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Tag: Thought Leaders

  • How One Man Conquered the World’s Toughest Peaks — and Built a Brand Every Founder Should Study | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    After conquering the world’s 14 toughest peaks in record time, Nepali-born Nims Purja rose as a bold voice for the often-overlooked Sherpa guides. In the process, he became the first true celebrity mountaineer of the social media era — and one of the most debated figures in the global climbing scene.

    His path wasn’t paved with venture funding or viral hacks — it was carved out with ice axes, discipline and a refusal to accept the limits others set. Purja is not just a climber; he’s an entrepreneur of his own brand, built atop grit, story and bold vision. His journey offers timeless insights for anyone aiming to build a global presence and leave a legacy.

    Dare to dream bigger

    By climbing all 14 of the world’s 8,000-meter peaks in just six months and six days — a feat that previously took others nearly a decade — he didn’t compete within the old standards; he created a new one entirely. For entrepreneurs, the lesson is clear: Don’t aim to improve marginally on what’s been done — dare to redefine the game itself.

    Apply the 10x framework: Instead of asking “How can we improve by 10%?” challenge yourself to ask “How can we deliver 10x the value?” A local restaurant shouldn’t just aim to be “better.” They should ask: “How can we create an experience so unique that customers travel 30 minutes just to eat here?” Take 30 minutes this week to list your current business goals, then rewrite each one using 10x thinking.

    When you operate with bold vision, relentless execution and unapologetic ambition, you don’t just enter the market — you reshape it. Purja’s example teaches founders that category leadership doesn’t come from incrementalism; it comes from delivering results so extraordinary that they spark a global conversation.

    Related: Dream Big: 3 Ways to Fight Off Doubt and Build the Business You’ve Always Wanted

    Own your narrative

    Purja’s rise to global prominence wasn’t just about his physical feats — it was also about how masterfully he told his story. Through his book Beyond Possible, the Netflix documentary 14 Peaks and a consistent, personal presence on Instagram, Purja controlled the narrative of his journey, spotlighting not just his own achievements but also celebrating his team, clients and fellow Nepali climbers.

    Master the three-channel system: Choose one primary social platform where you’ll post daily, add one long-form medium (blog, newsletter or LinkedIn articles) for weekly deep-dives, and secure one multimedia opportunity monthly (podcast, video or speaking engagement). Use the 70-30 rule: 70% behind-the-scenes process content, 30% final results.

    Importantly, when faced with allegations of misconduct in 2024, Purja used his platforms to respond directly, transparently and on his own terms.

    Prepare your crisis playbook now: When facing criticism, respond within 24 hours using this framework: Listen to the concerns (take 24 hours to process), acknowledge any valid points, respond with facts and your next steps, then follow through publicly. The lesson for entrepreneurs is powerful: In today’s digital age, owning your narrative means owning your audience, your brand and your resilience.

    Transfer skills across domains

    One of the most underrated superpowers in entrepreneurship is the ability to transfer skills across domains. Purja’s background in the British Gurkhas and the U.K.’s elite Special Boat Service wasn’t just a footnote in his story; it was the foundation. The discipline, decision-making under pressure, team cohesion and mental fortitude he developed in the military directly fueled his success in extreme mountaineering.

    Complete a skills audit: Take two hours this month to map your previous experiences. Create three columns: your past career or major experience, the specific skills you developed and how each could differentiate your current business. Focus on skills your competitors likely don’t have — these become your unfair advantage. A former teacher launching a business might leverage lesson planning abilities for customer onboarding, while an ex-military professional could apply tactical decision-making frameworks to client strategy sessions.

    Entrepreneurs often overlook the value of their past experiences — whether it’s a former career in a different industry, a side hobby or even personal challenges — but it’s often these very experiences that spark breakthrough ideas or create a unique edge. That unusual blend of backgrounds becomes your unfair advantage. Innovation doesn’t always require inventing something new; sometimes, it’s about repurposing what you already know in a way the world hasn’t seen before. The key is to recognize the transferable gold in your own journey and have the courage to apply it boldly in new arenas.

    Related: How My Old Job Secretly Prepared Me to Build a Thriving Business

    Monetize with meaning

    Books, talks, gear, coaching — these aren’t just revenue streams; they’re powerful brand extensions that reinforce your story and values. Purja turned his mountaineering journey into a multifaceted brand by writing a bestselling book (Beyond Possible), starring in a Netflix documentary, launching branded gear and offering high-end expeditions and coaching experiences. Each extension aligns with his core narrative of resilience, pushing limits and elevating others — strengthening his personal brand and expanding his reach.

    Build the four-stream model: Structure your revenue as 60% core service, 20% educational content (courses, books, workshops), 15% physical products or branded items and 5% high-value consulting or group programs. Start by perfecting your core offering and documenting your process. Then, in month two, create your first educational product — an eBook, video series or workshop. Month three, launch one branded physical item. By month six, add a premium consulting or mastermind component.

    Small businesses can apply this same approach, even on a modest scale. A local fitness studio could publish an eBook on home workouts, host online wellness webinars, sell branded apparel and offer one-on-one coaching for clients looking to build sustainable fitness habits. A bakery might launch a recipe blog, host virtual baking classes, sell branded tools like aprons or spatulas and speak at local events about entrepreneurship or sustainability.

    The key is to create extensions that tell your story in different formats — whether it’s education, merchandise or experiences — so your audience engages with your brand on multiple levels. When done thoughtfully, these extensions don’t just generate income — they deepen loyalty and turn your business into a lifestyle.

    Root in purpose

    Purja’s rise wasn’t just about personal glory — it was about collective recognition. From the start, he made it clear that his mission wasn’t only to break records but to uplift the often-uncredited heroes of Himalayan climbing: the Sherpas and Nepali guides who have long risked their lives on the world’s highest peaks like Everest without global recognition. By intentionally sharing the spotlight, forming all-Nepali climbing teams and using his media platforms to name and celebrate others, Purja shifted the narrative from individual achievement to collective pride.

    Apply the 20% rule: Dedicate one-fifth of your content and platform to highlighting others in your ecosystem. Create a monthly rotation: Week 1, feature a team member; Week 2, spotlight a supplier or partner; Week 3, showcase a customer success story; Week 4, amplify someone in your industry who deserves recognition. Track engagement rates on these posts versus self-promotional content — you’ll often find that generous content performs better.

    For entrepreneurs, this is a powerful lesson: Your platform is not just a megaphone for your success — it’s a tool for impact. Whether it’s amplifying the voices of overlooked teammates, underrepresented communities in your industry or emerging talent in your field, using your influence to lift others builds long-term credibility, loyalty and brand depth. In a world that values authenticity and purpose, advocacy isn’t just the right thing to do — it’s also a strategic move that differentiates you as a leader with vision and heart.

    Related: How Defining Your Purpose Can Help Attract the Right Clients, Build Culture and Drive Success

    Becoming a global superstar isn’t just about talent — it’s about vision

    Purja’s rise reminds us that superstardom doesn’t come from chasing fame — it comes from chasing the extraordinary and bringing others with you. Whether you’re building a startup, a personal brand or a social movement, the path to global recognition is paved with authenticity, audacity and advocacy.

    Your 90-day implementation plan: Start with one framework this month — perhaps the skills audit or three-channel narrative system. Master it over 30 days, measuring your progress weekly. Month two, add the four-stream revenue approach or 20% advocacy strategy. By month three, integrate 10x thinking into your biggest business challenge. Each framework builds upon the others, creating a comprehensive approach to authentic growth.

    The question isn’t whether you can reach the summit — it’s whether you’re ready to believe the summit isn’t high enough.

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    Liliana Pertenava

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  • Want to Sell More? Make Your Team Less Competitive, Not More | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As someone who has coached several sales teams over the years, I’ve seen how traditional competitive sales environments run leaders down. Perhaps one of the biggest challenges of managing this particular group of personalities is that they’re extremely competitive. This competitiveness can be both a boon for your company (e.g. the sales will keep coming) and a burden for you (e.g. you’re trying to keep high-achievers from acting aggressively or impulsively).

    I’ve seen top sales performers clash over territories and go to war with each other. Their sales manager then has to move from focusing on strategic leadership to constant conflict resolution. The stress is overwhelming not just for the manager, but for the entire organization.

    This experience led me to explore alternative approaches to sales team structures, studying companies that had successfully reimagined their sales cultures. The organizations I observed transformed their sales department by breaking down traditional silos and changing their compensation models to reward collective success over individual achievement. These models showed me that there’s a better way forward.

    Related: How Collaboration Can Help Drive Growth and Propel Your Business to New Heights

    Why collaborative selling works for everyone

    The natural go-getter attitudes of your sales team are a benefit to you, but when they are at odds with each other, it’s a drain on their time. If your salespeople are constantly trying to outdo each other, they won’t be as focused on outdoing the competition. They will also have trouble working together to meet shared goals.

    One way to fix this is to switch up your internal selling framework and move toward one that rewards collaboration. When they collaborate, they can pool their talents and have a better chance of beating the competitors.

    But beware. You can’t just say that you’re going to collaborate and then let the discussion end. Instead, you have to strategically revisit several aspects of your sales culture to drive more collaboration in a systematic way that you can still measure and control. You can start with the following suggestions.

    1. Allow sales representatives to have more flexibility

    Are your salespeople assigned to strict territories, verticals or product lines? This may be causing unnecessary tension between your salespeople and their customers. Sometimes, this friction can stem from team members feeling that certain assignments are less favorable than others.

    To increase cross-divisional synergy, think about ways you could drop some of your barriers. For example, Nexus Power bucks the traditional sales model by organizing into five separate but collaborative divisions across 11 western states. Rather than only incentivizing each sales team for the products for which they are directly responsible, their sales reps have the ability to tap into expertise from any division when customer needs span multiple product categories or require specialized knowledge. This approach not only provides a more seamless customer experience, but it also positions the sales team as the customer’s “go-to” resource for all their needs.

    To implement this concept, map your current territorial or product barriers, then pilot a “flex territory” program allowing cross-boundary collaboration on qualifying deals. Establish clear revenue-sharing protocols and regular knowledge-sharing sessions between divisions.

    Also, most importantly, adjust your compensation structure to reward collaboration alongside individual performance, ensuring that helping a colleague close a deal doesn’t penalize anyone’s commission.

    Opening up more opportunities to your salespeople won’t mean your stressors will vanish. However, you won’t have to play the role of referee between unhappy salespeople as much.

    Related: A Guide to Hiring the Right Type of Salesperson for What You’re Selling

    2. Incorporate a group commission into your compensation model

    Conventional sales-comp structures built almost entirely around individual quotas can choke off collaboration. That’s why 91% of companies said they will tweak their incentive plans this year, according to the Alexander Group’s 2024 Sales-Compensation Trends survey.

    A proof point comes from Pfizer, whose 4,500 U.S. customer-facing colleagues are mapped into seven business lines and hundreds of micro-territories. Each territory rolls up into a regional collective, and once that region crosses 100% of target, the entire cohort participates in Pfizer’s Global Performance Plan, an annual bonus pool that adds roughly 20% of base pay on top of any individual incentives. Territories are re-mapped quarterly to keep workload and opportunity balanced, so no one feels short-changed yet everyone is invested in pushing the region over goal.

    Related: How to Create a Pay Structure That Promotes Team and Company Growth

    3. Empower sales professionals to work their unique skills

    Another way to boost collaboration is to give your processes a complete overhaul. For example, you could use a test like the Clifton Strengths assessment to pinpoint what each of your employees is best at doing. You could then use the data to figure out who on your team is a rainmaker, a relationship builder, a closer, a specialist, etc.

    After determining the strengths of your team, you can then position them to shine. Maybe you assign your networkers to make it rain and then hand off leads to your communication masters who can build connections. By making the most of the skills of your current team, you may be able to help everyone achieve more — just make sure your new compensation model aligns with this shuffling of roles.

    A nice side effect of turning your team into a cohesive unit is that you’ll be able to see any gaps right away. When you do, you can fill those gaps with the right talent. Plus, you’ll be able to easily adapt your team to market changes because they’ll be working in tandem.

    You have enough stress. Rather than continuing with work as usual, consider the advantages of downplaying competition and encouraging collaboration for you and your team.

    As someone who has coached several sales teams over the years, I’ve seen how traditional competitive sales environments run leaders down. Perhaps one of the biggest challenges of managing this particular group of personalities is that they’re extremely competitive. This competitiveness can be both a boon for your company (e.g. the sales will keep coming) and a burden for you (e.g. you’re trying to keep high-achievers from acting aggressively or impulsively).

    I’ve seen top sales performers clash over territories and go to war with each other. Their sales manager then has to move from focusing on strategic leadership to constant conflict resolution. The stress is overwhelming not just for the manager, but for the entire organization.

    This experience led me to explore alternative approaches to sales team structures, studying companies that had successfully reimagined their sales cultures. The organizations I observed transformed their sales department by breaking down traditional silos and changing their compensation models to reward collective success over individual achievement. These models showed me that there’s a better way forward.

    The rest of this article is locked.

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    Peter Daisyme

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  • 8 Powerful Lessons from Robert Herjavec at Entrepreneur Level Up That Every Founder Needs to Hear | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    At the recent Entrepreneur Level Up Conference, entrepreneurs from across the country gathered to gain strategies, inspiration and practical insights from a lineup of well-known successful entrepreneurs. I was honored to host the conference and partner with Entrepreneur.

    One of the headliners, Robert Herjavec — investor, entrepreneur and star of Shark Tank — delivered a keynote packed with wisdom for founders navigating today’s unpredictable business landscape.

    Herjavec’s insights were not abstract theories. They were hard-earned lessons forged in the trenches of entrepreneurship — lessons that spoke directly to the challenges and aspirations of the audience.

    Here’s a breakdown of his most impactful takeaways.

    Related: Want to Be a Better Leader? Show Employees You Care.

    1. Every answer opens a door to opportunity

    Herjavec emphasized that opportunities rarely arrive neatly packaged. They often hide in conversations, questions or unexpected feedback.

    “Every answer opens a door to opportunity,” he said.

    The message was clear: curiosity is a growth engine. Entrepreneurs who remain curious — asking questions and seeking insights — often discover pathways others overlook. Instead of dismissing a “no” or a difficult response, Herjavec urged attendees to look for the opportunity behind it. Sometimes, the follow-up question or the willingness to listen more deeply is what transforms rejection into possibility.

    2. Evolution, not revolution

    The myth of entrepreneurship often celebrates the “big idea” that transforms an industry overnight. But Herjavec reminded the audience that this is rarely the case.

    “Most businesses evolve — they’re rarely revolutions.”

    He explained that while breakthrough innovations capture headlines, the majority of sustainable businesses are built on incremental improvements, better execution and adapting existing ideas to new markets.

    For entrepreneurs, this means it’s okay if your business doesn’t feel revolutionary from day one. What matters is staying committed to evolving, improving and listening to the market.

    3. Adaptability is non-negotiable

    If there was a central theme in Herjavec’s talk, it was adaptability. He described winning businesses as those that thrive on adaptability — not just to survive shocks, but to seize growth in changing conditions.

    “When knocked down, resilience plus adaptability equals survival.”

    He acknowledged that setbacks are inevitable in entrepreneurship. The real test isn’t whether you’ll face challenges, but how you respond to them. Entrepreneurs who can adapt — whether by shifting strategy, reinventing a product or rethinking how they serve customers — are the ones who endure.

    4. The founder sets the tone

    Herjavec didn’t shy away from a sobering reality: when businesses struggle, the root cause often lies with leadership.

    “Show me a business in trouble, and I’ll show you a founder who has lost their way.”

    He explained that when leaders lose focus, passion or clarity, the organization inevitably follows. A founder’s vision and energy cascade down into the culture, decision-making and execution. If leaders drift, so does the company.

    For entrepreneurs, this is a call to self-reflection. Protect your clarity of purpose. Revisit why you started. And remember that your team looks to you not just for direction, but for inspiration.

    5. Success is never accidental

    While luck can play a role in any journey, Herjavec stressed that sustainable success is never accidental.

    Behind every thriving business is intentionality — clear strategy, deliberate choices and consistent effort. He encouraged entrepreneurs to resist the temptation of shortcuts and quick wins, instead focusing on building systems and cultures that create lasting value.

    This doesn’t mean every decision will be perfect, but it does mean success comes to those who plan, prepare and execute with purpose.

    Related: 5 Strategies for Leaders to Future-Proof Their Workforce

    6. Rethinking sales

    As an entrepreneur who built and scaled a successful cybersecurity firm before becoming a television investor, Herjavec has lived through countless sales conversations. His perspective on sales was refreshingly straightforward.

    “Sales equals uncovering client needs plus communicating how you meet them.”

    He stressed that sales isn’t about pushing a product, talking endlessly or forcing a solution. It’s about understanding — truly listening to what clients need — and then clearly showing how your business delivers value.

    Equally important, he warned against the temptation to oversell.

    “Don’t oversell. Selling should feel natural: Am I providing value?”

    In Herjavec’s view, sales is not about persuasion, but about alignment. When entrepreneurs shift their mindset from “closing deals” to “creating value,” selling becomes easier, more authentic and ultimately more successful.

    7. Resilience is the entrepreneur’s superpower

    Beyond adaptability, Herjavec spoke passionately about resilience. Entrepreneurship, he reminded the audience, is a marathon, not a sprint. The journey is filled with failures, rejections and setbacks that would crush many people.

    But successful entrepreneurs are defined not by how often they fall, but by how quickly and effectively they get back up. Resilience isn’t just about surviving adversity — it’s about using it as fuel to keep moving forward.

    8. Putting it all together

    When woven together, Herjavec’s insights form a practical framework for entrepreneurs:

    • Stay curious. Every question or answer could unlock a new path.
    • Focus on evolution. Businesses rarely transform the world overnight; they grow through steady improvement.
    • Prioritize adaptability. Resilience plus the ability to adapt equals survival.
    • Lead with clarity. A founder’s vision shapes the trajectory of the business.
    • Be intentional. Success is the product of strategy, not accident.
    • Sell by serving. Sales is about listening, uncovering needs and providing genuine value.
    • Build resilience. Setbacks aren’t the end; they’re the training ground for growth.

    For the entrepreneurs in the audience, these weren’t just abstract principles. They were reminders that the entrepreneurial journey — while hard — is navigable with the right mindset and tools.

    Conclusion: The path forward

    Robert Herjavec’s keynote at the Entrepreneur Level Up Conference reinforced a timeless truth: entrepreneurship is not just about great ideas, but about great execution, resilience and human connection.

    His words served as both a challenge and an encouragement. The challenge: entrepreneurs must remain vigilant, adaptable and intentional in their leadership. The encouragement: success is within reach for those willing to evolve, listen and persist.

    For every founder wondering how to navigate uncertainty, Herjavec’s playbook is simple but powerful: stay curious, adapt relentlessly, lead with clarity and always create value.

    At the end of the day, business isn’t about luck or shortcuts — it’s about resilience, adaptability and the courage to keep showing up

    Don’t miss out next year — Click here to add your name to the Level Up waitlist and secure early access to tickets & updates.

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    Ramon Ray

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  • Stop Telling Women to ‘Smile More’— It’s Time to End This Workplace Double Standard | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As we race to our social media channels to recognize and honor Women’s Equality Day, let’s not forget the daily struggles women continue to face both at our kitchen tables and at our conference room tables.

    In our workplaces, the everyday bias women face on how we speak, how we look and how we act can slowly chip away at us. And sometimes, these comments and actions that may be categorized as “innocent mistakes” impact performance reviews and advancement and promotion opportunities. All of which hits our paychecks, ultimately contributing to widening the gender pay gap.

    In my book, The Devil Emails at Midnight: What Good Leaders Can Learn From Bad Bosses, I share that my former boss, whom I nicknamed The Cheerleader, always wanted me to be happy. He wanted me to be smiling big like a Cheshire Cat or The Joker.

    “Why aren’t you smiling? What happened? Don’t worry, be happy!” The Cheerleader would always say this to me, pointing to his mouth and making a hand gesture for me to smile. And most of the time when I received this feedback, nothing had actually happened. I would be just at my desk diligently working, focused and apparently, not smiling. But he wanted me to always be smiling and always be projecting happiness, no matter what the circumstances were. This left my cheekbones sore and me feeling exhausted from the pretense of always projecting a positive, can-do attitude instead of just doing my work.

    So on this Women’s Equality Day, stop asking women to smile at work. Instead, here are three things leaders should focus on to break the bias in our workplaces.

    Related: 3 Ways Female Entrepreneurs Can Shatter Stereotypes While Also Empowering Others

    1. Focus on performance, not if they are smiling

    According to one study, 98% of women reported being told to smile at work sometime during the course of their careers, and 15% said the request to smile on demand happens weekly for them, if not more frequently. Of course, individuals who smile may be viewed as happier, likable and approachable.

    “Smiling is very much associated as a gender marker,” says Marianne LaFrance, a professor of women’s, gender, and sexuality studies at Yale University and author of the book Why Smile? “It marks one’s femininity and a more communal stance toward life. Though smiling is generally a positive characteristic, it falls to women to do more of it because we want to make sure women are doing what we expect them to do, which is to care for others.”

    Telling women to smile may seem harmless in the workplace. And it reinforces the societal expectation that women should be cheerful, approachable and make others feel more comfortable with a simple smile.

    Don’t use “the smile” as an indicator of whether women are performing or not on the job. Rather than focusing on their facial expressions, focus on their performance. Ensure all employees have clear goals and metrics and they understand when and what they are expected to deliver. And take the time to evaluate them fairly based on their work, and not based on how often they smile.

    Related: If You Want to Honor Women’s Equality Day, Start by Re-evaluating the Performance Feedback You Give Women at Work

    2. Recognize and respect how individuals express emotions

    I enjoy smiling. But when my former boss, The Cheerleader, would tell me to smile on demand, that’s when I started to dislike smiling. At times, I would shoot a quick smile back just to appease the situation. And when I am doing work at my desk, I am concentrating on completing the task at hand. I am not focused on how I look, if I am smiling or not. I just want to do the best work I can.

    For women, smiling on demand in the workplace can seem more like a requirement. According to Harvard Business Review, “This pervasive stereotype not only characterizes Black women as more hostile, aggressive, overbearing, illogical, ill-tempered and bitter, but it may also be holding them back from realizing their full potential in the workplace.”

    Let’s recognize and respect how women, and all individuals, express emotions, especially being content or happy at work. Depending on the culture and environment you were raised in, a smile doesn’t always equal happiness.

    For some, a smile without clear context or reasoning may seem suspicious, even a sign of weakness or dishonesty. For some, smiling constantly may be a way to mask how they are truly feeling. For some, they may not smile freely at strangers and only smile with close friends or family members where they feel comfortable. Remember that smiling is not the only way to determine if someone feels they are content and doing well at their job.

    Related: Men Are Seen as Experts More Often Than Their Women Counterparts — and It’s Time to Break Those Gender Biases.

    3. Challenge the idea that smiling is part of the job requirement

    As leaders, do we ask women to smile more than men? And if we do, why is it a job requirement at all to be ready to flash a smile on demand? Here’s how we can respectfully challenge and break through the bias:

    Do we ask Jeff to smile more often, who is also up for a promotion? Why is this feedback we are specifically giving Mita, to smile more and be happier in the office?

    Mita has gotten strong performance ratings the last two years in a row, and this year, she has exceeded all her goals and has received positive feedback from her team and peers. Can someone help me understand why we need her to smile more?

    Why do we need Mita to smile more often? What makes us uncomfortable about her not smiling? Is her lack of smiling impacting her performance?

    Next time you have the urge to ask a woman to smile more at work, stop and pause. Why does she need to smile to be successful and happy at work? Help yourself and others move beyond how she looks and focus on how she drives business results to help break the bias in our workplaces.

    As we race to our social media channels to recognize and honor Women’s Equality Day, let’s not forget the daily struggles women continue to face both at our kitchen tables and at our conference room tables.

    In our workplaces, the everyday bias women face on how we speak, how we look and how we act can slowly chip away at us. And sometimes, these comments and actions that may be categorized as “innocent mistakes” impact performance reviews and advancement and promotion opportunities. All of which hits our paychecks, ultimately contributing to widening the gender pay gap.

    In my book, The Devil Emails at Midnight: What Good Leaders Can Learn From Bad Bosses, I share that my former boss, whom I nicknamed The Cheerleader, always wanted me to be happy. He wanted me to be smiling big like a Cheshire Cat or The Joker.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Mita Mallick

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  • He Went From Dishwasher to $750 Million in Assets | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    On his first day in the restaurant business, Andrew K. Smith was the dishwasher.

    Not the investor. Not the strategist. Not the guy fixing tech stacks or analyzing labor margins. Just the guy at the sink, scrubbing trays, rinsing off sheet pans.

    It wasn’t exactly what he had pictured when he told his wife he was ready for a new challenge.

    Today, Smith is the managing partner and co-founder of Savory Fund, a restaurant investment firm known for helping brands scale nationally. But before the boardrooms and portfolios, he started where few investors do: behind the dish pit.

    Rewind a year. His wife had launched a bakery, a fast-casual dessert concept that opened in the middle of the 2008 financial crash. Smith, still deep in his tech CEO role, didn’t exactly love the idea. “In my mind, I’m like, that’s the worst idea,” he now admits. “But you know what I responded? I was like, ‘I think it’s a great idea. Of course. And we should absolutely do that.’”

    It wasn’t sarcasm. It was marriage. And, as he puts it, “because of that, I just celebrated my 26th anniversary.”

    Related: His Sushi Burger Got 50 Million Views — and Launched an Entire Business

    Fast-forward a year, and his company was stable. The bakery was bustling. And Smith was ready to do something new. Something less theoretical. Something real. He called his wife and said, “I think I want to come join you in the restaurant business.”

    Her reply? “Perfect. My dishwasher just called out.”

    So that’s how Smith, a guy who had sold companies, raised millions and built tech startups, walked away from the boardroom and stepped straight into the dish pit.

    No business cards. No title. Just soap, steam and a head-first dive into restaurant life. It wasn’t glamorous, but it was the beginning. And eventually, it led to the creation of Savory Fund.

    Related: Von Miller Learned About Chicken Farming in a College Class – And It Became the Inspiration for a Business That Counts Patrick Mahomes as an Investor

    How storytelling became a growth strategy

    If your restaurant doesn’t have a story, it doesn’t have a brand. That’s Smith’s philosophy, and it’s baked into everything Savory Fund does. Before the systems, funding and growth playbook, there’s the story. Who are you? Why do you exist? And why should anyone care?

    “Storytelling is what galvanizes your consumer with your brand,” Smith says. “If you can’t explain your purpose, it’s a pretty hollow business.”

    At Savory, storytelling isn’t fluff. It’s foundational. It shapes how a brand communicates, hires, markets, scales and builds culture. From social media presence to internal training, it’s the thread that holds everything together.

    Related: This Restaurant CEO Created His Own National Holiday (and Turned It Into a Business Strategy)

    But make no mistake. Savory is more than a storytelling shop. It’s a serious growth engine.

    The firm combines more than $750 million in assets under management with a proven operational playbook developed over 16 years in the restaurant industry. Savory partners with high-potential, profitable, emerging restaurant brands and gives them more than capital. It provides hands-on support with operations, real estate, marketing, systems and training.

    Savory’s team of more than 85 people contributes directly to all aspects of growth. The goal is not just expansion, but sustainable replication. Founder involvement is a must. The early success of a restaurant often hinges on instincts and insights that only the founder can explain. Savory helps translate that into scalable systems without losing what made the brand matter in the first place.

    It’s a deeply personal mission for Smith. His wife, Shauna K. Smith, serves as CEO of Savory Fund and leads the charge on brand support and development. Together, they’ve built a company that doesn’t just invest in restaurants. It invests in the people who make them work.

    Family has always been central to that approach.

    When his sons were younger, Smith brought them into his world — taking calls on the way to football practice, asking what they noticed and learned. It wasn’t a balancing act between work and life. It was an intentional blend, designed to make both more meaningful.

    That mindset carries into how Savory works with founders. Business should be personal. And the best brands don’t just serve food. They serve a purpose.

    Related: They Opened a Restaurant During the Pandemic — But Locals Showed Up, and Celebrities Followed. Now, It’s Thriving.

    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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  • Your Best Employees Will Quit Someday — Here’s Why You Should Support Them on Their Way Out | Entrepreneur

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    I’ll never forget the day I quit my job to pursue my startup full time.

    My manager’s office was two floors above mine. The morning I decided to give my notice, I took the stairs. Turns out, two floors is a lot of time to think. Was I making a mistake? Had I lost my mind? My legs felt leaden as I climbed, and by the time I reached the top, my heart was pounding in my chest — and not just because of the stairs.

    Making the leap into entrepreneurship will never not be scary. But my manager didn’t give me a hard time about the fact that I was leaving. He asked where I was going, and when I told him about my plans to build my own product, he didn’t sulk, get angry or try to talk me out of it. Quite the opposite: He was excited for me. We shook hands, he wished me luck and he told me I was welcome back any time.

    No leader ever wants a good employee to quit. But the truth is, people grow. Their goals change. And if you’ve built the kind of team you’re proud of, you can’t be surprised when someone on it starts to dream bigger. What matters most is how you respond when that moment comes.

    That conversation with my manager stuck with me — not just because it gave me the confidence to take a leap, but because it modeled the kind of leader I wanted to be. Years later, when employees started leaving my company, I remembered his reaction. And I made a decision: I would always treat departures with respect, encouragement and an open door.

    Because the way you say goodbye says everything about your culture.

    Related: What You Should Do If a Valuable Employee Decides to Quit

    How you part ways matters

    Founders often see employee departures as threats or betrayals — especially in the early days, when every hire feels critical and every exit feels personal. But that mindset is short-sighted and, frankly, unsustainable.

    The truth is, people will leave. Sometimes it’s for a better opportunity. Sometimes it’s for personal reasons. Sometimes they’re just ready for something new. And that’s okay. When I lose a valued employee, I always refer to the wisdom of Don Miguel Ruiz’s The Four Agreements, which I recommend everyone read. In it, Ruiz argues for the value of not taking anything personally: “Nothing other people do is because of you,” he writes. “When we take something personally, we make the assumption that they know what is in our world, and we try to impose our world on their world.”

    The opposite of this, which I don’t at all recommend, is burning a bridge out of pride or frustration.

    The way you treat someone on their way out sends a clear message to the rest of your team. If you respond with resentment or coldness, you create an atmosphere of fear — one where people are afraid to be honest about their goals, or worse, feel guilty for growing. But if you react with support and kindness, you reinforce a culture of trust, respect and long-term thinking.

    Your alumni — yes, alumni — are part of your company’s extended story. They may refer others, return someday or speak publicly about their time with you. That makes their exit just as important as their arrival.

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

    Leading with a growth mindset

    Like many aspects of leadership, your mindset matters.

    When someone gives notice, respond with curiosity. Ask what they’re excited about — not to challenge their decision, but to understand it. What are they hoping to learn or experience next? These conversations can be enlightening. Personally, they remind me of the ambition and drive that led me to start my own company, and they can offer valuable insights into what motivated employees want from their next chapter.

    One thing I’ve learned from running my company for so long is that what looks like a closed door often isn’t. Many of the people who’ve left Jotform have come back, often armed with new skills and expertise that they picked up during their time away. These are called “boomerang employees,” writes Harvard Business Review’s Rebecca Zucker, and they are a critical part of the talent pipeline, both as potential returnees and as ambassadors for future hires: According to Gallup, employees who have a positive exit experience are 2.9 times more likely to recommend their organization to others.

    This sort of long-term thinking is the hallmark of a growth mindset. It means believing that careers evolve, people develop and relationships don’t have to end just because a job does. It means choosing encouragement over resentment, curiosity over control.

    And most importantly, it means seeing every departure not as a loss, but as a sign that you’re hiring and leading the kind of people who are always striving for more. That’s something to be proud of.

    I’ll never forget the day I quit my job to pursue my startup full time.

    My manager’s office was two floors above mine. The morning I decided to give my notice, I took the stairs. Turns out, two floors is a lot of time to think. Was I making a mistake? Had I lost my mind? My legs felt leaden as I climbed, and by the time I reached the top, my heart was pounding in my chest — and not just because of the stairs.

    Making the leap into entrepreneurship will never not be scary. But my manager didn’t give me a hard time about the fact that I was leaving. He asked where I was going, and when I told him about my plans to build my own product, he didn’t sulk, get angry or try to talk me out of it. Quite the opposite: He was excited for me. We shook hands, he wished me luck and he told me I was welcome back any time.

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    Aytekin Tank

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  • Why I Make Time for Lunch With Someone New Every Day | Entrepreneur

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    Your network is your net worth. Heard that before? I’ve said it for years because I’ve lived it. The right connection can change your life. The right introduction can change your business.

    The problem is that most people think networking means working the room, shaking 50 hands and walking out with a stack of business cards. I used to think that too — until I realized the most valuable connections happen one-on-one.

    That’s where Lunch with Legends came from.

    Every weekday, I have lunch with someone new. Sometimes it’s an investor. Sometimes it’s a founder. Sometimes it’s a friend of a friend I’m meeting for the first time when they slide into the booth. The goal isn’t to pitch. It’s not to sell. It’s to connect because everyone’s happier with good food and good company.

    Related: The 10 Commandments of Networking You Need to Know

    Why meals are the secret weapon

    Meetings are formal. Lunch is real. At lunch, no one’s watching the clock. No one’s hiding behind slides or an agenda. Food slows you down.

    That’s when you get the truth. You hear about the deal they’re chasing. The challenge they can’t solve. The goal they’ve been sitting on because they don’t know where to start.

    I’ve learned more over a plate of tacos than I ever have at a conference table.

    How it started

    When I was starting in real estate, I worked networking events like it was my job — because it was. I’d collect a pile of business cards, follow up with everyone, etc. One day, someone told me, “Forget the crowd. Take one person to lunch.”

    It clicked. The best connections are personal, not rushed.

    That first lunch turned into a connection that shifted my career. Not because I asked for anything, but because we built trust through conversation.

    Since then, Lunch with Legends has been my daily habit. Networking isn’t about keeping score. It’s about showing up ready to help. Instead of leading with, “Here’s what I do,” I ask, “What’s on your plate — literally and figuratively — and how can I help?”

    That changes everything.

    • People remember you, not as “the guy from lunch” but as the person who introduced them to their next hire or shared an idea that unlocked a solution.
    • The conversation flows. You’re not pitching. You’re listening.
    • Opportunities come back around. When you help without expecting anything, your name comes up in rooms you’re not even in.

    What it looks like in practice

    Last week, I had lunch with people in completely different industries. None of them were “prospects” in the traditional sense. But in every conversation, I found a way to connect them to someone else who could help. A manufacturer. A mentor. A friend.

    I didn’t have to force those opportunities. They came up naturally because I was paying attention.

    Related: This ‘Lumberjack Strategy’ Helps Me Find New Clients Quickly — and With Way Less Effort

    How to host your own Lunch With Legends

    You don’t need a big title or a fancy budget. You need consistency.

    • One lunch. One new person. Every weekday. Could be a friend-of-a-friend, a young professional looking for guidance or someone you’ve been meaning to meet.
    • Keep it casual. You will see me at the same five places. I have my rotation down. If it ain’t broke, don’t fix it.
    • Listen more than you talk. People will tell you what they need if you give them space.
    • Follow up with value. If you can help, do it right away.

    The selfie rule

    Every Lunch with Legends ends with a selfie. It’s not about ego. It’s about memory. That photo is a bookmark. Months later, I can scroll back and remember, ‘Oh yeah, she was looking for a podcast producer. I know someone now.’

    It’s a fun ritual that makes the moment feel intentional, and it keeps the connection alive.

    Networking is a long play. Not every lunch needs to turn into a deal. Some people I’ve met only once. Others have become friends, partners or clients years later. The value comes from showing up consistently, building trust and connecting people. That’s how your network grows in both size and strength.

    Why food works for networking

    There’s something about a shared meal that breaks barriers fast.

    When you eat with someone, you’re both just people deciding between fries or salad. It’s human. It’s disarming. It sets the stage for a real conversation instead of a surface-level exchange.

    That’s why Lunch with Legends works. It turns networking into something people actually look forward to. Who doesn’t want to break bread and learn something? It’s worth it every time.

    It’s your move

    Think of one person you’ve been meaning to meet. Invite them to lunch this week.

    Don’t overthink it. Don’t make it about what you need. Make it about showing up, asking good questions and leaving them better than you found them.

    And yes — selfie required.

    Your network is your net worth. Heard that before? I’ve said it for years because I’ve lived it. The right connection can change your life. The right introduction can change your business.

    The problem is that most people think networking means working the room, shaking 50 hands and walking out with a stack of business cards. I used to think that too — until I realized the most valuable connections happen one-on-one.

    That’s where Lunch with Legends came from.

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    Rogers Healy

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

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

    You’ve heard them:

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

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

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

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

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

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

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

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

    Perception is reality, but not always truth

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

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

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

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

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

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

    Breaking the myth cycle

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

    To break the myth cycle:

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

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

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

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

    Myths don’t linger, they multiply

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

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

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

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

    You’ve heard them:

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

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    Andrea Olson

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  • How AI’s Defining Your Brand Story — and How to Take Control | Entrepreneur

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    If you ask a large language model (LLM) like ChatGPT or Google Gemini to solve your customers’ pain points, it will give you an answer based on the easiest-to-verify information. That often includes published articles, consistent founder commentaries, structured product pages and other third-party references. If those answers do not include your brand, these learning models default to featuring your competitors.

    That’s the practical risk facing every founder today. As more work is automated and teams are expected to deliver more with less, clarity and credibility become the real leverage. Thought leadership is how you make yourself findable and trustworthy in this machine-mediated era.

    Related: How to Get Your Business Recommended by AI Tools Like ChatGPT — and Win More Clients

    Founder-led storytelling remains the strongest defense for brand voice and trust

    Your brand voice is essentially your company’s personality. If you don’t define it, it will show up differently across every channel. The best way to set it is through your origin story. As the founder, only you can explain in clear and plain language why the company exists, what it stands for and who it’s built to serve.

    Once that story is established, make it the reference for everyone, both internally and externally. Put it in your website’s About page, your brand guide, and your sales and support playbooks. Marketing, sales and customer support can then use the same voice and terms. This will create a brand that is more consistent and can easily gain the trust of people wherever they encounter it.

    Build an algorithm-aware media strategy to boost rankings in Google and AI-driven searches

    Thought leadership only works when it can be verified, which means you have to make it easy for search engines and LLMs to back up your claims.

    Start with the questions your buyers actually ask. Most revolve around defining the real problem, comparing options and reducing risk. Answer those questions where authority already exists in your niche. This could be through credible industry outlets, top-tier publications and expert communities. Use bylines and interviews that offer unique insights (not recycled talking points). On your website, turn the same answers into clear explainers with precise terms, clear CTAs and referenceable data.

    To make your content easy for machines to verify and include you in search results, add a special code to your website that explicitly tells search engines who the founder is, what your company is, what your products are and which articles you wrote. This helps connect all the pieces for LLMs to prove that a real expert with a credible backstory runs your company.

    Additionally, you can maintain a current press page with original headlines and dates. Treat trusted review sites, relevant directories and active communities as part of your digital footprint. The goal is a clean trail of evidence that points back to you, so when an LLM composes an answer, your materials are the easiest to cite.

    One thing you must remember is always to keep your language aligned with how buyers search. Use their words. Write headlines that mirror actual searches. If the industry’s terminologies change, start incorporating those new terms into your messaging. However, frame these new terms within your unique brand philosophy to avoid sounding generic (like everyone else). This helps you rank in Google and increases the odds that an LLM selects your content.

    Related: How to Make Sure ChatGPT Recommends Your Products — Not Your Competitor’s

    Lead with authenticity and adopt an adaptive approach to stay ahead of AI changes

    As AI systems and their search results continue to evolve, the best way to stay ahead is to ground your brand in authenticity. This means making clear and testable claims and consistently relating your services and products to consumers. Such transparency builds credibility with the public while giving LLMs a history of precise, trustworthy updates to learn from.

    A practical way to get this done is with a monthly review cycle. Each month, see how AI models are describing your brand and your market. If you spot a gap between their summary and your actual status, you can close the gap with a new case write-up or a refreshed product page.

    You’ll also want to monitor changes in search engines like Google. To stay visible, watch how the results page changes and format your content to match what works best, like creating Q&A sections. An internal style guide with official (approved) verbiage and up-to-date stats can also be helpful, as it allows your team to create new content quickly that’s consistent in all channels.

    Related: How to Train AI to Actually Understand Your Business

    Redefining the founder’s role in the AI era

    These three strategies are not a series of short-term hacks to outsmart AI. These are the foundational works of building a sustainable digital reputation.

    In an era where generic information is endlessly commoditized by AI, your unique judgment, firsthand experience and specific point of view as a founder are the only true differentiators. I have personally designed (and proven) these strategies to make that authentic human expertise so clear and well-documented that both machines and people can recognize and rely on them.

    Remember that you are not only trying to avoid being misrepresented by AI; you are actively building a moat of credibility that competitors who rely on vague claims and recycled content cannot cross. This redefines a core part of your job as the founder: to be the only source and chief editor of your brand’s voice.

    If you ask a large language model (LLM) like ChatGPT or Google Gemini to solve your customers’ pain points, it will give you an answer based on the easiest-to-verify information. That often includes published articles, consistent founder commentaries, structured product pages and other third-party references. If those answers do not include your brand, these learning models default to featuring your competitors.

    That’s the practical risk facing every founder today. As more work is automated and teams are expected to deliver more with less, clarity and credibility become the real leverage. Thought leadership is how you make yourself findable and trustworthy in this machine-mediated era.

    Related: How to Get Your Business Recommended by AI Tools Like ChatGPT — and Win More Clients

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    Danielle Sabrina

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  • DJ Khaled is Changing Men’s Grooming With This Partnership | Entrepreneur

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    Social media puts every aspect of our appearance under a microscope, and insecurities are more visible than ever. You’re not just worried about coworkers noticing a bald spot or a grey patch — everyone can see everything about you online.

    But as any savvy entrepreneur knows, small problems can spark big opportunities. Rewind It 10, a beard dye brand, is capitalizing on that very tension. By partnering with music and entertainment mogul DJ Khaled, the brand is turning a confidence crisis into a growth strategy — boosting self-assurance for customers while driving its bottom line.

    All he does is win

    The best celebrity partnerships happen organically, and this one is no exception. Khaled was already a Rewind It 10 customer before he became a spokesman, using the product regularly.

    “I use this product every day — especially when I get a haircut,” he says. “Back when we were making it, they let me test it out, and they even gave me one to use before my official box was ready.”

    He likens the dye to a favorite cereal or sneaker — something you reach for without thinking twice.

    But for Khaled, the product itself is only part of the draw. What really attracted him to Rewind It 10 was the team behind it. The brand was launched in October 2023 by beauty mogul Carolyn Aronson, entrepreneur Jeff Aronson and Khaled’s fellow music mogul Fat Joe.

    “Fat Joe is my brother,” Khaled says. “He’s supported me since day one, so when he brought me the chance to help sell a product I already love, it was a no-brainer.”

    Khaled also has deep respect for the Aronsons and the empire they’ve built in hair care, calling Carolyn “the queen.” Carolyn, a Puerto Rican-born entrepreneur, turned her experience as a hairstylist and salon owner into a global brand.

    She founded It’s a 10 Haircare in 2005, best known for its Miracle Leave-In product, and has grown it into a $500 million-a-year powerhouse.

    Her husband, Jeff, serves as CEO and president, bringing leadership experience from roles including Titan Fighting Championships and Arco Property Management. He joined It’s a 10 in 2017, helping scale the brand alongside Carolyn’s vision.

    “What they’ve built is a winning team,” the All I Do is Win rapper says. “And I believe winners should work with winners, and create more winners.”

    So far, Khaled’s beard dye has lived up to the standard he set with that 2010 hit, becoming the best-seller in Rewind’s celebrity ambassador line, which also includes Travis Kelce.

    ‘Major Key’ alert

    Khaled has built an identity on catchphrases, one of the many reasons the Rewind team wanted to work with him. From “We the Best” to “Another One”, the man figured out long ago how to apply classic marketing techniques of short, memorable slogans to the social media age. For his “Real Black” beard dye, Khaled landed on “Why fight time when you can rewind time.”

    “When I come up with something like that, it’s not a slogan — it’s from my heart and soul,” Khaled says. “Rewind just enhances the glow God gave us. Like a fresh haircut — do the full works, let the barber do his thing. Music, fashion, lifestyle — it’s all art, and barbers are artists too.”

    But key to Khaled’s success isn’t just his knack for catchy slogans — it’s his immeasurable, infectious self-confidence. And that’s precisely what Rewind is trying to sell.

    “Confidence is beautiful,” Khaled says. “It’s a divine power that tells you, ‘Yo, you can do this,’ and reminds you who you are. Once you build that confidence, it’s only going to help you in everything you want to accomplish.”

    For Khaled — and countless others — looking good is a crucial part of that confidence. But it’s not just about turning heads. It’s about maintaining a level of excellence and, as he puts it, “upkeeping the blessings God gave us.”

    “We’re talking about beards and looks, but I see it deeper than that,” he says. “God made us beautiful either way — haircut or no haircut — but it’s like having a beautiful house and not trimming the grass, watering the plants, or taking care of the mango tree. You’ve got to upkeep it. Same with the beard and the hair — that’s the best way to break it down.”

    Social media puts every aspect of our appearance under a microscope, and insecurities are more visible than ever. You’re not just worried about coworkers noticing a bald spot or a grey patch — everyone can see everything about you online.

    But as any savvy entrepreneur knows, small problems can spark big opportunities. Rewind It 10, a beard dye brand, is capitalizing on that very tension. By partnering with music and entertainment mogul DJ Khaled, the brand is turning a confidence crisis into a growth strategy — boosting self-assurance for customers while driving its bottom line.

    All he does is win

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    Leo Zevin

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  • Bring Your Nonfiction Book Ideas to Life Without Losing Any Sleep | Entrepreneur

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    Eighty-eight percent of the world’s wealthiest people read for at least 30 minutes per day, according to Business Insider. If you’re an avid reader filled with book ideas you don’t have time to write, Youbooks has the solution.

    This AI-powered non-fiction book generator can turn your ideas into polished manuscripts and, right now, a lifetime subscription to this platform is just $49 (reg. $540).

    Bring your best nonfiction book ideas to life with this AI-powered platform

    Entrepreneurs barely have time to sleep, much less crank out an entire nonfiction book. That’s where Youbooks comes in, offering a convenient way to bring your nonfiction book ideas to life. This AI-powered book generator takes your rough idea and turns it into a comprehensive manuscript, to which you retain full commercial rights.

    All you have to do is provide a brief or detailed description of the topic, and Youbooks takes the power of different AI models ranging from ChatGPT to Gemini and Llama to whip up a full-length nonfiction book up to 300,000 words long.

    If you’re concerned it may sound like a robot wrote it, rest easy knowing you can provide samples of your writing. Youbooks ensures the finished product sounds like your voice and tone. You can even provide your very own research, like documents, transcripts, or memos, so that the finished product can be based on your hard work.

    Thanks to the AI models, your manuscript will include the most up-to-date facts, statistics, and news, as it conducts real-time web searches during the drafting process. You’ll receive a final manuscript in PDF, EPUB, Word, or Markup file format.

    Your lifetime subscription provides 150,000 monthly credits, and each credit equals one word or one uploaded source word. You can also store up to 100 style samples, so Youbooks is ready to write in your style.

    Let your nonfiction book ideas see the light of day with help from this lifetime subscription to Youbooks for just $49 (reg. $540).

    StackSocial prices subject to change.

    Eighty-eight percent of the world’s wealthiest people read for at least 30 minutes per day, according to Business Insider. If you’re an avid reader filled with book ideas you don’t have time to write, Youbooks has the solution.

    This AI-powered non-fiction book generator can turn your ideas into polished manuscripts and, right now, a lifetime subscription to this platform is just $49 (reg. $540).

    Bring your best nonfiction book ideas to life with this AI-powered platform

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    Entrepreneur Store

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  • The Port Strike Ended — Now What? | Entrepreneur

    The Port Strike Ended — Now What? | Entrepreneur

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    In October, ports across the U.S. shut down as the International Longshoremen’s Association (ILA) went on strike for the first time since 1977. The port strike shut down 14 major ports and threatened to disrupt more than half of the U.S.’s global trade.

    The ILA represents about 45,000 dockworkers, and the union went on strike to demand higher wages and a ban on automation. Fortunately, the shutdown only lasted for three days, and the ILA and the U.S. Maritime Alliance extended their contract until January 15, 2025.

    However, if they can’t reach an agreement in the new year, the dockworkers could go on strike again. It’s a good idea for small businesses to start diversifying their supply chain and getting ahead of overseas orders now, just in case we find ourselves in a repeat situation.

    Related: 5 Ways of Effectively Navigating Supply Chain Disruptions

    The economic impacts of a port strike

    How a port strike would affect the U.S. economy depends largely on how long it lasts, but shipping delays would likely be the first and most noticeable sign. Over $2 billion worth of goods flow through these ports daily, and a strike would affect everyday items like perishable food, different types of alcohol, durable goods and raw commodities.

    Delays could hurt small businesses that rely on shipments from overseas suppliers, causing low inventory and lost revenue. If a shutdown lasted more than a month, it could cause the cost of imported goods to rise and contribute to inflation. Transportation costs could also rise due to the increased delays.

    An extended port strike would hurt retail, agricultural and manufacturing businesses, and over time, this could force businesses to lay off workers to cut their expenses. A prolonged strike could also hurt the U.S.’s relationship with its global partners and cause other countries to look for alternative trade partners.

    Related: 7 Strategies for Growing Your Business When Supply Chain Disruptions Are Everywhere

    How businesses can mitigate future risk

    A port strike poses numerous challenges, but businesses do have time to prepare so they aren’t caught off-guard. January through March tends to be a slower period for retail sales, so businesses will have more capacity to keep their supply chain moving. Let’s look at five ways small businesses can prepare for another port strike.

    Stock up on inventory

    Businesses have until January 15 to begin building up their inventory and preparing for another shutdown. Start reviewing your inventory levels to accurately forecast demand and determine what you’d need to get through a strike. Prioritize high-margin products and items that are essential to your business operations.

    Diversify your supply chain

    Another way small businesses can protect themselves is by diversifying across several different suppliers. Begin establishing relationships with suppliers in different locations or countries and look for opportunities to source these items locally. Domestic suppliers may be more expensive, but they’ll reduce your dependence on international ports.

    Use inventory management software

    If you aren’t already using inventory management software, now is a good time to start. This software gives you real-time visibility into your inventory levels, making it easier to forecast demand and make informed purchasing decisions.

    Inventory management software uses AI to analyze historical data and external factors to predict future demand. It can also help you determine which items are the most popular and should be prioritized.

    Communicate with your customers

    Since an ongoing port strike can cause delays and inventory shortages, it’s important to communicate with your customers. Let them know about potential delays and increased costs before these problems occur. Being upfront about these challenges will help you build trust with your customers and let them know you’re doing everything you can to manage the situation.

    Set clear expectations for how long delays could last and recommend alternative products that are available. Make sure your customer service team is prepared to handle customer questions and that it’s easy for customers to get in touch with your business.

    Prepare for additional costs

    If another shutdown occurs, small businesses should expect inventory, storage and transportation costs to increase. Coming up with cash flow solutions now will ensure your business can absorb these costs without any major disruptions.

    If you don’t already have one, establishing a line of credit can help you cover the cost of extra inventory and additional storage space. You can also negotiate with your suppliers to extend your payment terms and free up your cash flow.

    Related: How to Secure the Inventory You Need During a Supply Chain Nightmare

    According to the Conference Board, a nonprofit think tank, a one-week shutdown could cost the U.S. economy $3.78 billion. Hopefully, the ILA and U.S. Maritime Alliance will reach an agreement before January, but business owners should be proactive and plan for the worst-case scenario.

    Take the time to assess your supply chain now and look for ways you can strengthen it. Diversifying your supply chain and stockpiling inventory now will help you minimize the fallout if another strike happens. It’ll also help you preserve your relationships with your customers.

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    Joseph Camberato

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

    3 Trends That Will Change the Future of Entrepreneurship | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

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

    Related: 21 Success Tips for Young and Aspiring Entrepreneurs

    1. Young entrepreneurs on the rise

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

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

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

    2. Tech gender gap narrows

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

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

    3. Optimistic outlook for Black and Hispanic entrepreneurs

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

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

    A promising future

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

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

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

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    Jeffrey Shay

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  • Unlock the Strategy to Building a Thriving and Scalable Sales Team | Entrepreneur

    Unlock the Strategy to Building a Thriving and Scalable Sales Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Success in sales isn’t just about meeting quotas. It’s about fostering a culture where teams thrive, customers are delighted and growth is sustainable. Yet, many organizations struggle to strike the right balance between scaling their sales operations while ensuring the happiness and effectiveness of their teams.

    So, how do organizations cultivate happy, scalable sales teams and strike the right balance for success? Some core elements contribute to a fulfilling and successful sales environment.

    Related: Don’t Scale Your Sales Team Until You’ve Done These 4 Things

    Defining “happy” in sales processes

    All too often, when we meet with prospects, we encounter salespeople who feel overwhelmed by the pressures of their roles. The stress of meeting quotas and generating leads can take a toll on their well-being and effectiveness. Salespeople without clear direction and support from leadership cannot succeed. They may struggle to navigate these challenges effectively without guidance. Happiness in sales extends beyond hitting targets and growing the bottom line. Here are some of the competencies we’ve seen in happy, successful sales teams:

    Individual/team effort and efficiency: How much effort does it take to get the deal done? Minimizing manual tasks and streamlining processes can help alleviate stress and improve productivity across the organization.

    Transparency and support: Are sales reps given the direction and support they need to succeed and maintain traction? Obtaining clear guidance and resources from leadership is crucial to growth.

    Sales cycle length: Is the sales cycle overly prolonged and unnecessarily complicated? By shortening the cycle through efficient processes and effective lead management, companies can reduce stress and increase success rates.

    Leadership satisfaction: Are leaders equipped with the insights they need to make informed decisions? Having visibility into the sales pipeline and performance metrics is essential for effective planning and resource allocation.

    Related: 4 Ways to Stop Getting Distracted and Start Hitting Goals

    Addressing common sales pain points

    We work across a very wide range of industries, everything from manufacturing, distribution, SaaS, finance, healthcare, environmental, professional services and a long list of many others. My company has visibility into multi-departmental and cross-departmental alignment (teams from 1 to 500-plus people), and let it be known — no two sales processes are the same, even when it is within the same industry targeting the same personas. The irony is regardless of size, there is this misconception that because an organization is large, they have everything organized, mapped out and process-driven. Simply put, that’s not always true. Think of it this way: more people, more moving parts, more risk — more room for error.

    We see sales teams structure across territories, business development representatives (BDRs) versus account executives, and sales teams focused on channel versus direct, all of which influence the sales process, hand-off and efficiency for the likelihood to close. One of the best parts is because we are exposed to so many business models and processes, we get to see the best of the best and also easily identify how to improve someone’s process through automation.

    When we get down to the root of the issue, many sales teams face common challenges that hinder their ability to reach their full potential. The most common ones we see are:

    Sales and marketing misalignment: Miscommunication and friction between sales and marketing teams can lead to missed opportunities and finger-pointing, and no one wants that. Open dialogue and collaboration are key to bridging this gap.

    Lack of transparency and reporting: Without robust reporting systems, sales teams may struggle to track progress and identify areas for improvement or clear trajectories for closing deals faster. Transparency in reporting fosters accountability and enables data-driven decision-making on both the marketing and sales sides.

    Resistance to automation: Some sales teams resist adopting automation tools for fear of added complexity or a belief that it will replace human interaction. However, automation can streamline processes, free up time for more meaningful interactions with customers and focus on things a machine cannot do, like close the deal.

    Strategies for scaling sales success

    It saddens me to see talented individuals facing such challenges because they are good salespeople. There is something special about sales. I love their ability to connect with others, come from a place of help in the sales process, and sell collaboratively as a team. They have a super special people-focused gift, and I love to see them flourish and thrive in their roles.

    The concept of success is to remove any frustrating friction points or manual tasks that suck the life out of that salesperson’s main focus, closing the deal. They are measured and paid for this. If you want to lose a great salesperson, watch them continue to miss quotas, become frustrated because they aren’t reaching their financial targets and leave to go to another organization. Things like updating properties in a CRM, manually adding a new lead, sending a reminder email without automation, follow-up documentation, enrolling them in your marketing materials, and so, so many other things that quite frankly distract and wear down a salesperson.

    I’ve seen thriving salespeople succeed in one organization with structure and move to another and miss quotas monthly because they were not given access to the same tools. To build a happy, scalable sales team, organizations should consider the following strategies to keep everyone focused on the big picture —happiness.

    1. Start with setting clear goals: As an organization, defining clear, measurable goals and regularly communicating them to the team is by far the most common misstep we see in organizations. Many times, it can seem like two organizations are functioning within one organization if this is not followed. Teams should break down larger objectives into smaller, actionable steps to keep everyone aligned and on track.
    2. Openly embrace technology: Teams and individuals should leverage automation tools and CRM platforms to streamline processes, improve efficiency and enhance visibility into the sales pipeline. This is not designed to replace humans but to augment activity.
    3. Encourage cross-departmental collaboration: Foster a culture of collaborative team selling between sales and marketing teams. By encouraging open communication, knowledge sharing, and alignment on goals and objectives, organizations can reach goals faster, with less stress and greater rewards. Some examples include adding infrastructure that encourages shared reporting, dashboards, and weekly alignment meetings across teams.
    4. Invest in continual training and development: Organizations should provide ongoing training and development opportunities to empower sales reps with the skills and knowledge they need to succeed. These can be done through internal resources or a third party. Training should not be one-and-done.
    5. Prioritize personal well-being: It’s crucial to recognize the importance of work-life balance and prioritize the well-being of sales team members. Companies can do this by celebrating successes, providing support and offering resources for managing stress and maintaining mental health. It goes a long way in finding happiness inside and outside of work.

    Remember, building happy, scalable sales teams requires a combination of clearly defined goals, effective ongoing communication, technological innovation and a supportive, open culture. Organizations that face addressing common pain points head-on and implementing proactive strategies can create an environment where sales teams thrive, customers are delighted, and business growth is sustainable (while still tracking up). It’s time to unlock the full potential of your sales team and drive success in the competitive marketplace.

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    Jennelle McGrath

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  • Why the Future of Cybersecurity Marketing Relies on Trust | Entrepreneur

    Why the Future of Cybersecurity Marketing Relies on Trust | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Cybersecurity marketing is changing rapidly, and the reason can be simplified down to a single word: trust. With improving technology, cybercrime is becoming more complex, and corporations must present themselves as not only solution providers but rather reliable guardians of clients’ most valuable assets. It’s no wonder that trust has become the bedrock of marketing in the cybersecurity industry over time.

    Why trust is so important in cybersecurity marketing

    Trust is important to any business, but the element of trust is critical in cybersecurity. The clients are not buying a physical product; they are buying a guarantee of safety. Decision-makers such as the CISO, CTO, and others need to be assured that the cybersecurity service provider they are looking at is able to grasp and respond to emerging threats.

    Traditional marketing methods often fail to build this level of trust. Flashy ads and mass campaigns now feel overtly insincere, especially in a domain where sincerity is crucial. Prospects now need to have a high level of rapport with a company before even considering a demo, let alone becoming a customer. This is where the value of content marketing has risen as an effective approach.

    Companies can demonstrate some level of thought leadership and credibility by providing educational resources like articles, case studies, webinars, whitepapers, etc. This shows that they grasp the evolving nature of cyber threats, which helps gain potential clients’ trust.

    Related: 7 Marketing Strategies to Help Your Startup Grow and Scale

    Challenges of traditional advertising in cybersecurity

    While many cybersecurity companies still use traditional advertising, it’s proving more and more to be less and less effective in today’s market. Audiences are overwhelmed with ads, leading to extreme “ad fatigue,” where potential customers ignore these messages, making it harder for brands to stand out and establish credibility.

    Moreover, people have become more skeptical of advertisements, often seeing them as exaggerated or misleading. This skepticism can be very damaging in cybersecurity, where trust is crucial. Instead of relying on ads, decision-makers turn to recommendations from peers or trusted industry experts. This is where influencer marketing becomes invaluable.

    Related: Marketing Campaigns Must Do More than Drive Clicks — Here’s How to Craft Landing Pages That Convert Clicks into Customers

    The power of influencer marketing

    Influencers have emerged as powerful voices because they’ve built authentic relationships with their followers and, in many cases, opted-in subscribers. For cybersecurity companies, partnering with these influencers means tapping into that established trust and reaching an audience far more receptive to their message.

    Finding the right influencers: The challenges

    Finding the right influencers in the cybersecurity space isn’t easy. Unlike other industries, cybersecurity is complex and demands high expertise. For this reason, companies need to be very selective about whom they partner with. It’s not just about the influencer’s following; their audience should consist of decision-makers genuinely interested in cybersecurity solutions. Furthermore, the influencer must have credibility and a history of discussing relevant topics accurately.

    Vetting influencers is a time-consuming process that involves analyzing their content and engagement rates and verifying their audience’s authenticity. A poor match can be costly, wasting marketing spend and potentially harming a brand’s reputation.

    Using platforms to streamline influencer marketing

    Given these challenges, many companies are turning to platforms that specialize in influencer marketing to simplify the process. These platforms vet influencers and provide data-driven insights to ensure that brands are matched with the most relevant voices. That’s where platforms like Presspool.ai, which I founded, come in — simplifying and streamlining the process.

    These platforms use advanced analytics to connect cybersecurity companies with verified influencers, engaging high-intent audiences. By leveraging data, these platforms match brands with influencers whose audience perfectly aligns with their target market, such as CISOs, CTOs, or other decision-makers. This approach removes the guesswork and allows brands to build authentic partnerships, making influencer marketing both scalable and efficient.

    How influencer marketing drives results in cybersecurity

    When executed correctly, influencer marketing can be incredibly powerful for cybersecurity brands. It allows them to reach high-intent audiences—people actively seeking solutions—who are more likely to engage. The key is that these audiences are hearing about your solution from someone they already trust, which significantly accelerates the sales cycle.

    For instance, when a respected influencer in the cybersecurity field endorses a product, their followers are immediately intrigued. They’re more likely to click through, read the content, and genuinely consider the solution. This level of engagement is rarely achieved through traditional advertising.

    Moreover, influencers help educate potential clients, breaking down complex topics in a way that resonates with their audience. This not only builds trust but also positions the brand as a credible authority in the space.

    Why data and technology matter

    As with any marketing strategy, measuring ROI is crucial. This is where data-driven platforms like Presspool.ai become invaluable. By providing real-time analytics on campaign performance, engagement rates, and conversions, these platforms allow companies to see exactly how their influencer partnerships are driving results.

    The ability to track and optimize campaigns in real-time allows brands to adapt quickly, ensuring they’re always getting the best possible return on investment. This combination of data-driven insights and authentic influencer partnerships sets the stage for the future of cybersecurity marketing.

    Related: AI Might Know What You Are Feeling Before You Even Do — Here’s How AI Can Help Us With Client Feedback

    As the digital landscape continues to evolve, cybersecurity companies must adapt their marketing strategies to avoid becoming irrelevant. Traditional advertising methods are rapidly losing effectiveness, and buyers are seeking more authentic, trusted voices.

    By embracing influencer marketing and leveraging platforms that streamline the process, cybersecurity brands can connect with their target audience in a way that’s both genuine and impactful. It’s not about replacing traditional methods entirely but rather integrating a more nuanced, trust-based approach that resonates with today’s discerning buyers.

    In an industry where trust is the foundation of every decision, I’ve seen first hand that building relationships through influencer marketing isn’t just a trend — it’s the future.

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    Jaxon Parrott

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  • 5 Work Ethic Lessons Entrepreneurs Can Learn From Elite Athletes | Entrepreneur

    5 Work Ethic Lessons Entrepreneurs Can Learn From Elite Athletes | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Anyone who has found success as an athlete will tell you that sport teaches lessons that go far beyond the playing field. If you’re looking to succeed in the competitive business environment, there may be no better models than champion athletes. What is it that allows these individuals to achieve greatness? What makes someone a winner? There’s not a single answer. Rather, it’s a combination of things. We’re sharing five of them here. If you follow these lessons, you’ll be poised for a championship in the business world.

    Related: 4 Productivity Tips from Extreme Athletes That Will Make Your Business Stronger

    Show supreme confidence

    Champions have a robust belief in themselves and their ability to succeed. Importantly, this does not mean they expect the journey to be easy. Most things worth having require tremendous effort. Champion athletes devote “blood, sweat and tears” in pursuit of excellence, and they’re willing to make the sacrifice because they know it will pay off. Self-doubters abandon the journey when it gets too hard or when they encounter a few obstacles. Champions persevere because they believe in themselves to the core. This stout self-confidence becomes self-fulfilling. When you fully believe you’ll win if you keep on grinding, you’ll out-grind your less confident competitors. Supreme confidence leads to supreme effort, and supreme effort leads to success.

    Like a champion athlete, a winning entrepreneur stays committed when things are tough. Tomorrow’s industry leaders are those who will continue to refine their current pitches and marketing strategies as many times as it takes to reach a breakthrough. They will not be deterred by rejection but rather will learn from it, make adjustments, and come back stronger. This willingness to learn and improve, in fact, is another defining feature of champions.

    Always look to improve

    Champion athletes, while supremely confident, also possess enough humility to know they always have room to learn and grow. When they take a loss, they review the game film to identify the mistakes they’ve made and see where they need to adjust for the next time. Even when they win, they look at what they could have done better. They also seek input from others. When a coach points out a flaw in their technique, they’re receptive to the feedback and incorporate it into their training. They also look to teammates and even to opponents to learn what others are doing well.

    As an entrepreneur, if you lose out on a deal or find a competitor holding a larger share of your targeted market, then look at what they are doing to succeed. Be open to learning and humble enough to seek help from others. Champions are usually their own harshest critics, and their high standards drive them to keep improving. So even when you have some successes, continue looking to level up.

    Focus on what you can control

    Champions do everything they can to control the variables involved in their sport. Knowing that they can’t fully control the outcome, they go all-in on what they can control, including attitude, effort, and preparation. Entrepreneurs ought to do the same by analyzing their markets, rehearsing presentations multiple times, and scouting both their competition and their potential customers. If you’re meeting with a client, study them ahead of time so you can anticipate the questions they may ask and have impressive answers prepared. Be obsessive about your preparation.

    A corollary to this lesson is focusing your post-hoc explanations on what you can – or could have – controlled. After a tough loss, champions do not blame the referee. Instead, they look at what they could have done differently so the referee’s calls would not have mattered. As an entrepreneur, be cautious of attributing bad results to luck or of claiming things weren’t fair. When you do so, you lose motivation to make adjustments for next time. Instead, follow a champion’s lead and know there’s always something you could have done better.

    Improvise when needed

    Even as champions focus on what they can control, they also recognize that they can’t control everything. Rarely does something go exactly as planned, and the best performers adapt and improvise. Something can always go wrong, and rather than panicking when it does, winners stay confident and make the needed adjustments. Thus, even as you work to control what you can embrace the uncertainty of your sport – or your business, as the case may be.

    Related: 5 Lessons Entrepreneurs Can Learn from Pro Sports Teams

    Be flexible

    You may have noticed that the lessons described above hold some contradictions. Champions have supreme confidence yet also believe they need to get better. They also focus on what they can control while accepting they can’t control everything. Thus, another key to success is adapting your mindset based on the situation at hand. Champions have the mental flexibility to do so seamlessly. Rather than looking for a recipe to follow every time, they embrace the fluidity required to succeed consistently.

    This willingness to adapt – to possess an unfixed mindset – is the main premise of the book Extreme Balance: Paradoxical Principles That Make You a Champion, published by Entrepreneur Press. This volume, which I have co-authored with champion athlete and coach Ben Askren and successful business leader Joe De Sena, describes how various champions balance contradictory principles to succeed in their respective sports. It includes chapters such as “Thinking You’re Good Enough and Thinking You’re Never Good Enough,” and “Preparing for Everything and Expecting the Unexpected.” These sections expand upon the lessons described here – and many others – in greater depth. If you want to be a champion entrepreneur, it’s a great resource to help get you there.

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    David Sacks

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  • How to Build a Legacy For Your Company You Can Be Proud Of | Entrepreneur

    How to Build a Legacy For Your Company You Can Be Proud Of | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    When was the last time you took stock of what your business has accomplished and what its legacy will be after you’re gone?

    Understandably, most of us are caught up in the day-to-day demands and challenges of running our company or organization while trying to manage our personal lives. Few of us ever take the time to consider what we are working towards in the long term. Where will your business be in 10 years? In 20 years? And what if, through some unforeseen tragedy, you died today and your enterprise was forced to close – what would your obituary say, and what would be written about your business?

    The “obituary test” or “eulogy test” is an exercise often used by individuals to assess their personal lives. It helps ensure they’re living in a way they’ll be proud of when they look back on their lives.

    It may seem like a morbid process, but it can be a powerful tool for determining whether or not you and the organization you’ve invested so much time, effort and energy into are aligned with your personal values in a way that will endure after you’re gone. Clearly, there are many business metrics for determining the material value of what you’ve built: stock price, dividends paid out and market cap, among dozens of others.

    Related: 5 Factors for Planning Your Entrepreneurial Legacy

    But what if you had to answer the following questions: What is your business’ legacy? What will people say about you and your business after you’re gone? Are you happy with what they will say? There are plenty of examples of companies that have left behind terrible legacies. Think of the energy company Enron, which defrauded investors, price-gouged customers and evaporated its employees’ pensions due to its corporate greed and illegal accounting practices.

    Or consider Lehman Brothers, the investment bank that was revered for over a century before its reputation was swiftly erased in a few weeks during the early days of the 2008 financial crisis. Initially, Lehman’s heavy investment in subprime mortgages helped them record astronomical profits, but when the market crashed, Lehman’s downfall was rapid and brutal. Lehman’s demise led to the biggest bankruptcy filing in U.S. history — $619 billion, with investors and U.S. taxpayers left holding the bill.

    Legacy is not just about how you hope you and your business will be viewed 20 or 30 years from now. It’s about creating a business culture now in which every decision, big or small, is aligned with the ultimate legacy you hope to leave. It’s about living your legacy today and every day.

    For years, the corporate model was based on maximizing profits at all costs while doing damage/reputation control through charitable donations. That’s exactly how companies like Purdue Pharmaceuticals operated. They made billions by misrepresenting the data on their highly addictive drug, OxyContin, which greatly contributed to the opioid crisis that continues to haunt America today. At the same time, the Sackler family, which ran Purdue, donated millions to the arts, charities and universities. Today, with the family’s legacy in tatters, most charities and institutions refuse to deal with the Sacklers or their trust.

    What these examples illustrate is that both your personal and business legacy are determined by your actions throughout the history of their existence. It’s not just the end output of profits for shareholders or a big donation to a charity after years of unscrupulous business conduct.

    Consumers want companies that are committed to more than just the bottom line of profit. They want authentic companies that walk the talk. That’s why companies like Costco are both profitable and trusted. The Reputation Management Company says that Costco has “a legacy of excellence and member satisfaction,” which is one of the reasons they are the second “most trusted company in America” (behind only Patagonia), according to a 2023 Axios survey.

    They offer low prices, quality products, treat their employees well and support their local communities through charitable donations, partnerships and they pay employees to “volunteer” in the community. They walk the talk and are living their brand’s legacy from CEO to frontline employee.

    Related: Leaving A Legacy: Your Business’ Success Requires A Sustainable-First Approach

    So, what does the obituary test tell you about you and your company? Is your company or organization creating a legacy you can be proud of that aligns with your values? If not, here are a few ideas to get you started:

    Create a legacy statement: We all know about mission statements, but consider also creating a legacy statement that articulates the impact you want your business to have in the long term – whether in your community, country or the world.

    It should reflect the values you want your company to uphold and the kind of legacy you want it to leave behind. Work with your team to develop the legacy statement and incorporate it into your strategic and long-term planning to ensure your company is working towards it daily.

    Carry out a legacy audit: Just as you might conduct a financial audit to assess your company’s fiscal health, a legacy audit can help evaluate the level of alignment between your operations and your values. The legacy audit should cover a thorough review of your company’s values, practices, products and culture. Identify areas where you’re on track and where you’re falling short so you can create a plan to address the gaps.

    Implement a values-based decision-making matrix: To ensure that your business decisions consistently reflect your legacy statement, consider implementing a values-based decision-making framework. This framework should include a set of guiding questions or criteria that you and your team can use to evaluate key decisions. For example, “Does this decision align with our company values?” or “How will this decision impact our long-term legacy?” This approach ensures that your legacy remains front and center in your day-to-day operations.

    We all want to be proud of the legacy that we leave behind. If you don’t like what you see, get to work on creating the legacy you want.

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    Marc Kielburger

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  • How Entrepreneurship Saved Me When I Hit Rock Bottom | Entrepreneur

    How Entrepreneurship Saved Me When I Hit Rock Bottom | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Imagine dedicating your entire childhood to one dream, only to watch it crumble just as you’re about to achieve it. That’s exactly what happened to me when my lifelong goal of becoming a professional soccer player fell apart at 19. What felt like a devastating life crisis turned out to be the push I needed toward a career as an entrepreneur.

    I was born in Miami, but when my family moved to Hyderabad, India when I was 5, it introduced me to a completely new world. School was never really my thing; soccer was my true calling. At 14, my passion caught the attention of India’s national team manager, and I got a chance to train with one of the top German teams. It was a huge opportunity, but the reality of adapting to a new culture at such a young age was overwhelming.

    My soccer journey continued at Ellesmere College in the U.K., where I played for the varsity team. But despite all the hard work, a professional contract eluded me. The alternate path took me to play soccer at Monroe College in the U.S. Though we won the NJCAA Division I national championship, I often found myself on the sidelines, realizing that I wasn’t good enough to go pro. It was a devastating blow.

    The day I accepted that my dream of becoming a professional soccer player wouldn’t come true is seared into my memory. It felt like my world was falling apart. Everything I worked for was gone. I felt directionless and unmotivated. I had hit rock bottom. But then I found a new path at Babson College, where I continued to play NCAA Division III soccer and where I joined eTower, an entrepreneurial living community that reignited my passion for building and creating ventures. It not only gave me a renewed sense of purpose but also helped me overcome that feeling of not being good enough.

    Surrounded by people who were just as driven as I was, I launched Kickstart Sports, a consulting business helping athletes in India find opportunities in Europe and the United States. The pandemic cut that venture short, but it opened up new opportunities. In 2020, I worked at Compstak, a real estate data company, took on a role at a real estate hedge fund in China, and ran a VR/AR sneaker startup. All of these experiences eventually led me to create DesignAI, a company that leverages technology to redesign how cities are built.

    My entrepreneurial journey has been far from straightforward, filled with failures and successes, heartbreaking frustrations and rewarding celebrations. Along the way, I persevered and pivoted. Here are three key lessons that have shaped my journey and how you can apply them to yours, even in the face of feeling like you’re not good enough.

    Related: How to Get Comfortable Being Uncomfortable, No Matter Your Age — Lessons for Entrepreneurs

    1. Rebuild confidence and find a new purpose

    When my soccer career ended, it felt like I’d lost a big part of myself. I had to rebuild my confidence from scratch. This wasn’t about finding just another job; it was about rediscovering who I was outside of soccer. I threw myself into new activities — rugby, student organizations, networking with people from different backgrounds. This exploration was crucial in helping me find a new sense of purpose, which eventually led me to entrepreneurship.

    My advice: Actively seek out new experiences, even when it’s uncomfortable. You’ll discover what truly excites you, what motivates you and what you excel at.

    2. Build and leverage a strong support system

    During this tough transition, I learned just how important a solid support system is. I reached out to mentors, leaned on friends who understood my struggles and even found therapy incredibly helpful. This network became my lifeline, offering emotional support and practical advice. One thing I did that worked really well was sending monthly updates to my mentors and key connections. It kept me accountable and made sure I stayed on their radar for opportunities.

    My advice: Build a support system with people who can challenge you, support you and help you see things from different angles. And, most importantly, keep those relationships alive, because they will continue to provide the support and feedback you need to push through adversity.

    Related: I Couldn’t Sleep. I Obsessed Over My Failures. Then I Found the Weirdest Cure — Flyfishing?

    3. Embrace failure as a stepping stone

    The failure of my soccer dream was a harsh wake-up call, but it taught me resilience. I had to face the reality that life doesn’t always go as planned, and that’s okay. I started seeing failure as a learning opportunity, a chance to grow and pivot. Books like The Psychology of Money and The Hard Thing About Hard Things helped reinforce this mindset. I learned to reflect on my setbacks, extract the lessons and use them to guide my next steps.

    My advice: Don’t fear failure. It’s a vital part of the entrepreneurial process, and it’s what helps you refine your approach and keep moving forward. Every failure or setback is an opportunity to improve — with your venture or your career.

    When my soccer dream was dashed and I realized I wasn’t good enough to succeed down that path, I learned that resilience, a solid support system and embracing your failures are critical skills, especially for entrepreneurs. Challenges will come and the path will be messy. But if you surround yourself with the right people and refuse to back down, you can carve out your own version of success.

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    Saranga Pagadala

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  • You Need to Listen More to Lead Better — 5 Tactics for Leaders to Bridge the Communication Gap With Their Team | Entrepreneur

    You Need to Listen More to Lead Better — 5 Tactics for Leaders to Bridge the Communication Gap With Their Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    All leaders know that communication is critical to an organization’s success. But often we fail to bridge the gap between senior executives and our front-line team members to truly get a pulse of what is happening across an organization. This disconnection is heightened in hospitality and healthcare, where we work in direct contact with customers or care for patients’ health and wellness. As a result, it causes issues like:

    • Leaders without a clear or accurate understanding of their front-line teams’ challenges.
    • Decisions being made by the C-suite that do not effectively address those challenges.
    • A lack of trust between leaders and teams.
    • Disconnection between culture and action.

    The solution is simple. As the president and CEO of AtlantiCare Health System, I’ve learned that stepping outside my office, the boardroom or senior leadership meeting and engaging directly with team members across the organization is what matters most. I spend time in our hospitals and at our practice locations, without an agenda or formal itinerary, to learn about their work and their challenges.

    Leadership axiom: Business moves at the speed of relationships.

    Here are my five leadership tenets to build relationships with a lasting and positive impact.

    Related: Why Executives Need to Roll Up Their Sleeves and Work ‘in the Trenches’ of Their Companies

    1. Always be present

    When I first started walking the hospital floors after my appointment, one senior nurse remained elusive, regardless of the hour. It was clear she was avoiding me.

    When I would go left to talk to her, she would go right. When I would go right, she would go left. So, I just kept returning during her shifts. Eleven at night on a Saturday or 2 a.m. on a weekday — it didn’t matter. She is a well-liked and highly respected nurse, and I knew her insights would offer tremendous value. Then, finally, one night, she walked over and shook my hand. She said: “Okay, I appreciate you being here. Especially during the overnight shift. Let’s talk.”

    Leadership axiom: Presence is the foundation of influence.

    It can take time and persistence to establish connections, but the commitment is worthwhile. So, make the effort, have skip-level meetings and walk the floors. What you hear will be eye-opening.

    2. Fostering trust and leading with emotional intelligence

    My purpose in establishing a connection with the senior nurse was about making positive change and easing the pain points the team was experiencing, but I needed her help to understand those opportunities. Building trust through a transparent leadership style allows for mutual understanding of the realities the team faces and, in turn, what leadership is trying to accomplish.

    Leadership axiom: Transparency builds trust, and trust forms great relationships.

    Relying on outside consultants to tell leaders what team members are thinking is counter-intuitive to building relationships. I pride myself on being open about what is driving the decision-making process and engaging people to co-create solutions. Yet trust can still be broken if transparency reveals problems that don’t get fixed, which is why the next point is so important.

    Related: I Invited My Employees to ‘Ask Me Anything.’ Here’s What I Learned.

    3. Reducing administrative burdens to empower teams

    In healthcare, human connection is mission critical. However, team members’ responsibilities also include adhering to procedures and managing paperwork, which can occasionally be challenging — and many other industries have similar challenges.

    Leadership axiom: A leader’s responsibility includes the unburdening of unnecessary tasks.

    Leaders must remove barriers that prevent team members from focusing on their core roles. So, consider implementing these operational efficiencies:

    • Investing in technology to simplify daily tasks and activities.
    • Removing box-ticking tasks such as generating reports that are completed simply because “that’s how it has always been done.”
    • Removing training modules unrelated to team members’ roles.
    • Eliminating the culture of including everyone in meetings; only involve those who need to be present. If the information can be shared via email, a meeting isn’t necessary.

    4. Building forums for stakeholder feedback

    At AtlantiCare, active listening is key to our success. Along with my leadership team, we seek out opportunities to bring team members together, building forums and councils for them to share feedback and engage in honest dialogue.

    Leadership axiom: The only capital a leader has is the willingness of their team members to contribute.

    So, encourage your leadership team to conduct skip-level meetings to gain broader insights and strengthen organizational connections. But for these forums to be successful, we must:

    • Ensure that team members have a stake in the process when implementing new programs or policies.
    • Encourage team members to suggest what they would do differently or how they would improve things.
    • Incorporate front-line insights into decision-making.

    5. Creating a culture of problem-solving by always asking ‘why’

    Active listening is a cornerstone of developing a culture of problem-solving and continuous improvement. We need to challenge legacy thinking and processes by asking “why” — and then asking “why” again to empower acute curiosity.

    Leadership axiom: The solutions often lie within the team, not above it.

    My job isn’t just to hear the challenges my team faces — it’s to empower them with the resources and support they need to solve those problems. So, I suggest:

    • Exemplifying the qualities and behaviors you expect from your team in achieving their goals.
    • Providing unwavering support and resources to team members seeking knowledge and information.
    • Encouraging team members to plan for change like they are its architects.
    • Creating a pipeline of future leaders that makes problem-solving part of their mindset.

    When leaders truly listen, they understand the emotions, concerns and ideas behind the words. This deep level of engagement makes team members feel valued and heard, which in turn boosts morale and productivity.

    Related: Engage and Inspire Your Team by Talking to Them Outside of Formal Settings

    An ongoing conversation

    The moment the senior nurse acknowledged my presence, I felt like I had made a connection. And it is only because of this connection that we can now be transparent and honest with each other, even if it means calling out issues and challenges directly, to drive necessary changes. If business moves at the speed of relationships, the first step is to be present. But you must be consistent and lead by example. This will be the foundation of how to successfully bridge the C-suite and front-line divide.

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    Michael Charlton

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  • Kevin O’Leary: I Got an MBA Instead of Following My Passion | Entrepreneur

    Kevin O’Leary: I Got an MBA Instead of Following My Passion | Entrepreneur

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    Kevin O’Leary once had a photography lab in his basement.

    As a teenager, he did all he could to follow his dreams of becoming a photographer. There was one issue — his father didn’t approve.

    “He said you’re not good enough and you’ll starve to death,” O’Leary said in a video posted to X. “He said you should go to college and get a degree and I went on to do an MBA which ended up being a very important tool for me later.”

    Related: Kevin O’Leary Says This Is the One Skill He Looks For in a Leader — But It’s ‘Almost Impossible to Find’

    O’Leary has previously explained why he thinks an MBA, which can cost $231,420 on average for a top 10 program in the U.S., was worth it.

    In a 2021 Facebook post, he wrote that the degree gave him “a head start” and taught him “discipline,” turning him from a 20-something with poor study habits to someone who knew how to make money, defend his ideas, and focus on his strengths.

    O’Leary graduated from the University of Western Ontario in 1980, which now costs $83,250 per year for domestic students.

    Photography still played a key role in his life: After graduating, the first company he started, Special Event Television, was a production company focused on sports entertainment.

    Related: Kevin O’Leary Is Launching a New Agency With the Founder of Shazam

    “It was my attempt to get back to the thing I loved, which was photography and production, and make money doing it,” O’Leary said in the X video. “There was that science and that art coming together in my life.”

    O’Leary sold the company and then used the proceeds to start SoftKey, which sold education and entertainment software, in 1986. He and his two business partners sold SoftKey to Mattel in 1999 for $4.2 billion.

    Looking back, he has no regrets.

    “All of that stuff made me what I am today, the good, the bad, and the ugly,” O’Leary said in the video. “And I wouldn’t change a thing.”

    Related: Kevin O’Leary Says ‘Right to Disconnect’ Laws Are ‘Crazy’

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    Sherin Shibu

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