5 Principles

    As word spread, Sierra focused on making connections with customers, pairing education about the food with free samples to encourage repeat visits. Early on, he recognized that an excellent customer experience made people more likely to choose Pana over another restaurant.

    “I didn’t wanna be just in the food truck business,” he says. “I want to be in the heart-warming business, because the food makes your heart warm. That’s the emotion I want to create every time.”

    Now celebrating six years in business, Pana continues to grow while staying true to its roots. In 2025, Sierra and his wife, Gabriella Ramirez, opened their first brick-and-mortar restaurant in downtown Santa Cruz. “It wasn’t an overnight success, and we’re still growing and improving,” Sierra says. “We are just a baby, and there’s so much that we can change and improve.”

    For Sierra, every arepa is a chance to share a piece of home, and to build what he calls “an arepa empire, one arepa at a time.”

    Related: These Brothers Turned a 2-Man Operation Into One of the Most Trusted Companies in Their Area. Here’s How.

    After turning a craving for arepas into one of Yelp’s Top 100 Food Trucks of 2025 and opening a brick-and-mortar, Sierra’s advice for current and future business owners is clear:

    • Start small but stay consistent. Break overwhelming challenges into smaller steps and commit to showing up for your customers every day.
    • Adapt to your audience while staying authentic. Customer education can help your audience understand new offerings and grow goodwill in your community.
    • Lead with generosity. Warm service and meaningful interactions matter just as much as what’s on the menu. Customers return not only for flavor, but also for connection.
    • Think about the big picture. For Sierra, selling arepas was never just about food — it was about creating heart-warming experiences. Any platform, whether it’s a food truck or restaurant, can be a vehicle to share your mission.
    • Play the long game. Building something meaningful takes time, patience and passion. If your business isn’t an immediate success, research the steps you’ll need to take to achieve smaller goals that get you closer to your vision.

    Watch the episode above to hear directly from German Sierra, and subscribe to Behind the Review for more from new business owners and reviewers every Wednesday.

    Editorial contributions by Jiah Choe and Kristi Lindahl

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    Emily Washcovick

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  • My Strategy for Helping Leaders Reclaim 10+ Hours a Week | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Most leaders know the frustration of wasted meetings. Long agendas, too many attendees and little to show for hours lost. For one group of senior leaders I worked with, this wasn’t just an annoyance. It was cutting into strategy time, slowing down decisions and draining energy across the business.

    In less than a year, we cut their meeting time in half. Each leader won back more than 10 hours every week, and the organization became faster, clearer and more accountable.

    Here’s how it happened, and how you can do the same.

    Related: Stop the Meeting Madness: 19 Ways to Make Your Meetings Matter

    The problem: Meetings controlled the leaders instead of the leaders being in charge

    This team was leading a complex global transformation across three regions. Their calendars were wall-to-wall with standing meetings, catch-ups and recurring calls. People often left with unclear decisions, leading to more follow-up meetings just to fix what hadn’t been resolved the first time.

    The result was lost time, slow decisions and a sense that no one could ever get ahead. The leaders were spending more time managing meetings than leading the business. Over time, even talented people became frustrated. Some started blocking out fake “focus time” just to survive. Others disengaged quietly, attending meetings but contributing very little because they no longer believed anything would change.

    That loss of energy was as damaging as the loss of time.

    Step 1: Define what deserves a meeting

    We started by asking a simple question: Does this really need to be a meeting?

    Many recurring calls existed because “We’ve always had them.” That logic had never been challenged. We cut every meeting that wasn’t tied to a decision, a problem that needed solving or collaboration that truly benefited from live discussion.

    Updates that could be shared in writing were moved to a short weekly summary. Everyone received the same information, but they could read it in minutes instead of sitting through another call.

    One senior manager told me later that this was the first time in years he could start his day by planning priorities instead of bracing for back-to-back calls. That shift gave him more control and a clearer sense of direction.

    This step alone cleared out hours from everyone’s calendar. It also reframed meetings as intentional choices rather than habits carried over from the past.

    Step 2: Put guardrails on time and attendance

    Next, we established strict rules.

    Meetings defaulted to 30 minutes. Longer sessions had to be justified. Every meeting required a clear lead who owned the agenda, kept the conversation on track and confirmed next steps.

    Attendance rules changed, too. Instead of large calls with every stakeholder, we invited only the people who were critical to the discussion. If input was needed later, it was requested offline.

    This change reduced group fatigue and raised accountability. Smaller groups made faster decisions. Leaders also realized that not being invited to a meeting wasn’t exclusion; it was respect for their time.

    Related: Data Doesn’t Lie: Shorter Meetings Can Make You 3X More Productive

    Step 3: Standardize decisions

    One hidden reason meetings drag on is that people leave without clarity. That lack of closure is what fuels the cycle of repeat conversations.

    We solved this by introducing a simple “decision log.” Every meeting ended with three key things:

    1. The decision made

    2. The identified owner

    3. The next step

    It took discipline, but once the team adjusted, decisions stopped bouncing around. Follow-up meetings shrank because everyone knew who was responsible and by when. Teams didn’t have to revisit the same issue over and over.

    The decision log also became a leadership tool. Leaders could review it weekly to see what was moving forward and what was stalling. That visibility improved accountability across the entire transformation.

    Step 4: Track the wins

    We measured meeting time before and after.

    Leaders logged their weekly hours, and within weeks the difference was clear. By the end of 12 months, meeting hours had dropped by more than 50%. On average, each leader reclaimed over 10 hours a week.

    The biggest win wasn’t just time. It was energy. Leaders felt less drained and more able to focus on the work that actually moved the business forward. Several commented that they finally ended their week with a sense of progress instead of exhaustion.

    One leader said she could finally prepare properly for board discussions because she had blocks of uninterrupted time again. Another shared that his team trusted the process more because decisions no longer shifted or disappeared. These were small cultural shifts that created lasting impact.

    The human side of fewer meetings

    It’s easy to think of meeting reduction as a numbers game, but the benefits go much deeper. With fewer meetings, leaders gained the space to think, plan and lead. They could show up with more presence in the meetings that remained because they weren’t already depleted.

    This had an impact on trust. People began to believe in the process because they saw that decisions stuck and time wasn’t wasted. That trust built momentum. Leaders became known for clarity instead of endless discussion.

    When people feel their time is respected, they give more energy back to the work. That cultural benefit often matters more than the hours saved.

    From this experience, three lessons stood out.

    • Treat time as a resource. If a meeting doesn’t create value, it’s a cost.

    • Put strict guardrails around time and attendance. Meetings expand to the size you allow.

    • Standardize how decisions are made and captured. Without this, meetings repeat themselves.

    These aren’t complex ideas, but they require discipline. Leaders who apply them consistently change not only their calendars but their culture.

    Related: Our Meeting Obsession Is Hurting Our Work And Our Wellbeing

    What you can do now

    Look at your own calendar and ask yourself three questions:

    • Which meetings exist only out of habit?

    • Which can be replaced with a short written update?

    • Where do decisions get lost, forcing repeat conversations?

    Answering those questions honestly is the first step to cutting your meeting load in half and winning back the hours you need most.

    Try applying one change in the next week. Cancel a standing call that adds little value. Shorten a 60-minute meeting to 30. End every meeting with a clear decision and next step. These small shifts build confidence, and once you see the results, it becomes easier to apply the larger changes.

    The point of cutting meetings is not to slash your calendar for the sake of it. The goal is to create space for the work that matters most. When leaders reclaim their time, they gain clarity, energy and the ability to lead with focus instead of reacting to every demand.

    Start with your calendar. Once you take charge of your time, every other part of your leadership gets stronger too.

    Most leaders know the frustration of wasted meetings. Long agendas, too many attendees and little to show for hours lost. For one group of senior leaders I worked with, this wasn’t just an annoyance. It was cutting into strategy time, slowing down decisions and draining energy across the business.

    In less than a year, we cut their meeting time in half. Each leader won back more than 10 hours every week, and the organization became faster, clearer and more accountable.

    Here’s how it happened, and how you can do the same.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Bayo Akinola-Odusola

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  • The Shocking Cost of Vendor Data Breaches | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Modern supply chains are a complex web of interconnected, intertwined digital ecosystems, each supporting the other. Look around you, and everything from how your workstations perform to how your data is being managed consists of several different suppliers and vendors, beyond what might be evident to you on first glance.

    You may have bought your web domain from an American company, but your hosting servers are in Europe. You probably bought your cloud infrastructure from AWS or Google, but your data is being stored in a remote village in Norway.

    Beyond what is visible lies a plethora of vendors and suppliers that work together like clockwork to make sure your business infrastructure remains up and running.

    However, this is where the problem begins. A single outage, data breach or fault with one of these vendors can have a devastating ripple effect on your business operations.

    Your direct vendor might not even be responsible, but their service might depend on a third-party provider, with whom you have no connection, and yet, your business takes the complete brunt of the situation.

    Therefore, in today’s world, companies don’t just have to prepare for internal data risks but also think about the data risks posed to their suppliers and vendors.

    Related: How to Mitigate Cybersecurity Risks Associated With Supply Chain Partners and Vendors

    Vulnerabilities due to a web of interdependencies

    In 2021, millions of websites across the world suddenly went offline. This included business websites, banks, ecommerce ports and even government agencies. In fact, it took out a major chunk of European and mostly French websites.

    After a couple of hours, it was found that one of the four data centers owned by the company OVHcloud was destroyed due to a fire.

    While the data centers supposedly had backups, the resulting damage in terms of data breaches and lost business cost tens of millions of dollars.

    Even some of the largest companies in the world are regularly attacked and are susceptible to data leaks.

    Orange Belgium‘s data breach exposed information of 850,000 customers. Allianz Life‘s data breach exposed personal information of more than a million customers, and a Qantas cyberattack leaked information on over six million airline customers!

    More recently, a ransomware attack on the UK’s NHS (National Health Service) disrupted blood tests across several London hospitals, eventually leading to the death of at least one patient. The software provider for the NHS, Advanced Computer Systems, was eventually fined £3 million, but only after an innocent life had already been lost.

    While these large organizations cannot be solely blamed, it is clear that even if you have the most robust IT and security infrastructure within your organization, you are never immune to the vulnerabilities of your vendors.

    Common mistakes that lead to weak data management

    Similar to the example of OVHcloud, many vendors simply lack a robust backup system to ensure operations run smoothly — this is where the problem starts. Due to a poor backup system, they also have an insufficient disaster recovery plan in case of a ransomware attack. Therefore, a fire in only one of their four data centers brought down millions of their customers’ websites.

    Another example might be the NHS’s software. They probably had data integrity checks built into their security, but they were insufficient, making it easy for an attack to take place across a number of locations. Overall, a reliance on manual recovery efforts and weak cybersecurity practices creates vulnerabilities that can have devastating consequences.

    Related: 3 Ways to Ensure Cybersecurity Is a Priority for the Companies You Partner With

    Cost of a vendor data crisis

    Any data breaches or attacks on your vendors will have a direct impact on your business. It can directly result in operational downtime, which can include workflows that completely stop working, supply chain disruptions, invoicing issues and much more.

    In the short run, it can lead to lost sales, SLA breaches and even penalties, while in the long run, the financial impact due to reputational damage can be even worse. If customers can’t trust you to deliver on time or protect their data, they might never return.

    It’s important to safeguard your business against such scenarios, and there are a couple of steps that can help you mitigate these.

    How to mitigate a vendor data crisis

    Before signing a contract with a vendor, it’s important to do your due diligence and assess their data and security infrastructure. This might seem instructive, but it is one of the important first steps you can take to protect your business and data against vulnerabilities.

    It is also important to carry out regular audits and ensure SLAs are met and that they are up-to-date with industry standards.

    Overall, there needs to be a plan for diversification so that no single vendor can impact a critical workflow.

    Related: Why Cybersecurity is the Key to Unlocking the Full Potential of Supply Chains

    Why it’s important to have robust data recovery tools

    Despite all the due diligence and backups, no system is 100% fail-proof. This is why your business must have reliable recovery tools that can help recover damaged files, important emails and even complete databases, making sure your organization can be back on its feet as soon as possible.

    A company’s data can be worth tens of thousands of dollars for a small business and much more for a larger organization. Using such software is the perfect safety net when prevention fails.

    Modern supply chains are a complex web of interconnected, intertwined digital ecosystems, each supporting the other. Look around you, and everything from how your workstations perform to how your data is being managed consists of several different suppliers and vendors, beyond what might be evident to you on first glance.

    You may have bought your web domain from an American company, but your hosting servers are in Europe. You probably bought your cloud infrastructure from AWS or Google, but your data is being stored in a remote village in Norway.

    Beyond what is visible lies a plethora of vendors and suppliers that work together like clockwork to make sure your business infrastructure remains up and running.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Chongwei Chen

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  • How Lavazza and the US Open Brewed the Perfect Marketing Campaign | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    It’s no secret that sports partnerships can be a powerful tool for brands. But the ones that actually move the needle go far beyond some courtside signage or animated logos on a broadcast.

    The strongest collaborations are built on three pillars: authenticity, creativity and growth potential. Few examples illustrate this better than Lavazza’s decade-long relationship with the US Open. For the Italian coffee company, the Open is as much a cultural stage as it is for the athletes competing.

    Related: As New York City Prepares for Its First Casinos, Jay-Z Wants In — and He’s Putting Up $250 Million

    1. Authenticity…

    …isn’t complicated. Authenticity comes down to synergy between the partners. In this case, both the US Open and Lavazza are in the business of excellence. The Open showcases the best tennis athletes in the world; Lavazza serves what it positions as the best coffee in the world.

    By joining forces, Lavazza is trying to signal that it belongs in that same tier of prestige. The connection goes even deeper with ambassadors like ATP World No. 1 Jannik Sinner, whose Italian roots and elite play make him a natural fit for the brand.

    Both Lavazza and the US Open are centered around experience — whether it’s savoring a perfectly crafted coffee or watching an intense rally. The Open draws both avid sports fans and casual visitors, thanks in large part to on-site activations that could easily fill a whole day even without the tennis.

    “The US Open itself continues to resonate unlike any other event,” says Daniele Foti, Marketing VP North America at Lavazza Group. “It is a cultural phenomenon that commands global attention.”

    Lavazza is one of the brands making the most of that opportunity. During the event, fans could immerse themselves in Italian coffee culture across the grounds, enjoying classics and signature drinks, such as the fan-favorite Espresso Martini. Which brings us to…

    2. Creativity

    In brand partnerships, creativity is about turning a sponsorship into a story. Over the past decade, Lavazza has reimagined its presence at the US Open, evolving from a simple coffee stand into a full cultural experience.

    While guests are sipping espresso, they’re also spinning 3D prize wheels with Lavazza’s animated spokesrobot Luigi, sending postcards from the tournament and collecting custom selfie keepsakes.

    This year, Lavazza pushed the boundaries even further, literally. In collaboration with Casa Magazine, they took the partnership beyond stadium walls with a two-day takeover at Casa Magazine on August 20–21, bringing the energy of Flushing Meadows into the streets of New York.

    Visitors enjoyed complimentary coffee, latte art featuring both the Lavazza and US Open logos, and immersive photo moments that brought the brand’s “La Dolce Vita” identity to life.

    But they didn’t just serve coffee. They blended sport, culture and creativity. The brand turned a simple cup into a shared experience — one that captures the same balance of precision and artistry you see in a perfect tennis match, while also celebrating the craft and ritual of brewing.

    Related: ‘We Live the Brand’: Why Mark Wahlberg and Harry Arnett Built a Company That Embodies Relentless Ambition

    3. Growth potential…

    …is something the Lavazza–US Open collaboration has that in spades. Over the past decade, the partnership has evolved in step with the tournament’s cultural impact — growing from its early days with a rising Jannik Sinner to today, where he stands as the world’s No. 1 player.

    “Our partnership with Jannik Sinner, one of the sport’s brightest stars, reinforces that connection and further anchors Lavazza at the heart of the game,” said Foti. “That is exactly where Lavazza belongs: present, relevant, and closely connected to consumers today and for years to come.”

    It’s no secret that sports partnerships can be a powerful tool for brands. But the ones that actually move the needle go far beyond some courtside signage or animated logos on a broadcast.

    The strongest collaborations are built on three pillars: authenticity, creativity and growth potential. Few examples illustrate this better than Lavazza’s decade-long relationship with the US Open. For the Italian coffee company, the Open is as much a cultural stage as it is for the athletes competing.

    Related: As New York City Prepares for Its First Casinos, Jay-Z Wants In — and He’s Putting Up $250 Million

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Leo Zevin

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