What Business Owners Wish They Knew Earlier in Their Entrepreneurship Journey

Starting a business is exciting, but also filled with challenges and unknowns. Every founder has a unique path, yet many share common lessons they wish they had learned sooner. From pricing strategies and marketing insights to leadership, mindset, and personal well-being, these reflections highlight the realities of entrepreneurship beyond the surface-level hustle.

Below, seasoned business owners from diverse industries share the insights they would give their younger selves—the lessons that might have saved them time, money, and stress, while accelerating growth and fulfillment.

Darcy Cudmore

Founder, RepuLinks

Raise your prices sooner. Protect your time from the start.

Too many new business owners take on low-value work because they think they have to. They accept every offer. They ignore red flags. I made those mistakes. Saying yes to everything feels like progress, but it's not. You end up busy, not productive. Once you start charging based on value, not time, you attract better clients and do better work. You also learn to say no, which is one of the most valuable skills you build.

Relationships drive momentum.

Opportunities come from people, not platforms. I used to focus only on output. Delivering. Executing. Moving fast. That's only part of the job. The other part is knowing who to call when things go wrong or right. Conversations open more doors than marketing campaigns. Some of the best growth I've seen started with a simple introduction, not a strategy. If you're not building real connections, you're limiting yourself.

Every choice either builds or breaks the business.

If you don't protect your time, no one else will. If you don't set your value, someone else will decide it for you. Keep your focus narrow. Put effort where it counts. Movement without direction is wasted energy. Drop what doesn't serve the goal.

Chelsea Scott Flower

Owner, Scott Social

I've always heard the phrase "the shoemaker has no shoes". Business owners (like me) use this phrase as a way to justify not practicing what we preach.

As a social media agency, we didn't post to our own socials for years. I'm not kidding, years. I cannot imagine how much business we lost because of this. After all, who would hire a social media agency who doesn't even post to their own page? I wouldn't!

I wish I knew earlier that in a service-based business, you need to be your best client. The money you spend on your brand, practicing what you preach, will come back to you tenfold.

I'm proud to say that today, we definitely put our money where our mouth is. We test out social media trends first, we take risks, we spend exorbitant amounts of money on over-the-top photoshoots, and we land clients because of it.

Don't be the shoemaker with no shoes. Be the shoemaker with the best damn shoes anyone has ever seen.

Cody Jensen

CEO & Founder, Searchbloom

I'm Cody Jensen, CEO of Searchbloom, where we help SMEs grow with SEO and PPC. I wish someone had grabbed me by the shoulders early on and said, "You're not building a business. You're building people who build the business." I spent too much time trying to be the Swiss Army knife CEO, thinking grit could outpace strategy. Spoiler: it doesn't. The moment I stopped trying to be the smartest person in every room and started hiring people who were better than me at their thing? That's when things clicked. The irony? Letting go gave me the freedom I thought I'd get from being the one in charge.

Manasvini Krishna

Founder, Boss as a Service

I spent a long time developing my business on my own, which meant I had to wear many hats--HR and recruitment, marketing, client management, even tech support. During this time I learnt many things, but I spread myself so thin that I couldn't really pinpoint where my professional and personal development stood. So I realized that the only way I can grow personally is by networking and getting more professional support. Instead of trying to be an expert at everything, I connected with professionals who guided me on specific aspects of the business. This not just helped in the company's growth but also allowed me the time and space to focus on my personal goals.

Niclas Schlopsna

Managing Consultant and CEO, spectup

If I'm being completely honest, there were times when I was building spectup that I wish I'd known the importance of focusing on cash flow management from day one - we learned that the hard way. As someone who's worked with over 100 startups through spectup, I've seen many entrepreneurs get caught up in building a great product or service, but then struggle with the financial fundamentals.

One thing that would have saved us a lot of headaches was understanding the value of maintaining a cash reserve for unexpected expenses. At spectup, we help our clients prepare for these kinds of challenges by focusing on financial planning and strategic fundraising. I remember when I was at N26, seeing firsthand how crucial it was to have a clear financial strategy in place - it made all the difference in our ability to scale effectively.

Now, as CEO of spectup, I advise our clients to prioritize building a robust financial foundation early on, whether that means managing burn rate, identifying the right investors, or developing a solid pitch deck. It's not always the most glamorous work, but trust me, it's worth it in the long run. By getting these fundamentals right, entrepreneurs can set themselves up for success and avoid some of the common pitfalls that can derail even the most promising businesses.

Brian G

Owner, Super Roofing Company

Looking back, I wish I'd understood how critical documentation is for scaling. When we first found that discontinued shingle issue that required full replacement, we nearly ate the cost because we didn't have standardized documentation to back our case with insurance. Now we photograph everything, create detailed reports, and maintain comprehensive records—which has transformed our approval rates on complex claims.

Deeply understanding manufacturer specifications saves tremendous headaches. Early on, we installed a roof system exactly as the previous contractor had, only to find it voided the warranty because it didn't follow manufacturer guidelines. That mistake cost us $17,000 and taught me to verify every specification myself rather than assuming industry "standards" were actually compliant.

Customer communication systems should be built before you need them. Some early feedback about homeowners feeling in the dark during projects made us create our current process—morning kickoff calls, midday updates, and end-of-day photo reports. This simple system reduced our callback rate by 83% and dramatically increased our 5-star reviews, directly driving referral business that now accounts for 41% of our revenue.

The greatest growth came when we stopped chasing every job and focused on expertise-led service. We walked away from low-margin work and invested in certifications for specialty roofing like TPO systems. Counter-intuitively, saying "no" more often increased our revenue by 34% while reducing our overall job count, simply because we became known as true specialists rather than generalists.

Christopher Pappas

Founder, eLearning Industry Inc

If I could go back in time, I would put more effort into selecting the best team right away. I made quick hires in the beginning to fill positions, but I did not always consider fit, values or long-term culture. We were more slowed down than aided by the wrong hires. I eventually discovered that the right people elevate the work rather than merely doing it. We now carefully choose who we hire and we have a team that is motivated, in sync and truly eager to expand the company as a whole. Without a doubt people are your greatest asset.

Stephen Greet

CEO & co-founder, BeamJobs

I'm Stephen Greet, Co-founder and CEO of BeamJobs. And we've helped over 2 million people improve their resumes and land better jobs, but building the business to that point took more learning curves than I expected.

I wish I had known earlier that you don't win by doing more. You win by doing the right things longer than most people are willing to.

Early on, I kept thinking success was a speed game— how fast we could launch, ship, iterate. And while speed matters, it's easy to confuse motion with progress. I spent too much time reacting to surface level feedback, second guessing our direction, and chasing whatever felt urgent instead of sticking with what we knew mattered.

What I've learned is that staying focused on the core problem you're solving and giving it time to compound, is where real traction comes from. It's not about having the most features, the biggest team, or the flashiest pitch. It's about building something useful, staying close to your customer, and not flinching when growth takes longer than expected.

If I have the chance, I'd go back and tell myself to not try to impress anyone. Just solve the problem better than anyone else and give it the time to work.

Ben Davis

CEO, The Gents Place

I wish I had understood earlier how much of business ownership is about building people, not just building a company. You start with a product or service you believe in, but everything depends on who's delivering it and how well they align with your standards. The sooner you invest in hiring slow, training well, and coaching consistently, the fewer mistakes you'll have to clean up later. I used to think systems would solve most problems. Systems help, but if the wrong person runs them, they break down fast.

The other thing I learned late was how critical clarity is during growth. When you're small, you can afford to be informal. Everyone's close and communication flows easily. But as soon as you scale, ambiguity becomes the enemy. People interpret things in different ways. Expectations splinter. Culture drifts. You need to write it down. Define what excellence looks like. Create standards that protect the client experience, and make sure your team understands why they matter. We waited too long to formalize that, and we paid for it in time, training, and performance gaps.

Lastly, you can't delegate leadership. You can delegate tasks, but the tone, pace, and vision come from the founder. People watch what you tolerate, not just what you say. If you let standards slide, they notice. If you show up inconsistent, they copy you. That responsibility doesn't fade with success. If anything, it grows. You have to earn your team's trust every day by showing them what right looks like.

Preston Hiller

Business Owner, Gecko Garage Door Repair Service

I wish I'd understood the value of standardizing excellence earlier. When I took over from my dad, we were successful but inconsistent. After implementing detailed training programs in 2012 during our rebrand to Gecko Garage Doors, our customer satisfaction skyrocketed to over 1500 5-star reviews.

Family business succession requires intentional knowledge transfer. My father unknowingly trained me starting at age 9-10 by simply taking me on calls. Now I've developed a structured approach for our technicians that condenses what took me years into months, allowing us to scale from just family to 5 technicians and 4 office staff.

Customer communication trumps technical skill. Our best technicians aren't just mechanically adept - they explain complex issues in simple terms and build trust. When we prioritized communication skills in hiring, our average ticket value increased as customers better understood the value of proper repairs versus quick fixes.

Growth management nearly broke us. We weren't prepared for our sudden expansion with proper infrastructure. Having to simultaneously manage operations while searching for more warehouse space and developing systems taught me that planning for success is as important as achieving it. Set your infrastructure foundation before you need it.

Stephen Gold

Business Owner, The Gold Standard

I wish I'd known earlier that compliant cannabis marketing doesn't mean boring marketing. When advertising restrictions tightened on major platforms, I panicked before realizing it forced us to get more creative. Our mobile gaming van activation outside dispensaries created far more genuine engagement than standard ads ever did.

Data transparency with clients was another game-changer. Initially, I was hesitant to show clients all marketing metrics, fearing they'd focus on underperforming areas. When we switched to full transparency with dispensary partners, they actually appreciated the honesty and worked with us more collaboratively to improve results.

Building genuine relationships with dispensary staff proved more valuable than any fancy marketing pitch. Taking time to remember names and understand their daily challenges led to staff genuinely recommending our clients' products. This human connection increased product sell-through by nearly 30% in several stores.

The most valuable lesson? Regulatory challenges breed innovation. When faced with Google Ads restrictions, we pivoted to crafting educational content and community events rather than direct product promotion. This approach not only complied with regulations but actually increased customer loyalty and lifetime value compared to traditional advertising.

Magee Clegg

CEO, Cleartail Marketing

I wish I’d understood earlier how pivotal reviews and reputation management are for B2B growth, even in technical or “unsexy” industries. When I finally built processes to generate customer reviews (one campaign got a client 170 5-star Google reviews in just two weeks), not only did their search rankings spike, but it rapidly opened doors that our sales reps had been knocking on for months with no answer.

Another lesson: most business owners badly undervalue their current customer base. Consistent email outreach and education drove a 278% revenue increase for one of our clients in 12 months—purely by making customers aware of new services, not new client acquisition. I saw similar results with a client who thought their product was a “one and done” buy; regular communication uncovered cross-sell opportunities that had been right under their nose.

Don’t wait for prospects to hunt for you—find systematic ways to make your company visible and trusted where buyers are already looking. The compound effect of reputation and regular customer communication is more profitable than any “viral” hack.

Stephan Blagovisnyy

Owner, BLS Car Rental

One thing I wish I knew earlier in my entrepreneurship journey is that cash flow is more important than revenue.

When I first started BLS Car Rental, I was obsessed with growing our fleet and increasing bookings. More cars meant more revenue, right? But I quickly learned that revenue is meaningless if your cash flow is a mess. We had months where bookings were high, but delayed payments, unexpected repairs, and slow-moving cars tied up cash—putting the entire business at risk.

If I could go back, I'd prioritize profitability over growth in the early years—focusing on lean operations, faster receivables, and maintaining a financial buffer for emergencies.

Another lesson? Customer experience is your most powerful marketing. Instead of spending heavily on ads, we earned loyal clients by making sure every rental felt easy, transparent, and reliable. Those clients became our best promoters.

Laura Kosmorsky

Co-Founder, Tied Sunwear

The biggest lessons I wish I had known earlier in my entrepreneurship journey is the importance of finding the right partners and building a community around your brand. When I first started Tied Sunwear, I focused so much on the product itself getting the right fabric, the perfect design that I underestimated how much time and effort would go into nurturing relationships with people who truly believe in what you're building. Whether it's manufacturers, investors, or customers, having people who share your vision makes all the difference. The other thing I wish I had realized sooner was how crucial it is to lean into your unique strengths and trust your instincts. I've always been passionate about both fashion and sun safety, but when I started, I was worried about whether these two could truly coexist in a product. Once I embraced the idea that I could marry these passions into something that not only looks good but is good for your skin, that's when everything clicked. I wish I had trusted myself more early on instead of doubting if I was being too niche or too specific. Finally, it's been eye opening to learn how essential customer feedback is, especially when it comes to product development. People are so much more willing to tell you what they truly want and need than you might think. Our customers, especially those with sensitive skin or concerns about skin cancer, have shaped the way we approach our designs. Listening closely to their feedback and learning from their experiences has made our product even better and has built a stronger connection with our community. If I had known these things earlier, I think the journey would have felt a lot less overwhelming and a lot more fulfilling. The key is knowing when to ask for help, trusting your vision, and listening closely to the people you're creating for.

Maurizio Petrone

Founder & CEO, PressHERO

Having built multiple successful digital ventures over the past 15 years, including my current company PressHERO, there are several insights I wish I'd grasped earlier in my entrepreneurial journey.

First, perfection is the enemy of progress. I spent months fine-tuning my first business website before launch, when I should have focused on getting a minimum viable product to market faster. Start with the basics and improve based on real customer feedback.

Second, your network is your net worth, but in ways you might not expect. Beyond just sales prospects, your professional connections become your mentors, collaborators, and often lifelines during tough times. I've learned to invest in relationship-building before I need anything in return.

Third, cash flow management trumps revenue. In my early days running Win Big, we had impressive top-line growth but faced constant stress due to poor cash flow planning. Now I maintain at least six months of operating expenses in reserve and carefully monitor our burn rate.

Fourth, your time is your most precious resource - delegate everything that isn't in your zone of genius. I used to handle everything from bookkeeping to social media. Today, I focus primarily on strategy and growth while empowering my team to manage day-to-day operations.

Lastly, and perhaps most importantly, success rarely follows a linear path. There were moments when I considered giving up, especially after algorithm updates hit our SEO results hard. But these setbacks often forced innovations that made our business stronger. Resilience and adaptability matter more than initial success.

I'd be happy to elaborate on any of these points or share specific examples from my journey building digital businesses.

Mona Hovaizi

Founder & CEO, Gaux

As a business owner, one of the most important lessons I've learned is how crucial it is to balance the immediate demands of running a business with the long term vision. Early in my entrepreneurial journey, I was so focused on short term survival that I often neglected strategic planning and long term growth. This kind of approach can feel necessary when you're just starting, but over time, I realized that the most successful businesses are those that can anticipate future needs and plan accordingly. One thing I wish I had known earlier is the importance of creating a strong support system. In the beginning, I thought I had to do everything myself. This is common for many entrepreneurs who are passionate about their ideas, but what I've learned is that building a team and seeking mentorship early on can make a world of difference. A strong network of advisors and employees can not only share the load but also bring fresh perspectives that might save you from mistakes or missed opportunities. In addition, I wish I had understood earlier how vital it is to build a brand that aligns with my values from the outset. Too often, businesses rush to scale before they've figured out who they really are and what they want to stand for. If I had taken more time to develop my brand's story and mission early on, I would have built stronger customer loyalty and avoided some of the struggles that come with trying to pivot later. Establishing clarity about your values and mission gives you a clear path forward. For business owners is that thinking about the long term impact of your decisions is crucial, even in the early stages. Building a support network and focusing on your brand identity early will save you from unnecessary setbacks down the road. Whether you're just starting out or are already established, keeping a balance between short term goals and long term planning can set you up for greater success.

Gary Edwards

Owner, Voceer

Looking back, I wish I had understood how central marketing is to every other business activity. Here are the lessons I would share with any new founder:

Define the customer problem in one clear sentence. If you can't explain the problem simply, marketing later will be costly. Build your own communication channel early, usually an email list. Relying on ever-changing social-media algorithms weakens control over reach. Show the work, not just the finished product. Sharing process and progress builds trust at a fraction of the cost of paid advertising. Design a small, well-described segment first. A hundred enthusiastic customers generate more sustainable growth than a thousand indifferent ones. Budget equal time and money for crafting the offer and for explaining it. A strong product buried under unclear messaging will stall. Treat every touchpoint as part of the brand. Support replies, invoices, packaging, and onboarding screens either strengthen or weaken credibility. Track one core metric that reflects value delivered (e.g., repeat-purchase rate) and let it guide decisions. Outsource execution when needed, but keep customer insights and positioning in-house. They are strategic assets, not line items.

Dr. Jasveen Singh

Pediatric Dentist & Owner, Pediatric Dentistry And Beyond

I wish I had understood how much of business ownership depends on clarity, not clinical skill. You can be the best pediatric dentist in town, but without clear systems, expectations, and boundaries, you invite burnout. Early on, I said yes to everything. Weekend calls, last-minute reschedule, and asks outside my role. It didn't build loyalty. It built confusion. When I started defining policies and training the team to follow them, patient satisfaction improved, and so did my peace of mind.

I also wish I had invested in leadership development sooner. Running a dental practice isn't about being the boss. It's about building leaders around you. One hygienist stepping up to manage scheduling freed ten hours a week. One assistant trained to oversee sterilization improved efficiency across every chair. Small shifts create big returns when you trust your team and give them structure.

Another lesson. Protect your energy. Pediatric dentistry demands patience. If you walk in exhausted from financial stress or mismanaged staffing, kids feel it. Parents feel it. Your team mirrors it. Now I block time every week for strategy, not treatment, because growth doesn't happen in the operatory. It happens when you look up, notice the patterns, and make changes before problems grow.

You don't need to do everything. You need to lead with intention, protect your time, and build a system that works without you. That's how you scale. That's how you stay in this for the long haul.

Sean Swain

Company Owner, Detroit Furnished Rentals LLC

As a business owner who's managed everything from limousine services to short-term rentals, I wish I'd understood earlier how critical it is to pivot quickly when situations become unsustainable. When two of our rental properties developed serious issues – a landlord poaching our guests and a problematic neighbor harassing clients – we initially tried to make it work. The turning point came when we finally decided to leave both properties and find better locations, which immediately improved our guest satisfaction and bookings.

I also wish I'd known the power of automation from day one. Initially, I was handling everything manually – from guest communications to cleaning schedules. Implementing AI-driven tools transformed our operations by automating review responses, personalizing check-in instructions, and optimizing our marketing. This reduced my workload while actually improving the guest experience.

Something that surprised me was finding untapped niches in the market. When we first started, we experimented with renting individual rooms under $50/night, unsure if there was demand. That "test" resulted in 100% occupancy rates. Don't be afraid to experiment with unconventional approaches – sometimes the most profitable opportunities exist where others aren't looking.

The biggest lesson? Use your personal funds strategically but cautiously. Traditional funding was challenging despite good credit, so I funded our initial growth myself. While risky, this allowed us complete control over our business direction and forced us to be extremely disciplined with expenses. When we eventually secured external funding, we'd already built a proven model that could scale effectively.

Frank Sturm

CEO, Green Ace Lawn Care

I wish I'd known earlier just how important it is to truly understand the individual needs of each lawn. When I first started GreenAce Lawncare, I thought if I followed standard fertilization schedules and mowing techniques, that would be enough. However, I quickly realized that each lawn has its own story different soil, varying sunlight, unique grass types and those factors demand customized care. It was a game changer to approach each project with a personalized plan, just as homeowners take pride in their homes, they want their lawns to reflect that care too. In the beginning, I didn't fully appreciate how critical building trust with customers was. Sure, I had the technical know how, but the real success came when I listened to what people truly wanted: a healthy, vibrant lawn that made them proud. One of our customers, Sarah from Boston, shared how she spent years feeling embarrassed by her patchy yard, but after just a couple of months with our team, she couldn't stop inviting her neighbors over to admire her lawn. It's those personal stories that make the hard work worth it. Another lesson I learned the hard way was the value of being proactive. It wasn't enough to react to issues when they arose. Instead, anticipating challenges whether it's seasonal changes or addressing lawn stress allowed me to take preventative measures. Homeowners today expect that level of care and attention to detail. They don't just want a service they want a partner who truly understands the long term health of their landscape. It was also crucial for me to realize that running a lawn care business wasn't just about doing the work I had to educate people. I had to show them why proper fertilization, mowing, and watering made such a difference, not just in how their lawn looked, but in how sustainable it was. For example, many homeowners don't realize the impact of overwatering or using harsh chemicals. By focusing on eco friendly practices and customer education, GreenAce has been able to build a strong relationship with our community, making their lawns healthier and their environmental footprint smaller.

Derek Pankaew

CEO & Founder, Listening.com

One thing I wish someone had told me earlier in my entrepreneurial journey: Your brain is not your most important asset—your nervous system is.

When I was younger, I thought building a business was all about brainpower. Strategy. Hustle. Reading the right books. Outthinking the competition. But no one talks about what happens when you're three years in, sleep-deprived, over-caffeinated, and operating from a place of constant low-grade panic.

I used to make business decisions from this wound-up, tunnel-vision state and thought it was just "pressure making diamonds." In reality, my dysregulated nervous system was narrowing my thinking, making me reactive, and causing me to second-guess smart bets or chase short-term fixes. I'd misinterpret signals, overcompensate in the wrong directions, or burn out teammates without realizing it—because I was running hot all the time.

It wasn't until I started learning about somatic regulation—literally, how to calm my body and widen my window of tolerance—that things started to click. Long walks. Breathwork. Tracking how certain meetings physically impacted me. Not in a woo-woo way, but in a "this is how your brain actually regains access to critical thinking" way. Once I stopped living in fight-or-flight, I could actually be the kind of leader I thought I already was.

We spend so much time optimizing tools, funnels, systems—but barely scratch the surface on optimizing the operating system, which is our body. I wish I'd known earlier that being a regulated founder isn't a luxury. It's a strategy.

Betsy Pepine

Owner and Real Estate Broker, Pepine Realty

I wish I understood sooner that leadership gaps show up everywhere: retention, performance, morale.

In the beginning, I focused on growth through marketing and hustle. I built systems, tracked leads, and poured energy into productivity. But growth started revealing cracks. I made quick hires without clear expectations. I avoided tough feedback conversations. I assumed people would be motivated by the same things I was. That was a mistake. I started investing in leadership coaching. I studied communication, alignment, and trust. I began leading with clarity and consistency. The shift was slow, but it changed everything. People started stepping up. Culture improved. Results followed.

I also learned to track the right numbers, not just the easy ones. Revenue feels good, but profit, retention, and response time are better signals. When I started measuring performance at a deeper level, I made better decisions. I adjusted training, shifted priorities, and improved how we supported the team. Data removed the guesswork. It helped me lead with confidence instead of reacting out of stress.

I built a better company when I stopped managing tasks and started leading people. That lesson came later than I wanted, but I live by it now.

Renata Lutz

Founder and Photographer, The Portrait Mama

No one tells you how personal entrepreneurship gets. You think you're starting a business, but you're also confronting your fears, your worth, and your limits. I wish I knew how much my mindset would shape my results. Talent wasn't the gap. Belief was. Once I stopped playing small and stopped waiting for permission, everything shifted. The bookings came. The brand grew. But only after I did.

I wish I had learned to sell with confidence earlier. I tiptoed around pricing, softened my language, and over-explained my value. That energy pushed away the clients I wanted most. Selling is part of service. If your work carries weight, you must present it with strength. Clients respect clarity and decisiveness. You don't need to beg them to see your worth. You need to see it yourself first.

Saying no became my most powerful growth tool. In the beginning, I accepted every inquiry. Some underpaid. Others ignored boundaries. A few drained my energy for weeks. Now I turn away from anything that doesn't align. You build a real business when you stop working for validation and start working with intention.

Start before you feel ready. Show your face. Hire support. Build systems. Raise your rates. Everything you want requires bold action. Not someday. Today.

Milan Kordestani

CEO, Ankord Media

As a 4x startup founder who began entrepreneurship at 12, I wish I'd understood the value of brand coherence earlier. When launching Ankord Media, I initially spread our messaging too thin across various services. Once we simplified our narrative to "bridging brilliance and impact," our conversion rate on initial consultations jumped by 30%.

I wish someone had told me how critical user research truly is. At Milan Farms, I initially created products based on my assumptions rather than customer needs. After implementing structured user interviews and bringing an anthropologist onto our team at Ankord, our product-market fit dramatically improved and client retention increased by 40%.

The importance of design-thinking surprised me. For years I viewed design as merely aesthetics rather than problem-solving. When we shifted to making it central to our process at Ankord Media, incorporating it from strategy through execution, our clients' average ROI improved measurably and our referral rate doubled.

I underestimated how transformative proper time management would be. Early on, I tried to handle everything personally. After implementing our current project structure with dedicated Project Managers and clear Monday/Friday client updates, we completed projects 35% faster while improving quality. Your systems matter more than your individual effort.

Damon Wu

Founder, Slipintosoft

Reflecting on my journey with Slipintosoft, there are several key insights I wish I had understood sooner. Firstly, the importance of a robust supply chain can't be overstated. Early on, I underestimated how critical stability and efficiency are in supply chain management—any hiccup can ripple through your entire business, affecting customer satisfaction and brand reputation. Now, my approach emphasizes strong partnerships and constant adaptation to market changes.

Secondly, the power of digital branding is transformative. Initially, I focused heavily on product quality, assuming that alone would drive success. But in today's digital age, how we present ourselves online plays a crucial role. Crafting a compelling narrative and making deep connections with customers through digital channels can set a brand apart, leading to lasting loyalty.

Customer feedback, too, is a goldmine that I didn't fully leverage from the beginning. Listening to customer needs and preferences has been instrumental in refining our products and services. It's more than just addressing complaints; it's about evolving based on real-world insights.

Lastly, sustainability isn't just a buzzword—it's a cornerstone of modern business. While I’ve always had sustainable practices in mind, integrating them fully into our operations from day one would have given us a unique advantage earlier.

Carl Dugan

CEO & Founder, Viking Roofing

When I first started Viking Roofing, I didn't fully grasp the importance of understanding the return on investment (ROI) in marketing. I spent a significant amount of money on various marketing strategies, trying to attract new customers, but it wasn't always clear which methods were truly paying off. At the time, I focused on expanding our reach without enough focus on measuring the results. I learned over time that not every marketing channel works for every business. What works for one company may not be the best fit for another, and this became especially clear as we began growing and refining our approach.

I wish I had started tracking my marketing efforts more carefully from the very beginning. By measuring ROI, I could have identified which channels were most effective and focused on refining those. Instead of spreading resources across a broad range of marketing tactics, I could have narrowed my focus to those that brought the best returns, saving both time and money. It wasn't just about spending money to be visible; it was about spending wisely and investing in strategies that resonated with our target customers.

Building Viking Roofing has been a lesson in continuous learning. I've found that understanding your marketing ROI is just as important as the quality of the service you offer. It's easy to get caught up in the excitement of growth, but being strategic and data-driven is what drives long-term success. If I had paid more attention to the effectiveness of my marketing from the start, I could have made smarter decisions earlier, ultimately leading to even greater success.

Corey Hassett

CEO & Founder, Freedom Recovery

When I first embarked on this journey with The Freedom Center, I quickly realized how crucial time management would be to our success. Looking back, I wish I had understood earlier just how important it is to prioritize tasks effectively. As the Executive Director, I often found myself juggling multiple responsibilities, from building relationships with referring providers and local government leaders to ensuring we delivered top-quality care. It wasn't until later that I understood how vital it is to delegate tasks and trust the team around you. Saying no to some things, even if they seemed important, was something I learned the hard way.

Growing a business in the behavioral health and substance use disorder field presents its own unique challenges. In our case, we needed to focus on both the growth of The Freedom Center and our mission of providing accessible care to those in need, regardless of their financial situation. Balancing these priorities while managing the day-to-day operations required a sharper focus on time management and knowing where to spend my energy.

What I've learned along the way is that it's not about doing everything yourself. Building a strong team, relying on others, and setting boundaries with your time will help you stay focused on what truly matters. In the end, effective time management not only helps you grow your business but also ensures that you stay true to your mission and vision.

Lauren Hammer

Founder & Lead Organizer, Revive My Spaces

I wish I had known earlier just how important it is to embrace the journey of trial and error. As a business owner, you often think you need to have everything figured out right from the start, but the reality is that every mistake is an opportunity for growth. When I first launched Revive My Spaces, I was overly focused on perfecting the process before taking the leap. I now understand that perfectionism can hold you back, especially when it comes to entrepreneurship. Another lesson I learned the hard way is the power of building a supportive network. Early on, I tried to do everything myself, thinking it would be more efficient or cost effective. What I didn't realize was that having the right people in your corner whether that's through mentorship, partnerships, or simply a team of trusted colleagues can make all the difference. With the right support, you can accelerate growth, tap into new ideas, and avoid burnout. I also wish I had fully grasped the importance of truly listening to your customers from the very beginning. At first, I thought I knew exactly what my clients needed, but it wasn't until I spent more time understanding their struggles and what truly mattered to them that I saw how I could serve them better. Customer feedback is crucial, and building a business around their needs instead of what you think they need is key to long term success. Finally, I didn't realize how integral it would be to balance my passion for the business with the technical side. Yes, I had a strong vision and purpose, but it wasn't until I became more focused on the logistics, systems, and financial aspects that things really started to fall into place. Building a business is as much about the emotional connection you create with your clients as it is about solid planning behind the scenes. Now, I make sure that I'm continuously evolving both the emotional and operational sides of Revive My Spaces.

Arlo Davis

Founder & CEO, Vanswe Fitness

Reflecting on my entrepreneurial journey with Vanswe Fitness, I can pinpoint a few key insights I wish I'd known from the start.

Firstly, the immense value of customer feedback. Early on, I'd focus more on what I thought customers needed rather than directly engaging with them. Connecting with your audience can refine your offerings and ensure you're meeting real needs rather than assumed ones. This approach helped Vanswe continually improve our products based on genuine user experiences.

Secondly, building a strong team is non-negotiable. I initially underestimated the benefit of surrounding myself with a diverse group of professionals. Having people who can challenge your ideas and bring innovative solutions made all the difference for Vanswe as we scaled our operations.

Finally, patience is more than a virtue—it's essential. The road isn't always smooth, and growth often takes longer than expected. Embracing this reality, while continually learning and adapting, keeps motivation high and fosters sustainable progress. Would love to discuss if you'd like to delve deeper into any of these points!

Keaton Kay

Founder & CEO, Scale Lite

After acquiring and operating multiple service businesses, I wish I'd understood earlier how critical it is to document every process immediately. At Valley Janitorial, we reduced the owner's operational time by 70% simply by creating clear SOPs and systems—changing them from constant firefighting to strategic leadership in just six months.

The biggest wealth trap for entrepreneurs is mistaking revenue for success. One business I worked with was bringing in $3M annually but barely breaking even due to operational inefficiency. We implemented workflow automation that reduced administrative overhead by 40% and drastically improved their enterprise value—far more important than top-line growth.

I underestimated how technology would transform blue-collar businesses. When we helped BBA athletics automate their disconnected manual systems, they saved 45 hours weekly in administrative tasks. This wasn't just about efficiency—it literally open uped their ability to scale nationwide by eliminating the operational ceiling.

Your company's value isn't determined by your current revenue but by how well it runs without you. We've seen 30%+ valuation increases in under a year just by transitioning from owner-dependent chaos to documented systems. Build your business as if you'll sell it tomorrow, even if you never plan to.

Samir ElKamouny

Founder & CEO, Fetch & Funnel

What I wish I knew earlier is that execution trumps ideas every time. My father was brilliant with concepts but struggled to bring them to life. When I founded Fetch & Funnel, I learned that a mediocre idea executed flawlessly outperforms a brilliant concept poorly implemented.

Crisis periods reveal the true DNA of your business. During COVID-19, we helped a luxury apparel client pivot their messaging to acknowledge customer realities, resulting in an 800% ROI when most competitors were cutting budgets. The lesson? Adapt quickly when markets shift instead of clinging to "business as usual."

Productivity isn't about managing your time—it's about understanding others. I spent years focusing on my own efficiency until I realized my team was constantly waiting on me. Implementing what I call the "30-minute rule" (adding buffer time between tasks) transformed our agency's output because I stopped being the bottleneck.

The financial freedom entrepreneurs seek comes faster when you're genuinely obsessed with customer success. Our agency has scaled by focusing relentlessly on client outcomes rather than our services. When we helped an electric skateboard company achieve their biggest sales month ever during a pandemic, we weren't selling marketing—we were delivering financial change.

Francis Daniels

Founder & CEO | TurfPro, Turf Pro

Starting TurfPro was one of the hardest yet most rewarding decisions I've ever made. If I could go back and give my younger self some advice, it would be to truly embrace the importance of building relationships, not just with customers, but with suppliers and employees too. I spent too much time in the beginning obsessing over the technical details of lawn care mowing heights, fertilization schedules, and the perfect turf treatments when what I should have been focused on was the personal touch. Lawn care isn't just about getting the perfect green lawn it's about creating trust with the people who rely on you to care for their property. A friendly, approachable attitude goes a long way, especially when things don't go as planned. One thing I wish I had known earlier is how much the mindset of homeowners around lawn care is shifting. More and more people want a beautiful, well kept lawn but with less environmental impact. I've seen a lot of homeowners realize that a lush lawn doesn't have to mean a huge water bill or harmful chemicals. We use sustainable, eco friendly fertilization techniques that give customers the lush lawn they crave while being mindful of the environment. It's become a cornerstone of our approach, and we've seen how it helps build long lasting trust with people who care about the future of their lawn and the planet. There's always a learning curve, especially when you're dealing with something as unpredictable as landscaping. Some clients want immediate results, while others are more patient and appreciate the gradual improvement. I've found that understanding your client's expectations and educating them about what to expect and when is key. This is where our brand's origin story truly shines my dad ran a fertilization company for over 30 years, and I learned from him the importance of setting realistic timelines and delivering consistent results. There's one customer I think about often. They had a lawn that was barely recognizable patchy, dry, and full of weeds. After just a couple of rounds of our treatment plan, they saw the transformation and became some of our most loyal clients. Now, their neighbors ask them what their secret is, and the pride they take in their lawn is palpable. When you can turn a lawn into something people are proud of, you're not just providing a service, you're providing a solution that impacts the whole neighborhood. That's why I do what I do.

Seann Malloy

Founder & Managing Partner, Malloy Law Offices

I wish I'd realized sooner how critical it is to STRATEGICALLY LEVERAGE CONNECTIONS. I started off on the wrong foot, unable to find enough steady work as a tutor and spending hours cold-calling and advertising without much to show for it. What I hadn't realized was that one warm introduction to a well-connected local business owner would open floodgates of high-value introductions. For example, after I joined a local chamber of commerce, I met a real estate broker who sent me three clients who wanted estate planning, which brought in $15,000 of revenue in two months. If I had established those relationships early, it would have saved me a lot of time and hassle.

Another takeaway is the power of MAKING THE RIGHT CONNECTIONS to address specific problems. When I wanted a decent case management system, I spent $5,000 on software that wasn't right for us. Connecting with a tech consultant on a legal network led me to a custom solution that literally saves me hours of work a week. My advice? Actively seek out mentors, join professional groups, and nurture relationships with purpose—those connections can transform obstacles into opportunities.

George Kunatz

Owner, George's Floofing Friends

When I first started George's Floofing Friends, I wish I had known just how much the little things like timely communication and clear expectations would impact both my business growth and customer satisfaction. In the early days, I was so focused on the big picture: creating a service that was trustworthy and efficient. But I quickly realized that pet parents really needed consistent, clear updates about their dog's walks, especially when they were balancing busy work schedules. It became clear that these simple touches sending a quick text, or better yet, a photo of their dog enjoying a walk built trust and gave them peace of mind. I also wish I had known just how critical it would be to build relationships within the community, not just with my clients but also with other local businesses and neighbors. I've found that when you're working in an urban area, having that local network can make all the difference. For example, working with nearby parks or even local vets has led to strong partnerships that not only support my service but also increase my visibility. Building that sense of community was something I couldn't have anticipated, and it has been a key element in growing the business. Another lesson I learned was the importance of flexibility. Many of the pet parents I serve have unpredictable schedules or last minute changes. What started as a rigid schedule turned into a service that adapted to their needs, offering early morning or evening walks to accommodate work schedules, or last minute bookings when someone had to work late. This flexibility has helped me stand out from other dog walking services, showing that I truly understand the challenges of being an urban professional with a pet. Lastly, I wish I had trusted my instincts about the kind of service I wanted to offer. When you're starting out, there's a lot of pressure to fit a specific mold or follow what others are doing, but I'm so glad I stuck to my vision: providing a personal, neighborhood focused service that not only cares for dogs but also fosters community connections. My business has grown because I stayed true to my mission and focused on offering what works best for both the dogs and their owners.

Chris Brewer

Managing Director, Best Retreats

Cash flow is king, but relationships are the kingdom. I was so focused on revenue – chasing every dollar, tweaking listings, grinding SEO – that I didn't see how much partnerships and trust drive the game. Early on, I pissed off a retreat owner by posting an uncensored review without a heads-up. It tanked a potential collab that could've opened doors to backlinks and referrals. If I'd built a rapport first, like grabbing a coffee and talking straight, I'd have saved months of hustling for those connections. My advice: prioritize people. Vendors, customers, even competitors. A solid network's worth more than a quick buck, and it's what keeps you afloat when shit hits the fan.

Chase McKee THF

Founder & CEO, Rocket Alumni Solutions - Touch Hall Of Fame

As the founder of Rocket Alumni Solutions, I wish I'd known that real community building begins with listening, not talking. Early on, I obsessively focused on data and metrics while forgetting the human stories behind them. When we shifted to conducting in-person interviews and interactive feedback sessions with our school clients, we tripled our active user community and fueled our 80% year-over-year growth.

I also wish I'd understood that risk is inevitable, but should be calculated and mission-aligned. We took a significant gamble allocating budget to build prototypes for an untested market segment beyond K-12 schools. That experiment paid off tremendously, securing us long-term relationships in corporate lobbies that became a major revenue stream.

Trust is the true currency of business relationships. I now make it a personal priority to stay connected with clients after implementation, providing real updates on how our interactive displays affect their communities. This approach of showing visible ROI doubled our referral rate and significantly increased re-engagement from former leads who initially passed.

Finally, I wish I'd recognized earlier that culture drives stability. When every team member feels heard and valued, they bring authentic passion to client interactions. This mindset shift at Rocket Alumni Solutions directly improved our weekly sales demo close rate to 30%—potential clients can sense when a team genuinely believes in what they're building.

Rob Gundermann

Owner, Premier Marketing Group

I wish I'd understood the value of a proper customer findy process earlier. During my first few years, I'd dive straight into building websites before fully understanding clients' business models and growth bottlenecks. Now I start every project with structured interviews and data analysis, which has dramatically improved retention rates and referrals.

The power of niche specialization came as a revelation. When I focused exclusively on service businesses like HVAC companies and auto shops, my conversion rates jumped from around 15% to over 40%. Their challenges are remarkably similar, allowing me to refine solutions that consistently deliver results rather than reinventing the wheel with each client.

One surprisingly effective strategy was implementing targeted landing pages instead of one-size-fits-all websites. For a local CDL training school, creating specific landing pages for different driver certifications increased their qualified leads by 187% within 60 days. The specificity resonated far better than their previous generic approach.

Balancing customization with scalable systems took years to master. I initially created everything from scratch for clients, working insane hours for modest returns. Now I operate with proven frameworks and conversion-optimized templates that I can quickly customize, delivering better results while maintaining work-life boundaries and higher profit margins.

Sonji Huerta

Founder, Crochet Craze

One thing I wish I'd known sooner is how powerful it is to build a habit and structure for learning, even in business. When I first started Crochet Craze, just setting aside 15–30 minutes a day to research, test stitches, or tweak content created consistent momentum—my early progress and creativity skyrocketed compared to just waiting for "big bursts" of inspiration.

Also, sharing even small, imperfect projects builds authenticity and a loyal following. My first scarf and dishcloth tutorials (which were far from perfect) received the most comments and engagement, simply because I documented how I worked through tension issues and “frogged” mistakes. This real-time transparency resonated, especially with beginners who appreciated someone admitting what didn’t go right.

Finally, I underestimated the value of community feedback loops. Joining crochet forums and going to one local workshop literally changed my content calendar—the tips and challenges shared there directly led to my highest-traffic posts. Don’t create in isolation; let your “audience” shape what you deliver, even if you’re still learning yourself.

Jeff Mains

Founder and CEO, Champion Leadership Group

I'm Jeff Mains, Founder of Champion Leadership Group. I've built five companies and helped other founders scale theirs. But if there's one thing I wish I had learned earlier in my entrepreneurship journey, it's this.

That just because you can do it all doesn't mean you should.

Because like a lot of founders, I started out wearing every hat— product, marketing, sales, operations. And for a while, that worked. But what I didn't see early enough was the hidden cost of doing everything myself. That I wasn't just burning time but also bottlenecking growth, slowing down decisions, and keeping others from stepping up.

It took me too long to learn that scaling a business isn't about being the smartest person in the room but rather about building a room full of people who can own outcomes without needing your fingerprints on everything. Once I let go of the idea that delegation meant lowering quality, everything changed. I had more space to think, the team had more room to lead, and the business moved faster because it wasn't waiting on me.

If I could go back, I'd remind myself that control and impact aren't the same thing. You don't scale by doing more but by doing less of the right things, and trusting others to run with the rest.

Zuzana Shogun Valekova

Co-owner, Mr. & Mrs. Shogun

The Impact of Inner Work on Business Success

"I wish I had realized sooner how deeply our inner world shapes the way we lead and grow a business. Early in my journey, I believed success depended mostly on strategy, productivity, and hard work. I didn't see how much my subconscious fears—like the need for approval, fear of rejection, discomfort with boundaries, and a strong desire for external validation—were silently driving my decisions. For example, I would overdeliver in client relationships, not from generosity, but from a fear of not being enough. It led to burnout and blurred lines. I thought I had a business problem, but what I really had were emotional patterns showing up in a business context.

Sometimes, what we need isn't another strategy session, but support that helps us go deeper—mentoring, coaching, or therapy can all play a huge role in that. For me, having tools I could use on my own, in quiet moments of reflection or during times of urgency, made a huge difference. These tools—self-help resources designed for moments between coaching sessions or when challenges arise—helped me explore the deeper layers of my inner world, offering powerful questions, reflective guidance, and emotional clarity. If I had embraced such tools earlier in my journey, I would've built with far more confidence, ease, and a clearer sense of direction—no longer feeling like I had to "fix" the business, but instead, embracing growth and transformation from the inside out."

Nikita Sherbina

Co-Founder & CEO, AIScreen

Looking back, I realize how much time I spent trying to appeal to everyone, thinking a broader audience would mean more success. But that just spread me too thin and muddled my message. Once I zeroed in on a specific niche, everything started to click—my marketing became sharper, and customers felt like I truly understood them. I also wish I'd sought out mentors earlier. I thought I had to figure it all out on my own, but connecting with experienced entrepreneurs gave me insights I couldn't have found elsewhere. Financially, I jumped in without a solid cushion, which made every setback feel like a crisis. Having some savings would have eased that pressure and allowed for more thoughtful decisions. And perfectionism? It held me back. Waiting until everything was "just right" delayed progress. Embracing a mindset of launching, learning, and iterating based on real feedback made all the difference. These lessons, though learned the hard way, have been invaluable in shaping my business journey.

Paul Roscioli

Chiropractic Physician, Owner, Main Line Disc

When I started Rehab2Wellness, I wish I had known that passion alone wouldn't carry the weight of building a sustainable business especially in a field where every client is trusting you with their health, their movement, and sometimes their hope. I spent years mastering physical therapy, but learning how to run a wellness business how to balance clinical care with operations, marketing, and community trust was a journey of trial and error. What I now understand is that healing people isn't just about what happens in the clinic. It's about listening deeply, communicating clearly, and building systems that support every step of their recovery. Early on, I assumed that if I worked hard enough, people would just find us. But people in pain don't have time to search endlessly for help they need someone to meet them where they are. That's why we shifted our entire model to focus on personalization and whole body wellness. I remember a client named Sarah, who came in post surgery, frustrated and emotionally drained after months of discomfort. What helped her most wasn't just a treatment plan it was being seen as a whole person. Today, she's hiking again. Those are the moments that make every challenge worth it. I also learned that success isn't just measured in numbers, but in how many lives return to freedom and movement. Rehab2Wellness became more than a clinic it became a space where people take back control of their health. Our blend of physical therapy and wellness routines gave people like James, a retired teacher, the ability to chase his grandkids again. That's what drives us every day. If I could offer one thing to anyone beginning their entrepreneurial path in healthcare, it's this Your purpose has to be bigger than your profession. Ours is helping people live pain free and fully present in their lives and everything we do is built around that mission.

Jeff Burke

CEO, Jeff Burke & Associates

I wish I understood earlier how much time leadership takes away from production. In the beginning, I spent every hour trying to be the top producer by showing homes, writing offers, and negotiating deals. What I failed to see was the long-term cost of doing everything myself. Delegating felt like a risk. Hiring felt like a cost. But the truth is, you don't grow until you remove yourself from the bottlenecks.

I also wish I learned sooner that culture beats tactics. You can copy a system, script, or software. But you can't replicate a team that trusts each other, shows up for each other, and executes with consistency. Early on, I focused too much on lead gen and conversion rates. I didn't put enough time into training people, aligning values, or holding standards. That slowed growth more than any market shift ever did.

The best move I made was staying deeply involved in the community. Being local isn't enough. You have to know the schools, the roads, the people who make the town run. Every event, every handshake, every honest conversation made our business stronger. That kind of trust builds over the years. It's not marketing. It's commitment. If I'd invested earlier in leadership, culture, and community, we'd have scaled faster and with less stress. But you learn by doing, and you earn the business you build.

Fei Chen

Founder & CEO, Intellectia.Ai

Having led Aurora Mobile to a successful NASDAQ IPO and now building Intellectia.AI, I've learned lessons that would have saved me countless sleepless nights early in my journey.

First, perfection is the enemy of progress. In my early days, I obsessed over making everything flawless before launch. Now I know that getting a viable product to market and iterating based on real user feedback is infinitely more valuable than endless internal refinement.

The power of focus was another expensive lesson. At Aurora, we initially tried to tackle multiple markets simultaneously. Eventually, we learned that dominating one niche first would have given us a stronger foundation for expansion. Now at Intellectia.AI, we're laser-focused on democratizing financial intelligence through AI before considering any adjacent opportunities.

I wish I'd understood earlier that your first idea probably isn't your best idea. Aurora's initial business model was completely different from what ultimately succeeded. The key is to stay nimble and listen to the market. When we noticed mobile developers struggling with analytics, we pivoted - that pivot led to our billion-dollar valuation.

Perhaps most importantly, I wish I'd known that culture eats strategy for breakfast. Early on, I focused almost exclusively on technology and market fit. Now I realize that building the right team and fostering a culture of innovation and resilience is what truly determines long-term success.

Finally, the importance of mental health and work-life balance cannot be overstated. In my first venture, I thought working 100-hour weeks was a badge of honor. Today, I understand that sustained success requires a well-rested, clear-thinking leader.

I'm happy to expand on any of these points or share more specific examples from my journey from software engineer to entrepreneur.

Edgar Kleydman

Founding Member, Kaya Bliss Dispensary

I wish I knew earlier how critical it was to build community ties before opening. When launching Kaya Bliss in our old Brooklyn stomping grounds, we finded that connecting with neighborhood businesses and residents first created incredible goodwill that no marketing budget could buy.

The permitting delays with our Department of Buildings taught me to always have a Plan B ready. Instead of just waiting, we pivoted to virtual education events and local partnerships, which built our audience before we even opened our doors.

I'd have invested more in employee empowerment from day one. When we had punctuality issues with staff, I finded that flexible scheduling solved the problem completely. Happy employees create the luxury experience our customers expect, and our team's enthusiasm sells more products than any display ever could.

Don't underestimate the power of your personal story. Being transparent about my background and our commitment to social equity has resonated deeply with customers. This authenticity differentiated us in a crowded cannabis market and attracted partners who share our values - something I never anticipated would be such a business advantage.

Jason Blair

President, Aastro Roofing Company

As the owner of a roofing company that's completed hundreds of residential and conmercial projects in one of America’s toughest climates, I learned fast how critical it is to seriously invest in customer education. Early on, I thought quality builds would speak for themselves—turns out, homeowners and facility managers who understand their roofing system become our best advocates, ask better questions, make smarter investments, and dramatically reduce costly callbacks. We baked this into our process by adding pre-job walkthroughs and after-action reports, which not only improved our 5-star review count (now over 400) but also slashed warranty claims.

Another big shift for me was realizing the value of customizing our services around local climate needs—not just offering “standard” solutions. South Florida hurricanes destroy generic roofs, so we started suggesting stronger systems, premium coatings, and energy-efficient options. That led to more referrals from other business owners, especially after we restored a historic commercial property by balancing hurricane resistance with architectural legacy—preserving history while reducing the owner’s maintenance costs.

If I could go back, I’d double down on building transparent, educational relationships with customers and tackle hyper-local problems head-on instead of chasing generalized “growth” tactics. That trust and specificity built our reputation far more effectively than advertising ever did.

Callum Gracie

Founder, Otto Media

I wish I knew that saying yes to everything slows you down.

In my early days, I took on every client, every project, thinking more work meant more growth. But all it did was stretch me too thin and blur the focus.

The real shift came when I started saying no. No to the wrong fits, rushed timelines, or stuff that didn't align. That's when Otto Media started growing properly - on our terms.

Took me a year too long to learn that concentration isn't a luxury, it's survival.

Giovanni Randello

Owner, Gold Coast Pontoon and Jet Ski Tours

Wish I'd understood earlier that flexibility beats fixed infrastructure every time. When people started tampering with our equipment at permanent storage locations, I built a custom floating pontoon instead of doubling down on security. This mobile solution not only solved the tampering problem but unexpectedly became our competitive advantage - allowing us to operate from multiple locations while competitors remained anchored to one spot.

Learning proper maintenance scheduling made all the difference. My background working on farms taught me that daily preventive care saves you from massive breakdowns later. We prep everything the night before - boats cleaned, equipment checked, routes planned - which means our customers never experience delays while we scramble to fix avoidable issues.

The biggest revelation was that authentic passion translates directly to profit. When we genuinely get excited about customizing experiences - like suggesting the perfect fishing spots or adding unexpected perks for no extra charge - customers feel it and become loyal advocates. This natural enthusiasm has built us a solid base of regulars who bring their friends, which beats any marketing campaign I could have invested in.

Wish someone had told me that solving your own frustrations creates the best business ideas. We started simply because my mates and I couldn't find anyone offering both jet skis and pontoons in one package. That simple observation - "no one on the Gold Coast is doing this" - turned into our entire business model and continues to guide our growth.

Gaurav Gupta

CTO & Head of Marketing, Allo Health

One thing I wish I had internalized earlier in my entrepreneurship journey: clarity is more powerful than hustle.

In the early years, I assumed progress was directly proportional to the number of hours I worked or the volume of tasks we shipped. But over time, I've learned that thoughtful prioritization — knowing what not to do — makes all the difference.

Clarity in who you're building for, which problems are truly worth solving, and how your team plays to win — that's what compounds. Without it, even the hardest working teams can burn out chasing the wrong things.

Another lesson I've come to respect: systems and culture outlive individual brilliance. You can't personally scale your way through every problem. But if you build good people systems, values, and rituals early, they become the engine that drives sustainable growth.

Looking back, I'd tell my younger self — "Don't just work harder. Zoom out often. Seek clarity. Build systems. And surround yourself with people you trust deeply."

That shift in mindset has helped me become a better builder, operator, and leader — especially in high-stakes, zero-margin-for-error spaces like healthcare.

Andrew Franks

Co-Founder, CarInsurance.Claims

Relying solely on someone else's playbook often misses the nuances of what makes a strategy successful. Instead of mimicking tactics, focus on understanding customer behavior and adapting approaches. Imagine constructing your own customer experience map. This involves stepping into your customers' shoes to walk through their journey from discovery to purchase and beyond. It sheds light on what truly resonates with them, allowing personalized adjustments to fit your particular market context. This method can be more insightful than generic tactics because it captures real-world interactions in your unique setting. It's about aligning with principles that connect deeply with your clientele while creatively adjusting strategies to fit your business's evolving landscape.

Anupa Rongala

CEO, Invensis Technologies

One of the most overlooked truths in entrepreneurship is that growth often hides in discomfort. Early on, there was a tendency to gravitate toward familiar skills—building, fixing, executing. But real progress came from embracing the uncomfortable: asking for help, making unpopular decisions, walking away from revenue that didn't align with long-term vision. Success wasn't just about scaling operations—it was about scaling judgment.

Another realization came from observing that leadership isn't about having all the answers, but about creating an environment where the best answers can emerge. Building a company isn't a solo climb—it's a continuous exercise in listening, adjusting, and letting go of ego. That shift in mindset changed everything: how people were hired, how trust was built, and how sustainable growth was achieved.

Ryan T. Murphy

Sales Operations Manager, Upfront Operations

Twelve years working alongside founders and CMOs—from early startups to 12,000-employee powerhouses—I kept seeing the same mistake: people underestimate how much broken systems and bad data quietly kill momentum. Early on, I wasted months untangling messes that could’ve been prevented with even the simplest automation or process fix. The companies that grew the fastest weren’t the ones chasing the hottest trend, but the ones who obsessed over fixing their leaks and tracking the right numbers day one.

One example: At a midsize SaaS firm, I ripped out a labyrinth of duct-taped spreadsheets and glued-together tools, consolidating everything into a single, clean CRM. Three months later, their sales cycle was 28% shorter, and revenue gains followed. Most folks wait until chaos hits to care about ops—by then, you're already bleeding out. Build your backend right from the start and revisit it obsessively, instead of treating operations as an afterthought.

Second, don’t underestimate your ability to move fast. More than once, a client was convinced a system/process overhaul would take quarters, but we mapped, tested, and shipped the biggest changes in days. For example, I once rebuilt an entire sales workflow during a long weekend, which let their reps close 17% faster within a month. Most teams slow themselves down out of habit, not necessity.

Finally: if you can speak both “tech” and “business,” you’ll never be out of a job. Bringing marketing, sales, and ops folks into the same room (even virtual) to translate between them is worth more than any certification. That cross-functional trust is the hidden rocket fuel behind sustainable growth.

Yancy Forsythe

Owner, Missouri Valley Homes

I wish I had known earlier that growth doesn't come from doing everything yourself—it comes from building systems and trusting others to help execute them. In the beginning, I thought being involved in every task meant better control. In reality, it led to burnout and bottlenecks.

Once I started creating repeatable processes and delegating with clear expectations, the business became more efficient and scalable. It also gave me more time to focus on high-level strategy and revenue-generating opportunities.

If I could go back, I'd focus less on hustle and more on structure from day one. Working smarter beats working harder every time.

Ant Liang

CEO, Promax

Reflecting on my journey as the CEO of Promax, there are a few things I wish I'd realized sooner.

First, the importance of embracing failure as a learning tool. Early in my career, I viewed setbacks as obstacles. Now, I see them as stepping stones for growth. Failures taught me resilience and innovation, two things any entrepreneur needs in spades.

Second, the significance of building a strong team cannot be overstated. Expertise is essential, but passion and a shared vision are what truly drive success. Surrounding myself with people who believed in our mission as much as I did proved invaluable.

Third, don’t underestimate the power of networking. Creating genuine connections helped me leverage new opportunities and gain insights that propelled our business forward. The right partnership can be transformational.

Lastly, patience and perseverance are fundamental. Instant success is a myth. Understanding that growth takes time has helped me stay focused and aligned with my long-term goals.

If you'd like more insights or to explore these topics further, feel free to reach out.

Aspen Noonan

CEO, Elevate Holistics

Looking back on my entrepreneurial experience, the biggest thing I wish I had known earlier was to keep it simple. I attempted to do everything myself early on and was bogged down in the details that weren't moving the business forward. It all shifted when I understood that releasing and automating the back-office tasks freed me up to do what was most important: take care of our customers and grow the business.

The other valuable learning was regarding embracing the value of data. At first, I did not understand how much customer insights, usage tracking, and pattern observations could influence our choices. Now, I rely significantly on data to make data-based decisions. Data keeps me on my toes, from customer feedback to product performance and market observations.

Lastly, I wish I had known how crucial networking is sooner. Networking is not so much about prospective customers, but about learning from people, listening to people's thoughts, and building relationships that can help one another's success. I've witnessed how a good network of like-minded individuals and professionals can generate new leads, as well as provide solace in difficult times. Business can be isolating at times, but it's worth it with a good community.

Saralyn Cohen

CEO & Founder, Able To Change Recovery

Looking back on my journey as an entrepreneur, one thing I wish I had understood more deeply at the start was the importance of creating a solid foundation for my business. When I founded Able To Change Recovery, Inc. in 1999, I was deeply focused on providing a facility that truly understood the needs of both clients and their families. While I had a clear vision, I didn't initially pay enough attention to the legal aspects of running a business. Issues like contracts, intellectual property, and business structures seemed like something I could address later, but I quickly realized how crucial these details are to avoid costly mistakes.

If I had known sooner, I would have made sure to consult with a lawyer much earlier in the process. Legal challenges can be expensive and time-consuming, and they can take away from the energy and focus needed to grow a business. Setting up solid legal structures from the beginning not only helps protect the business but also builds credibility and trust with clients, staff, and partners.

As I became more involved with the National Council on Alcoholism & Drug Dependency and the Sober Living Coalition of Orange County, it became clear to me that the legal framework surrounding a business is as important as the work itself. Ensuring that the business complies with regulations and has the right legal protections in place will save time and resources down the road. My advice to entrepreneurs starting out would be to prioritize legal matters early on, so you can avoid the frustrations and expenses that come with overlooking them.

Georgi Petrov

CMO, Entrepreneur, and Content Creator, AIG MARKETER

One thing I wish I knew earlier in my entrepreneurship journey is the importance of cash flow management. Early on, I was focused on growth and scaling, but I didn't fully grasp how crucial it is to manage cash flow effectively—especially when you're starting out. Having a clear understanding of when and where money is coming in and going out can make or break a business, even if you're making a lot of sales.

Another key lesson was delegating early. I tried to do everything myself, thinking it would save money, but I quickly realized that hiring the right people or outsourcing tasks is essential to grow. It allows you to focus on the big-picture strategies and business development rather than getting bogged down in daily operational tasks.

Lastly, I underestimated the importance of building a solid network. You need more than just a good product or service; you need connections with people who can provide support, advice, and partnerships that drive your business forward. Looking back, I wish I had invested more in building those relationships earlier.

These lessons have shaped how I approach my business today and have been key to maintaining sustainable growth.

Andrew Osborne

Owner, Ozzie Mowing & Gardening

One thing I wish I knew earlier was how important it is to set clear boundaries around your time and the types of jobs you take on. In the early days of Ozzie Mowing & Gardening, I took every job that came my way, thinking that saying yes to everything would help grow the business faster. What actually happened was I burned myself out and stretched my team too thin, which impacted the quality of work. It wasn't until I leaned into my 15 years of industry experience and trusted the systems and knowledge I'd built up that I started to focus on the jobs that truly matched our strengths. That shift allowed me to build a reputation for high quality, reliable service and win a customer service award.

A great example was a large-scale garden revitalisation project where the client was stressed and overwhelmed after several other businesses failed to deliver. I knew from years of hands on work and my horticulture certification exactly how to diagnose the soil problems, choose the right plants for the microclimate, and design a layout that brought structure back to the space without making it feel rigid. That job ended up leading to three more referrals and showed me how valuable it is to work within your zone of expertise. Had I still been saying yes to every small odd job, I never would've had the capacity to take it on properly.

Alex Cornici

Marketing & PR Coordinator, Flow Digital

I really wish I'd understood the importance of networking much earlier. When I started out, I was so focused on getting the operational stuff right that I overlooked building relationships. You won't believe how many doors can open when you make the right connections! It's not just about swapping business cards; it’s about genuine conversations and finding mutual interests that can lead to partnerships or opportunities that you'd never expect.

Another thing that would've been a game-changer is getting comfortable with delegation. Early on, I tried to do everything myself, thinking it was saving money. Big mistake! It just burned me out and slowed down our growth. Learning to trust your team with key tasks frees you up to focus on strategic planning. Trust me, it’s a learning curve, but it’s crucial for scaling up without losing your mind. So go out there, connect, and trust your team; it can really make a massive difference.

Nicole Gallicchio-Elz

Chief Operations Officer, Elz Fractional Partners

One thing I wish I knew earlier in my entrepreneurship journey is how critical it is to have the right people in the right seats—and that delegation isn't a sign of weakness, it's a strategy for growth. I spent too much time trying to wear every hat, thinking that being hands-on meant I was being efficient. In reality, it slowed me down and limited my company's potential. When I started hiring not just for skill, but for alignment with our goals and values—and trusted those team members with real responsibility—that's when everything started to scale. Delegation gave me the space to focus on strategy, relationships, and the bigger picture. I just wish I had embraced that mindset sooner.

David Fritch

Attorney, Fritch Law Office

After 40 years of owning my law and CPA practices, I wish I'd understood earlier that the client relationship always trumps technical expertise. When I left Arthur Andersen to focus on small businesses, I assumed my accounting knowledge would drive success. Instead, it was learning to translate complex tax and legal concepts into practical advice that actually built my business.

Documentation systems are worth their weight in gold. Early on I wasted countless hours recreating client questionnaires for each new bankruptcy or estate planning client. Once I developed standardized intake forms like our lawyer questionnaire system, we saved 5-7 hours per client while delivering more thorough service. This single operational change increased our capacity by nearly 20%.

The power of specialization can't be overstated. For years I tried to be all things to all clients - handling everything from business formation to bankruptcy. When I finally narrowed my focus to areas where I truly excelled, like helping small business owners maximize profits while working less, both my income and satisfaction increased dramatically.

Never underestimate how much time you'll spend on business development versus doing the actual work. I assumed expertise would naturally attract clients. Reality check: I spend roughly 30% of my time on client acquisition. Embracing this reality instead of fighting it has been key to sustaining my practices through multiple recessions.

Timothy Brooks

CEO & Co-Founder, Synergy Houses

What I wish I had known earlier in my journey as an entrepreneur is the value of patience. When I started Synergy, I was driven by my own experience with addiction and recovery, and I had a deep desire to help others. But in the beginning, I was eager to see quick results and make an immediate impact. I quickly learned that building something sustainable takes more time than I had anticipated. Success doesn't happen overnight, and while ambition and passion are crucial, I came to realize that the real work lies in staying consistent and persistent, even when growth feels slow.

The process of building a business and helping others through recovery is long, often challenging, and filled with setbacks. Early on, I found myself frustrated with the pace at times. What I didn't fully understand then is that slow, steady growth creates a strong foundation. If I had known sooner that the most significant success comes from sticking with it day after day, even when things feel stagnant, it would have made those tough moments easier to handle.

One of the core values I built Synergy on was accountability, and I believe that same principle applies to entrepreneurship. In both business and recovery, it's about doing the work consistently, even when results aren't immediate. The foundation I've built with Synergy is strong, and I've learned that in both life and business, it's the daily actions that add up to long-term success. I now share this lesson with others, especially those I work with at Synergy, so they can embrace the process and understand that the results will follow in time.

Randy Kunik

CEO & Founder, Kunik Orthodontics

When I look back on my journey as both a doctor and CEO of Kunik Orthodontics, one of the key lessons I wish I had known earlier is the importance of a comprehensive financial plan. Early in my career, I was so focused on growing the practice and providing the best care for my patients that I didn't give enough attention to the long-term financial aspects of the business. I concentrated on immediate goals like increasing patient numbers, but I didn't allocate enough resources for things like taxes, insurance, and investments in future growth.

Having a solid financial plan from the start would have helped me better manage cash flow, avoid financial pitfalls, and ensure that we were prepared for the challenges that come with scaling a business. I've since learned that building a sustainable financial strategy is just as important as being a skilled clinician and leader. It allows a business to grow more smoothly, maintain stability, and position itself for long-term success.

Financial planning isn't just about numbers, it's about ensuring the practice can continue evolving with the advancements in orthodontics. As we've embraced new technologies and techniques, having a strong financial foundation has allowed Kunik Orthodontics to stay ahead of the curve, invest in staff training, and provide top-tier patient care.

For anyone starting their entrepreneurial journey, I would strongly recommend focusing on financial planning from the beginning. It's a crucial aspect that ensures both stability and the ability to seize opportunities for growth down the road.

Joel Butterly

CEO & Founder, InGenius Prep

When I reflect on my entrepreneurial journey, one of the most important lessons I wish I had learned earlier is the power of focusing on a clear niche. Early on, I believed that appealing to a broad audience was the best way to grow a business. I tried to cast a wide net, thinking that by serving everyone, I could capture a larger share of the market. Over time, I realized that without a defined niche, it was difficult to create offerings that resonated deeply with any particular group.

At InGenius Prep, we learned the value of narrowing our focus and concentrating on helping students identify their core competencies and passions. By zeroing in on a specific audience, students looking for a tailored path to higher education, we were able to fine-tune our programs and messaging. This focus made it easier to build a strong brand identity and an authentic connection with our students, which ultimately led to deeper loyalty and stronger results.

It became clear that specializing in something specific, rather than trying to be all things to all people, allows a business to stand out. Our niche gave us the clarity needed to develop more targeted services that cater to the unique needs of our clients. It's not about limiting yourself; rather, it's about building a reputation in a specific area where you can excel. By focusing on what we do best, we've been able to help thousands of students achieve their educational dreams.

In hindsight, I wish I had embraced this idea of focusing early on in my journey. It would have saved time and resources while allowing me to build a stronger foundation for success.

Matt Bowman

Founder, Thrive Local

I wish I'd known earlier to create a SUSTAINABLE BUSINESS PLAN IMMEDIATELY. I kept hearing stories about startups that built exceptional products with no revenue strategy until they reached massive user bases. These exceptional cases are outliers, not the standard path. Their route requires extraordinary endurance, drains considerably more financial resources than anticipated, and leaves you without direct feedback from clients who actually pay for your solution.

The business world taught me that without clear monetization plans, you're building on shifting ground. While countless entrepreneurs fixate on growing their audience, successful companies begin by addressing specific problems customers will fund from day one. My best decisions happened when I stopped obsessing over growth figures and started focusing on delivering genuine value. Your REVENUE FRAMEWORK isn't something to consider later—IT'S THE FOUNDATION that determines your financial runway, competitive advantage, and ultimately, your company's sustainability in today's demanding business environment.

Chase Mckee

Founder & CEO, Rocket Alumni Solutions - Digital Record Board

I wish I'd known that humility combined with agility outperforms raw genius every time. When one of our early interactive display features was failing, I was personally attached to it. Scrapping it was painful but freed resources to develop our flagship donor wall product that ultimately drove our success.

Authenticity builds stronger donor relationships than polished messaging. When we started sharing both victories and challenges with our community, donor engagement skyrocketed. This vulnerability counterintuitively strengthened trust—our donor retention increased dramatically when people saw the real journey behind our mission.

Diverse perspectives are your early warning system against market blindspots. Inviting critics with different backgrounds to evaluate our recognition software helped us quickly refine our product. This approach prevented numerous costly mistakes and ensured our platform resonated across various user segments.

The most transformative insight? Consistent gratitude outperforms persistent asks. When we shifted from solicitation-focused campaigns to personalized appreciation (short videos, custom updates showing impact), our return donation rate jumped by 25%. Our $3M+ ARR largely stems from making donors feel geniinely valued rather than constantly pursued.

Lisa Martinez

Founder, TX Cash Home Buyers

One thing I wish I knew? That being too scared to invest into marketing can actually hold you back. I used to not spend anything. Telling myself I'd invest "once things got better." But growth didn't really happen until I flipped that mindset. Even small, intentional investments in visibility can make a big impact. It's not about having a big budget, it's about being willing to bet on yourself.

Arvind Rongala

CEO, Edstellar

In the beginning, there was an assumption that building a great product or service would naturally attract customers. But the real challenge wasn't creation — it was communication. Learning to articulate value clearly, to the right audience, in the right context, made more difference than any technical breakthrough. The earlier that truth is understood, the less energy is wasted chasing the wrong metrics.

Another lesson came from underestimating the emotional toll of decision-making. As the business grows, the choices get heavier — not because they're more complex, but because they impact people's lives and livelihoods. No one really prepares for that weight. The shift came when leadership became less about having answers and more about creating space for the right questions to be asked. That changed everything.

Brandon Aversano

CEO, The Alloy Market

One of the largest lessons that I learned along the way as an early-stage entrepreneur was that timing is everything. You will hear people always say, "It's about the idea," but the timing can destroy or save a business. I had a couple of ideas back in the beginning that I rammed too fast, too early, before the market was quite ready. It is important to understand when to start, when to scale, and when to back off. Had I delayed until the right time to move forward with a few of the ideas, the outcome would have been entirely different.

Another thing that I wish I had learned sooner was the actual cost of acquiring customers. It's simple to become enamored with growth at any expense, but the truth is that you must have a solid understanding of the cost to acquire and maintain customers from day one. It's not about dollars in marketing; it's about time, energy, and the human capital invested in relationship building. I was too customer-acquisition-oriented too early without knowing the long-term expense to resources, and it made scaling more difficult than it could have been unnecessarily.

Lastly, the value of persistence in the face of failure cannot be overemphasized. There were hundreds of times when I had unforeseen issues in front of me. Rather than letting the setbacks throw me off, I learned the art of turning rapidly in a new direction, adapting, and moving ahead. Entrepreneurship doesn't happen linearly, and the faster you acquire the art of pivoting, the higher your success rate will be. The strength of perseverance, even when you feel like you're banging your head against walls, is one of the best things I should have known earlier.

Ryan Hetrick

CEO & co-founder, Epiphany Wellness

I wish I had known earlier in my journey how important it is to focus on creating a positive customer experience. As an entrepreneur in the behavioral health industry, I've learned that providing great care and service isn't enough on its own. Building strong relationships with both clients and staff is crucial. It's not just about offering a service; it's about ensuring that the people we help feel valued, heard, and supported in their journey. In the recovery field, where trust is essential, creating an environment where people feel comfortable and confident in their treatment can make all the difference.

If I could go back, I would have placed even more emphasis on investing in customer service from the very beginning. It's something that pays off exponentially in the long run. In my experience, customers who feel genuinely cared for are far more likely to return and recommend your services to others. It builds not just loyalty, but also a sense of community.

At Epiphany Wellness, we focus on offering the best treatment strategies and ensuring our staff are empowered to help clients achieve lasting recovery. Building a strong, supportive culture was a priority, but focusing on customer experience from day one would have made that journey even smoother.

Natalia Lavrenenko

UGC manager/Marketing manager, Rathly Marketing

Things don't fall into place—you have to push for every win. I thought hard work would be enough, but timing, pricing, and who you know matter more than people admit. Building a team that actually cares takes longer than you think. You're not hiring roles—you're building a crew that backs your vision on the bad days too.

Nobody's coming to save you. No platform, tool, or agency can replace knowing your customer inside out. You have to test, fail, then fix fast. And protect your energy like it's money—because burnout kills momentum faster than any bad quarter.

Gary Bregani

Owner, Willowbrook Plumbing & Heating

When I first launched my business, I often had my sights on the bigger goals like landing top-tier clients, raking in important revenue, and expanding operations. At that stage, the challenges come at you both mentally and emotionally. You're wrapped up in a whirlwind of tasks, second-guessing every decision, and fretting about the future of your attempt.

In retrospect, recognizing the small victories like your first sale, the positive feedback from customers, the day you go live with your website, or the moment you finish your official business registration is essential. I didn't realize it back then, but these small wins are important. They fuel your momentum, improve your confidence, and reconnect you with your initial passion for starting the attempt.

Early on, it's easy to ignore these milestones, brushing them off as trivial. But, I've learned that celebrating these moments is like a pat on the back. It's an important strategy for maintaining drive and acknowledging ongoing progress. Every little achievement stacks up, laying a strong foundation that primes you for bigger successes.

James Shaffer

Managing Director, Insurance Panda

That growth hides rot. That's what I wish someone had told me earlier.

Everyone talks about scaling, optimizing, expanding. No one tells you that the same revenue spike you celebrate might be covering up sloppy margins, broken systems, or bad hires. You think you're winning. You're actually bleeding from places you're too distracted to look.

When InsurancePanda.com started gaining traction, I thought we were on fire. Traffic was up, quotes were up, commissions were up. What I didn't see was the inefficiency under the hood. Poor lead segmentation. Useless traffic from low-converting sources. Affiliate partners who were dragging down the brand. It took a crisis—literally a dropped ranking and a pissed-off advertiser—for me to realize we'd been flying with loose bolts.

I should've been obsessed with retention earlier. With lifetime value, not one-off wins. With what made people stick, not just click.

Entrepreneurship rewards speed, but punishes blind momentum. The faster you go, the more pressure you put on every weak point. And unless you stop and inspect, you won't see the cracks until something breaks that you can't fix.

Here's the truth: not all growth is good. Some of it is a mask. The sooner you learn to rip it off and stare at what's underneath, the better your odds of building something that actually lasts.

Sean Smith

Founder, CEO & ex Head of HR, Alpas Wellness

As an entrepreneur in the healthcare space, particularly in mental and behavioral health, I've learned a valuable lesson that I wish I had known earlier: the importance of not overworking yourself. In the early days of developing Alpas, I believed that relentless work would guarantee success. I quickly realized, however, that taking care of my own well-being was just as essential as the work itself. The mental and physical toll that constant overwork can have on you is real. Without proper rest, your ability to make thoughtful decisions, be creative, and lead effectively is compromised.

Entrepreneurship is a marathon, not a sprint. It took time for me to understand that I needed to allow myself space to recharge. The energy and clarity that come from rest have been crucial to my ability to keep moving forward with purpose. Balancing work with moments of recharging has made me not only more productive but also more innovative in how I approach challenges.

In the healthcare field, especially in the mental health sector, burnout can quickly lead to a diminished ability to help others. I've learned that by taking care of myself, I am better equipped to help those who rely on the care and services we provide at Alpas. It's about recognizing that long-term success is built on a foundation of well-being, both personally and professionally.

Brian Chasin

CFO & co-founder at SOBA New Jersey, SOBA New Jersey

One of the things I wish I had realized earlier in my career is the true power of networking. Throughout my journey, from launching a student-housing project at Coastal Carolina University to structuring complex deals for Soba New Jersey, I learned that success isn't only about your individual expertise or the business strategies you implement; it's just as much about the people you connect with along the way. Had I known sooner the value of building strong relationships with other business owners, investors, and professionals in various industries, I believe many challenges could have been alleviated or even avoided.

Networking provides invaluable access to resources, partnerships, and mentorship. Early on, I faced obstacles with raising capital and negotiating deals that might have been smoother if I had simply reached out to peers who had walked a similar path. Connecting with others can open doors to advice, insights, and solutions that might otherwise be hidden. When you surround yourself with a network of trusted professionals, it can drastically reduce the learning curve and speed up your decision-making process.

I've learned that it's essential to lean on others who have navigated the same challenges, whether in real estate, financing, or business development. I wish I had understood that a little earlier, how powerful it is to ask for advice or guidance from someone who has been through it before. At times, I tackled problems in isolation that might have been more manageable with the input of a trusted network. Now, I make a conscious effort to reach out and stay connected with my peers, understanding that growth doesn't happen in a vacuum, and collaboration is often the key to overcoming the toughest obstacles.

In the end, networking isn't just about getting something, it's also about giving. By offering support and sharing my own experiences with others, I've found that building relationships is a two-way street, and that openness fosters long-term success for everyone involved.

Taryn Pumphrey

President, Ledger Lift

The one thing I wish I knew earlier in my entrepreneurial journey is how crucial it is to get the right financial systems in place from the start. As a business owner, it's easy to get caught up in the excitement of growth and sales, but neglecting the foundation of solid bookkeeping can lead to a lot of stress down the road. Early on, I spent too much time scrambling to catch up with tax filings and financial reports instead of focusing on growing my business. If I had set up streamlined, reliable systems for managing taxes and monthly bookkeeping, I would have saved countless hours and avoided many headaches. The most valuable lessons I learned is that a business doesn't just need someone to handle numbers they need someone who can take the time to explain and clarify how those numbers impact their overall strategy. Clients of mine often tell me they had no idea how much clarity they were missing about their financials before they started working with me. For example, one startup I worked with had struggled with cash flow issues for months before realizing they were making poor decisions due to lack of visibility into their financial health. After we implemented a clear, consistent monthly reporting system, their cash flow problems were drastically reduced. If I could go back, I'd also prioritize tax planning a lot earlier. The first few years of my business, I did my taxes myself, and while it saved a bit of money upfront, it cost me more in the long run with penalties and missed deductions. Knowing what I know now, I would have sought expert advice sooner to ensure I was on top of every opportunity to maximize tax benefits and minimize liabilities. A solid tax strategy doesn't just keep you compliant, it can also help position your business for future growth. Starting out, I didn't realize how valuable bookkeeping could be as a tool for decision making. I thought it was just about getting the numbers right for tax time. But once I understood how bookkeeping helps you make informed decisions and spot potential issues before they snowball, I saw it as an essential part of running a business. Good bookkeeping isn't just a back office task it's a vital part of your business strategy that helps you stay ahead. Whether it's keeping tabs on your cash flow or monitoring expenses, it gives you the real time insights you need to make smarter decisions and avoid costly mistakes.

Nathan Barz

Financial Advisor, Management Expert, SEO Founder and CEO, DocVA

I look back and wish at the start I had known you can't do it all. I tried to do everything myself in the beginning which proved to be unsustainable. Delegating is not about giving up control it is about trusting your team and letting them take the stage. Also I didn't value our team as much as I should have. Although I had a finance background I didn't realize how important cash flow is; it is not just about the bottom line but having the resources to run day to day. I used to get caught up in the details, in perfection but I see now that done is better than perfect. We launch, we learn, we improve perfection is the enemy of the good. At Barclays I learned the value of relationships but as a founder I have seen how they fuel growth. The right connections can open any door you didn't know you had. Also I have come to see that marketing can't be an afterthought. The best product will go nowhere if no one knows it is there, a solid marketing strategy turns a great idea into a trusted brand. Failure is a part of the job. I have made my fair share of mistakes but each has been a lesson in leadership. Finally balance is what I thought was the least important but in fact is the most. I used to think that working yourself into the ground was the only way to succeed, now I see that taking care of myself makes me a better, more present leader. These lessons were hard earned but they are what I live by in my role today.

Dr. Rosanna Gilderthorp

Clinical Psychologist & Director, Know Your Mind Consulting

As a Clinical Psychologist who launched Know Your Mind Consulting after experiencing severe pregnancy sickness while trying to maintain my NHS career, I wish I'd known that evidence matters more than trends. HR departments initially wanted "feel good" mental health workshops, but I saw these weren't driving retention or reducing burnout for working parents.

What transformed our business was focusing relentlessly on measurable outcomes. When I showed HR directors research proving that job satisfaction drives retention and productivity (Oswald et al., 2015), they became willing to invest in our specialized perinatal mental health services instead of ineffective lunchtime yoga classes.

I also wish I'd acceptd my personal story earlier. Initially, I downplayed my own experience with HG and mental health struggles as "unprofessional." When I started openly sharing how this shaped my understanding of workplace parental support, our client base at Bloomsbury PLC and similar organizations grew significanrly. Your unique challenges are often your greatest business differentiator.

The most counter-intuitive lesson was learning that narrowing your focus dramatically expands your impact. By specializing exclusively in perinatal mental health rather than general wellbeing, we developed expertise that competitors couldn't match. This specialization helped us secure partnerships with organizations desperately trying to reduce the 25% of employees who consider leaving during early parenthood.

Josh Qian

COO and Co-Founder, LINQ Kitchen formerly BestOnlineCabinets

As a business owner, I wish I had understood earlier the importance of building a strong network and community around my brand. Connecting with other entrepreneurs and industry experts can provide invaluable insights and support that can help navigate challenges more effectively. I also wish I had prioritized customer feedback from the start. Listening to what customers truly want can guide product development and marketing strategies in ways that drive growth.

Will Yang

Head of Growth & Marketing, Instrumentl

Revenue can be misleading. Not every dollar earned is a step forward. Taking on clients who don't align with your core values or target market may offer short-term gains, but they can create long-term issues. They might demand more customization or intensive support, which drains resources and shifts focus away from your key audience. This distraction can slow growth and dilute your brand's impact.

Adopt a client segmentation strategy to identify and prioritize who truly contributes to your vision. You can use a framework like the Pareto Principle, also known as the 80/20 rule. Identify the top 20% of clients or segments who generate 80% of your profits. Focus on them. This tailored attention not only helps streamline operations but also strengthens your position in the market. It enables you to develop deeper relationships with your best clients, enhancing loyalty and scaling your business sustainably.

Kym Tolson

Therapist Coach, The Traveling Therapist

As a therapist who transformed my practice into a digital nomad lifestyle while creating multiple income streams, I wish I'd known earlier that building to sell from the start is essential. When I created my insurance billing course and membership community, I didn't initially design systems and documentation for someone else to run them—now I have 15 income streams but struggle to hand off operations because I didn't create proper SOPs.

Creating documented systems is crucial even in the excitement of launching something new. My biggest breakthrough came when I started recording video walkthroughs of my processes for team members rather than just explaining tasks verbally, which reduced my workload and allowed me to travel while maintaining my business.

Budget discipline transformed my entrepreneurial journey. Initially, I'd spend whatever I wanted without much thought, resulting in expensive mistakes that threatened sustainability. Setting strict travel and business budgets helped me scale my revenue while living as a digital nomad between luxury properties.

Team building turned out to be my greatest challenge. Managing people doesn't come naturally to most of us who start therapy practices, but delegating effectively is the biggest lever for growth. I finded that when something went wrong in my business, it usually wasn't the team member's fault—it was my failure to create clear systems for them to succeed.

Soumya Mahapatra

CEO, Essenvia

One thing I wish I had known earlier on was how important scaling my team would be. Especially as I am working in the tech sphere with a primarily online and dispersed workforce, at first I did not understand the importance of hiring on more people in order to expand. I think it's an easy mistake to make, where as a small business owner you are trying to save money where you can, and if your team is working smoothly you assume you can save some money on labor hours even as you start pulling in more revenue. I do think this held us back a bit. Once I realized maintaining a smaller team was holding back our potential as a company and hired on more people, the fast growth we saw in the months after made it clear how important scaling can be.

Jazz Su

Digital Marketing Manager, Shewin

Looking back at my entrepreneurial journey, particularly when I launched my virtual product website and grew it from 8,000 RMB to 300,000 RMB, there are several crucial insights I wish I'd known from day one.

First, perfection is the enemy of progress. I spent countless hours trying to perfect my website's design before launch, when I should have focused on getting a minimum viable product out there and iterating based on real customer feedback. This approach would have saved me both time and resources.

The power of data-driven decisions cannot be overstated. Initially, I made choices based on gut feelings, but everything changed when I started religiously tracking metrics. For instance, analyzing customer behavior patterns helped me increase our conversion rate by 40% within three months.

One of my biggest revelations was the importance of building systems early. In the beginning, I was doing everything myself - from marketing to customer service. When business suddenly picked up, I was overwhelmed. Now at Shewin, we have clear processes for everything from quality control to customer communications, allowing us to handle over 100,000 pieces of clothing daily.

Cash flow management is another critical lesson. I learned the hard way that having a profitable business doesn't automatically mean having cash available. Setting aside emergency funds and maintaining strict financial discipline helped us weather unexpected challenges, like supply chain disruptions during the pandemic.

Lastly, I wish I had understood earlier that building genuine relationships with suppliers and customers is more valuable than chasing quick profits. Our current success at Shewin largely stems from the strong partnerships we've built with over 100 quality partners.

I'm happy to provide more specific examples from my journey or discuss how these lessons apply to different business models.

James McNally

Managing Director, SDVH [Self Drive Vehicle Hire]

Early on, I didn't realize how much a clear business plan would shape success. I thought ambition and hard work would be enough for success. But having a solid plan helped guide decisions, reduce risk, and attract support when I needed it.

My experience taught me the importance of creating objectives that are grounded in reality. People often want to aim for the highest achievements without first understanding their market environment.

Burak Özdemir

Founder, Online Alarm Kur

I didn't realize how lonely it could get. Everyone talks about hustle and freedom, but not enough people talk about the silence that comes when you're in charge of everything. There's no one to tell you what to do or confirm you're making the right move. That can mess with your confidence if you're not ready for it.

I learned to build a small circle of people I trust, even if they're not in the same field. Just talking through ideas or venting now and then helped me feel less isolated. Having a business isn't just about skill—it's about staying steady, and that's easier when you're not carrying it alone.

Evan McCarthy

President and CEO, SportingSmiles

As a business owner, I really wish I had understood the power of delegation earlier in my career. I spent too much time trying to do everything myself, thinking it would save money or ensure things were done "right," but it only led to burnout and slowed growth. Once I started trusting my team and handing off tasks, not only did productivity improve, but the quality of work often exceeded my expectations. Delegation allowed me to focus on strategy and big-picture goals instead of getting stuck in the day-to-day grind. Looking back, learning to let go sooner would've accelerated both my business and personal growth.

Nick Drewe

Founder & CEO, Wethrift

Reflecting on my entrepreneurship journey with Wethrift, there are a few key lessons I wish I'd understood sooner.

First, understanding the immense value of data-driven decision-making is something I can't stress enough. Early on, I was more inclined to follow instincts without backing them up with robust data. In e-commerce, where consumer behavior patterns are gold, relying on comprehensive analytics from the onset could have accelerated my business growth significantly.

Another thing I'd have embraced earlier is the necessity of building a strong, diverse team. Initially, I believed in wearing multiple hats — contributing to marketing, development, and strategy. However, realizing the power of a team with specialized skills transformed our operations. Delegating tasks to people who are experts in their field not only lightened my load but also brought new dynamism to our strategy.

Moreover, emphasizing transparency in our business model was pivotal. From the start, being open about how Wethrift generates revenue through affiliate partnerships, rather than through ads or selling data, helped build trust with our consumer base. I learned that transparency isn't just a buzzword; it's a key factor in sustaining long-term customer relationships.

Pamela Elliott

Creative Director, Shewin

There’s no manual for entrepreneurship, but these lessons might have made the journey a bit smoother.

Firstly, undervaluing the power of a strong network was a mistake. In my early days, I focused primarily on perfecting our products at Shewin. But the relationships I've built as Creative Director have been invaluable in navigating challenges and finding opportunities.

Secondly, I wish I had embraced adaptability more. The fashion industry is a rapidly changing beast, and learning to pivot—as we did when introducing more sustainable practices—can be key to staying relevant.

Third, understanding financials beyond the basics could have saved some headaches. It’s not just about the revenue, but cash flow, profit margins, and strategic investments. The earlier you master this, the better.

Lastly, don't underestimate the value of self-care. Balancing long hours and maintaining personal wellbeing is essential. It took me a while to learn that the strength of my business is deeply interconnected with my personal resilience.

Jeremy Rivera

CEO, Terp Bros

I wish I knew earlier that your past doesn't have to define your future in business. After spending 11 years in and out of prison for cannabis-related offenses, I believed my criminal record would permanently block legitimate business opportunities. That mindset nearly prevented me from applying for New York's CAURD program, which ultimately granted me a license specifically because of my justice involvement.

The importance of physical space in retail can't be overstated. At Terp Bros in Astoria, we initially focused exclusively on product quality and compliance. What transformed our business was designing our dispensary as a welcoming communoty hub rather than just a transaction point. This approach has made us a destination in Queens where both first-timers and cannabis enthusiasts feel comfortable learning and exploring.

Finding the right business partner changed everything. My co-founder Al brings completely different strengths to our operation - his background in retail and community engagement complemented my construction management experience. This partnership allowed us to divide responsibilities based on our strengths rather than struggling to be experts at everything simultaneously.

The most valuable business lesson: having a social mission beyond profit creates sustainable growth. Our commitment to hiring justice-involved individuals and creating pathways in the cannabis industry has attracted loyal customers who share our values. This purpose-driven approach has directly contributed to our expansion to a second location in Ozone Park and our successful delivery service throughout Queens.

Alec Loeb

VP of Growth Marketing, EcoATM

I wish I had understood earlier how much clarity beats complexity. Early in my career, I chased too many metrics, tools, and tactics. I thought more channels meant more growth, but more often it meant more noise. The hard truth is that simplicity scales. When you align your message, product, and customer value in one direction, progress becomes visible and measurable. Every campaign should connect to one goal. Every channel should prove its worth or get cut.

Another thing I underestimated was how much team structure shapes growth. Great ideas don't matter if roles are blurred or if decisions slow down because nobody owns the outcome. I learned to prioritize people who want responsibility and reward those who take action. Building a team that shares outcomes, not tasks, made the difference between movement and momentum. Today, I look for teammates who can work without a script but still know when to ask the right questions.

Growth takes grit, but it also takes systems. Early mistakes taught me that no win is sustainable without one. A clean pipeline, clear KPIs, and direct feedback loops are more useful than clever branding or viral tricks. If I had built those earlier, I would have saved time, budget, and energy. Knowing what not to do is often more valuable than chasing what's next.

Daniel Haiem

CEO, App Makers LA

What I wish I knew earlier is that growth doesn't solve operational chaos—it amplifies it. In the beginning, I thought landing more clients or scaling faster would naturally smooth things out, but it did the opposite. If your systems are weak, your team unclear, or your offer shaky, scaling just exposes the cracks faster and louder.

I learned the hard way that you don't need more complexity—you need clarity. Clear scope, clear roles, clear processes. If you can't explain how your business runs in a few simple steps, you're probably winging too much. And when you're juggling everything as a founder, clarity becomes your only leverage. So yeah, I'd go back and tell myself: don't chase scale—chase structure. Build the machine first. Then turn up the volume.

Christoffer Arfert

Founder, Select Saunas

I wish I had known earlier that failure isn't the end — and that, it's actually the beginning of real growth. When I was just starting with my business, I was terrified of making mistakes. But the truth is, failure taught me more -than success ever did. Each misstep was a lesson in disguise, showing me what didn't work, which eventually pointed me toward what would.

I've come to accept that mistakes are inevitable. I used to take them personally—but over time, I've realized they're just part of the process — and the faster I could accept them, the faster I could move forward. Now, when something goes wrong, I try to look at it objectively. What can I learn? What can I do differently next time? That mindset shift has been everything.

Shantell Moya

Business Owner, Roof Republic

Start with your contracts, your cash flow, and your crew. Those three will either protect you or sink you. Early on, I underestimated how often change orders, unclear scopes, or delayed payments would cost time and money. You need strong paperwork from day one. Every agreement should be in writing. Every payment schedule should be clear. That one decision separates professionals from people who are guessing.

The second error I made was hiring for speed rather than for standards. Because a person can swing a hammer does not necessarily mean she or he knows quality. You want people who arrive on time, do what they are told, and are interested in the end result. And you want to train them your way. If you can't spare time to train, you can't spare time to grow. We sacrificed employment early on by hurrying jobs. Now we concentrate on getting the details right and allowing the results to speak for themselves.

Your name is all you have. In roofing, word of mouth moves faster than any ad. You earn trust by doing what you say. That means showing up when you said you would, fixing what needs to be fixed, and never making excuses. I learned that customers don't remember the weather or the delays. They remember whether you owned the job. If you lead with accountability and run your business by the numbers, you build something that lasts.

Arvind Rongala

CEO, Invensis Learning

One of the most important lessons learned too late was that clarity is more valuable than speed. In the early days, there was a constant push to act fast—launch quickly, hire rapidly, chase every opportunity. But speed without direction leads to burnout and wasted effort. It took time to understand that deliberate focus—on the right metrics, customers, and problems—creates a stronger foundation than reactive hustle ever could.

Another realization came from redefining success. Initially, it was all about revenue and headcount. But real progress showed up in less obvious places: the quality of decisions being made without direct involvement, the strength of the leadership bench, the consistency of customer outcomes. Building a business that doesn't rely on one person's energy every day—that's when it starts to become a company rather than just a project.

Robert Wagoner

President & Founder, Custom Container Living

Looking back on my journey from an 18-year-old homebuilder to founding Custom Container Living, there are several insights I wish I'd grasped earlier that could have accelerated my growth as an entrepreneur.

First, I've learned that innovation doesn't always mean inventing something completely new. When I started Custom Container Living, I wasn't creating homes from scratch – I was reimagining existing resources. Taking shipping containers and transforming them into beautiful, livable spaces taught me that sometimes the best business opportunities come from looking at existing things in a new way.

Another crucial lesson was understanding the power of controlled environments in business. In traditional construction, weather delays and site variables can wreak havoc on timelines and budgets. By moving our building process indoors, we eliminated many uncertainties. This taught me that sometimes the best way to solve a problem is to change the environment entirely.

Customer education is another aspect I wish I'd prioritized earlier. People often have preconceptions about container homes that don't match reality. I've learned to invest time in explaining our process, showing examples, and helping clients envision possibilities. This transparency has become one of our strongest selling points.

Perhaps most importantly, I wish I'd understood earlier that not every customer is the right customer. When we first started, we tried to accommodate every request, even when it didn't align with our strengths or business model. Learning to say 'no' to projects that weren't a good fit actually helped us serve our ideal customers better.

I'd be happy to elaborate on any of these points or share more specific examples from my experience in both traditional and container home construction.

Neda Hovaizi

Business Owner & Dentist, Lumiere Dental Spa

If there's one thing I wish I had known earlier in my journey as both a dentist and a business owner, it's that building a dental practice is just as much about creating trust and emotional comfort as it is about clinical excellence. When I opened Lumiere Dental Spa, my vision wasn't just to treat teeth it was to change how people feel about going to the dentist. I've met so many patients who carried fear and anxiety from past experiences. Understanding that emotional layer early on would have helped me craft an even more patient centered environment from day one. At Lumiere, we've created a space where patients not only receive top tier dental care but feel genuinely cared for. From advanced cosmetic treatments like veneers and smile makeovers to restorative services like implants and crowns, every solution is tailored to each patient's goals. One of my most memorable patients once told me after her smile transformation, You didn't just fix my teeth, you gave me my confidence back. That's the kind of impact I wish I had planned for sooner the ability to transform lives, not just smiles. What sets Lumiere apart is our holistic and luxurious approach to dentistry. I integrate modern technology with gentle techniques to ensure treatments are not only effective but also relaxing. Our patients often tell us how different their experience feels here more like a spa than a clinic. One patient, after her first cleaning, described it as "the most calming dental visit I've ever had." That level of comfort doesn't happen by accident it's built intentionally, every step of the way. Looking back, I would have invested earlier in building a team and space that fully aligned with my mission to make every patient feel seen, safe, and supported. Today, Lumiere Dental Spa is known not just for beautiful results, but for being a haven for those who once dreaded the dentist's chair. And that's a legacy I'm proud to continue, one smile at a time.

Neda Hovaizi

Clinical Director, Lumi Aesthetics

When I first embarked on my journey as the Clinical Director of Lumi Aesthetics, I was focused on delivering exceptional, non invasive aesthetic treatments that help clients feel more confident and comfortable in their own skin. What I wish I had known earlier was just how crucial it is to balance clinical excellence with strategic business planning particularly when it comes to patient experience, branding, and long term growth. It's not just about providing advanced treatments like Botox, dermal fillers, and CoolSculpting it's about how you make each client feel from the moment they walk in. I quickly learned that the heart of a successful aesthetic clinic lies in creating a space where people feel heard, understood, and cared for. At Lumi Aesthetics, our personalized consultations allow us to tailor treatments such as microneedling, laser skin therapy, and non surgical facelifts to the unique goals of every client. In hindsight, I would have invested even earlier in building a team and an environment that prioritizes patient comfort, safety, and a holistic approach to beauty. Another key lesson was the importance of staying at the forefront of technology and training. Our commitment to using the latest techniques whether it's precision contouring with CoolSculpting or achieving natural, youthful results through expertly placed injectables has been central to our clients' success stories. But maintaining that standard requires constant learning and innovation, something I now consider non negotiable. Finally, I've come to deeply appreciate the value of patient feedback and community trust. The glowing testimonials from our clients sharing how their treatments have restored their confidence and enhanced their natural beauty remind me daily why I do what I do. If I could offer advice to new business owners in aesthetics, it would be this, lead with empathy, let your results speak for themselves, and never underestimate the power of truly listening to your patients.

Justin Lovely

Owner, Lovely Law Firm Injury Lawyers

I wish I knew how much mindset shapes everything. I thought being a good lawyer was enough. It's not. You need to think like a business owner first. If you don't control the direction, your firm controls you. I waited too long to set real goals, track performance, and invest in leadership training. We were winning cases, but we weren't building a business. That gap almost cost us growth.

The second mistake was waiting too long to invest in marketing. We relied on referrals and word of mouth. That hit a ceiling fast. Once we started tracking every lead source, optimizing intake, and measuring return on ad spend, everything changed. You don't need a big budget. You need consistency, data, and a message that speaks to real people with real problems. The lawyers who win aren't always the best in court. They're the best at making sure people know they exist.

Cash flow management was another blind spot. You expect cases to settle faster. They don't. You think overhead won't grow. It does. I should have built a buffer and negotiated harder with vendors from day one. Profit gets eaten by delay and indecision. Get a CPA who understands your business. Review your books every month. Don't delegate what you don't understand.

Owning a firm means you take hits now or you take bigger ones later. Structure, systems, and people matter more than hustle. That's the part I had to learn the hard way.

Joe Horan

Owner & CEO, Jumper Bee

I wish I had known sooner how valuable it would be to prioritize what aligns with the business.

At first, I had committed to every opportunity that presented itself to us, believing it was all about building. Although it did give us momentum, eventually I learned the benefit of prioritizing events that were a fit for our strengths. Now, I ensure that we match our team efforts with the right events that are best for our equipment and what we are capable of. Rather than diluting ourselves and doing too many events at once, we now focus on delivering great experiences for the right customers. It has helped us deliver great service, build stronger relationships, and grow sustainably.

I also want to have invested in stronger systems earlier. As we expanded, the procedures we managed manually early on began to hamper us. Once we used the proper software to handle booking, equipment, and staff, our productivity greatly increased. The procedures that we streamlined enable us to hit deadlines, be well-organized, and regularly surpass customer expectations. Customers value being reliably on time, ready, and prompt, which has been an important factor in our ongoing success.

Prioritizing what matters and investing in the proper tools has been instrumental in our development.

Cahyo Subroto

Founder, MrScraper

I'm Cahyo Subroto, Founder of MrScraper, an AI powered platform for web data extraction. And If there's one thing I wish I had known earlier in my entrepreneurship journey, it's that, building the product is only half the battle and that distribution is the other half, and it's just as hard.

As an engineer, I was deeply focused on building the perfect tool. I can spent months improving features, refining the UI, and solving edge case problems. But what I didn't realize early on was that having a great product means very little if no one knows about it. I thought that once we shipped something valuable, users would just come. But they didn't, because I hadn't put the same level of intention into getting it in front of the right people.

That realization shifted everything. I had to learn how to market, how to write clearly about what we do, how to talk to users, and how to create feedback loops that brought people back. I stopped thinking like an engineer building features, and started thinking like a founder building a business.

If I could go back, I'd probably remind my self that product is the engine, but distribution is the fuel. And I'll need both if I want to go anywhere.

Yulii Cherevko

CEO & Co-owner, Paintit.ai – AI Interior Design & Virtual Staging

Looking back on my journey with Paintit.ai, one thing I wish I knew earlier is that "The best product doesn't always win — but the best-positioned product does."

Early on, I focused obsessively on perfecting the AI design technology behind Paintit.ai, believing that a superior product would naturally attract users. But I soon learned that even the most advanced tool means little if people don't understand its value.

Our turning point came when I shifted focus from just improving the product to clarifying our brand's story — positioning Paintit.ai as the fastest, easiest way to transform any room without design skills. We simplified our messaging, optimized our onboarding, and highlighted the "wow" factor of instant design transformation.

The result? User engagement skyrocketed, conversion rates doubled, and our brand started gaining recognition.

My advice to other entrepreneurs: Don't just build a great product — build a clear, compelling narrative around it. People don't buy features — they buy solutions to their problems.

Victor Hsi

Founder & Community Manager, PR Package Platform - PRpackage.com

I wish I understood earlier that growth doesn't mean hiring or building fast—it means staying lean and building systems. Also, partnerships sound great but most end up dragging momentum unless roles, cash, and expectations are 100% clear from day one. Would've saved me from buying out partners later.

Georgi Todorov

Marketing Manager, Circuit

Looking back, I wish I'd understood how dangerous busy work can be. Early on, I thought long hours meant progress. I filled my days with tasks—content tweaks, endless email threads, dashboard checks—that felt productive but moved the needle almost zero.

The real growth began when I started measuring output over input. I stopped micromanaging and began hiring freelancers who were better than me at specific tasks. One Google Sheet with weekly KPIs replaced ten different "strategy meetings." That shift helped me take Thrivemyway.com from 0 to 100K monthly visits in just 8 months, and eventually sell it for six figures.

If I could go back, I'd focus less on looking busy and more on building systems that compound without me needing to babysit them every hour.

Mimi Nguyen

Founder, Cafely

One thing I wish I knew earlier was how it's alright to not have everything figured out before starting my small business. It took me a long time to finally commit to executing the concept I had because I wanted every single process to be polished from the get-go and work with a solid team who's familiar with our system. Being a perfectionist made it difficult to work with feedback I get, which made me burnout easily and take a step back from managing Cafely. I personally wish I had realized all this before so I could have been kinder to myself whenever I made mistakes and took them as learning points to improve my business. Now that I'm more aware and got better at delegating, I can focus on tasks that require my expertise and trust the rest of my team to do their jobs well.

Assaad Alaouie

Co-Founder and CEO, Deadline Bar

I wish I knew how lonely and psychologically intense the early stages can be. There's no manual for staying confident when you're pre-revenue, burning cash, and second-guessing everything. Every major decision we make sometimes feels like a small leap of faith without the validation of sales as we're still pre-launch. However, it is incredibly rewarding. The sense of ownership, the challenge, the hopefulness of the team and the opportunity to do something great. Wouldn't trade it for anything!

Nino Russo Alesi

Acting CEO, Rattan Imports

Coming from the hospitality industry before founding Rattan Imports, I wish I'd understood earlier how powerful a personal touch is in e-commerce. When we noticed many baby boomers struggling with online furniture shopping, we implemented proactive outreach - contacting customers directly when we see them browsing or inquiring. This dramatically improved our conversion rate with older demographics who appreciate that "in-person" shopping experience online.

I wish I'd known that empowering employees to take full ownership of customer relationships from beginning to end creates incredible loyalty. My reps now have clients who specifically ask for them by name and refer friends and family. This management approach produces more creative solutions and ensures nothing falls through the cracks.

I'd tell new entrepreneurs to question industry norms about the buying experience. While everyone was focused on automation, we finded many customers (especially older ones) were intimidated by digital purchasing. By bridging this gap with personalized service, we built a market advantage that larger competitors can't easily replicate.

The hardest lesson was realizing that your cultural background shapes your business in profound ways. Being Italian, I brought our focus on creating beautiful moments with loved ones into our furniture business. This authentic connection to our products resonates with customers in ways marketing tactics never could.

David Struogano

Managing Director and Mold Remediation Expert, Mold Removal Port St. Lucie

I wish I knew how important it is to keep costs low from the start. In the early days, it's easy to think you need the best gear or a big team right away. But the truth is, staying lean and doing more with less gives you the space to grow.

I also wish I understood how normal mistakes are. I would become fixated on the idea that failure meant I was doing something wrong. Now I know mistakes teach you what doesn't work, and that's a lesson in its own right.

Justin Abrams

Founder & CEO, Aryo Consulting Group

Starting a business is like jumping into a fast moving river, you can't always predict the twists, turns, or how deep the water will get. You learn a lot along the way, but there are a few key lessons that, if I had known sooner, could've saved a lot of headaches. Entrepreneurs often hear about the importance of planning, but it's really the ability to adapt that makes the difference. Take something as simple as cash flow. A lot of new business owners are so focused on making the sale that they forget to keep an eye on the money flowing in and out. This can lead to serious problems. When bills are due and cash is tied up in unpaid invoices, the business can find itself in a tough spot. It's like driving a car if you don't keep an eye on the fuel gauge, you might run out of gas without realizing it. Without solid cash flow management, everything else falls apart, from employee wages to supplier relationships. Then there's the effect of global events on your local business. You may not think a factory strike halfway around the world would matter to you, but it can lead to delayed products and higher prices on things like raw materials. Remember the supply chain disruptions during the COVID 19 pandemic? Businesses that relied on just in time inventory models were hit hard when shipping containers were stuck at ports for months. If your products aren't moving as expected or your costs are climbing, it's a ripple effect that could impact your bottom line. Understanding this earlier helps you prepare for the unexpected and gives you a competitive edge. This all comes back to one crucial point: the importance of flexibility. In today's world, things change quickly. What works today might not work tomorrow. If you're not constantly adjusting your strategy, you'll fall behind. It's about balancing preparation with the ability to pivot. Building a resilient business means creating systems that can adapt to unexpected changes, whether it's a shift in consumer behavior or an international crisis. Stay ahead of potential cash flow problems, understand the global forces at play, and always leave room to adjust when things don't go as planned. Business isn't just about having the right idea it's about responding smartly when the world around you shifts. So, stay nimble and be ready to adapt.

Sean Willams

Founder, Brick Brick

- Wish I'd understood earlier that product-market fit is a one-time act - something that you must periodically keep earning.

Initially, I was too concerned with refining the technology and not concerned enough on solving a real, high-friction problem for real people. Everything began compounding after we moored Brick Brick in the key frustrations of contemporary builders and buyers — site risk, sluggish design cycles, and limited planning visibility.

In this industry people dont just want innovation, they want predictable outcomes. If I'd known that earlier, I'd have built the trust sooner and skipped a few expensive lessons.

Shaun Carse

Director, Trackershop

I would come back and tell me at the start of my life journey: You don't need to know everything—you just need to know how to ask better questions. When I began Trackershop, the pressure was on me to know it all. As the founder, I had to know all the answers for each room: technology, logistics, marketing, customer service. But the truth is, that mentality stunted me. I was so focused on figuring it out on my own that I did not take the chance to learn faster by simply asking for assistance—or better yet, asking the correct questions to the correct individuals. Epiphany struck when I realized that I did not know some of our customer journey data as well as I could have. A consultant was brought on, some simple questions were asked (or so I had presumed), and with one consultation, a shift was made that increased our conversions by 20%. That experience turned a switch on for me. I find myself surrounded by people who know more than me and I am focusing less on knowing and focusing more on being curious, open, and honest with what I don't know yet. And so, if you are just beginning: ditch the ego, ask the stupid questions earlier, and trust that not knowing everything is actually your best growth tool. It sure was for me.

Richard Dalder

Business Development Manager, Tradervue

Many entrepreneurs, upon reflection, recognize that a deeper understanding of certain fundamental principles early in their journey would have significantly improved their trajectory. Chief among these is the critical importance of adaptability and resilience, which become evident only after encountering the inherent uncertainties and challenges within the business environment. While passion and vision serve as initial drivers, the capacity to modify strategies in response to evolving conditions often determines sustained success. Equally important is the cultivation of a robust professional network, as relationships with mentors, industry peers, and advisors provide access to insights and opportunities that are essential for growth. Furthermore, financial acumen is frequently underestimated; a thorough comprehension of cash flow dynamics, budgeting discipline, and investment considerations is essential to avoid costly missteps and maintain operational stability. Lastly, adopting a perspective that views failure as an instructive experience rather than a setback is a mindset many entrepreneurs wish they had embraced earlier, recognizing that challenges frequently lay the groundwork for future advancement.

Chase McKee WF

Founder & CEO, Rocket Alumni Solutions - Wall of Fame

I wish I knew earlier that culture isn't just a buzzword—it's your company's engine. At Rocket Alumni Solutions, when we prioritized making every team member feel heard and valued, our sales demo close rate jumped to 30%. This cohesion translated directly to customer interactions because clients can sense when your team genuinely believes in what they're selling.

The "build it and they will come" myth nearly destroyed us. Our interactive donor walls flopped until we started conducting in-person interviews instead of relying solely on data. This shift to qualitative feedback helped triple our active user community and drove our 80% year-over-year growth. Listen first, build second.

Risk aversion is a silent killer for startups. Early on, we hesitated to articulate a bold vision, but when we finally created a clear roadmap with concrete milestones, investor confidence soared. That transparency directly attracted the funding that allowed us to scale to more schools and nonprofits.

Authenticity beats perfection every time. Counter-intuitively, sharing our struggles alongside our wins dramatically incteased donor engagement. When we trusted supporters with our challenges, they stepped up with renewed energy and commitment. That vulnerability fostered deeper partnerships and ultimately helped us reach $3M+ ARR.

John Mac

Founder, OPENBATT

I wish I'd learned earlier that saying "yes" to everything isn't a sign of ambition—it's a fast track to burnout. Early in my journey, I wore every hat, said yes to every opportunity, and convinced myself that hustle was a badge of honour. It wasn't. It was just noise.

The real unlock came when I got ruthless about prioritisation. I stopped asking, "What's urgent?" and started asking, "What moves the needle?" That mental shift changed everything. I moved from reactive firefighting to proactive focus—clarity over chaos.

Now, I use a weekly cadence to zoom out and make time for the uncomfortable but high-leverage work: thinking, planning, and building the systems that scale without me. It's not sexy, but it's what separates being busy from being effective.

To any business owner feeling overwhelmed: you don't need to do more. You need to do fewer things, better. And you need to build a business that works for you—not just because of you.

Vidyadhar Garapati

CEO, Movers.com

Understanding the true cost of rapid scaling would have transformed our early business trajectory. As CEO of a national moving services platform, I initially pursued aggressive growth, expanding our partner network across multiple regions simultaneously without fully calculating the operational infrastructure required to maintain service quality at scale. The reality I wish I'd recognized sooner was that each new market required not just additional partners but exponentially more complex coordination systems, quality control measures, and customer support resources. When service quality began suffering during our third expansion phase, we had to pause growth entirely for six months to rebuild our operational foundation—a costly correction that could have been avoided with more deliberate scaling. The critical lesson was learning to calculate what I now call the 'quality maintenance cost' of growth—the comprehensive investment required to maintain consistent customer experience as you expand. Today, before entering any new market, we develop detailed operational readiness assessments that quantify the exact resources needed across all business functions. This disciplined approach has actually accelerated our sustainable growth by preventing the quality setbacks that previously eroded customer trust and damaged our reputation. For entrepreneurs in service industries particularly, I recommend mapping these operational requirements before pursuing market expansion, not after problems emerge.

George Yang

Founder and Chief Product Designer, YR Fitness

One thing I wish I knew earlier is that you don't have to do everything yourself to build something great. Delegating early even when it feels risky is what helps you scale without burning out.

In the first few years, I wore every hat, designer, salesperson, even quality checker. I thought doing more meant I was working harder and working harder meant I was doing it right but I was wrong. I was exhausted and still missing details. One shipment went out late because I forgot to double-check the customs paperwork which cost me both money and credibility.

The turning point came when I hired a young logistics manager who spotted that same error on her second week. I realized then that fresh eyes and clear roles matter more than any solo effort. From that point on, I started training others to take ownership, even if they didn't do things exactly like me and honestly, many did it better.

Now, I spend more time on strategy and product design which are the areas where I bring the most value. And because my team is empowered, things move faster and smoother. If I'd made that shift sooner, we would've grown even quicker.

Valentin Radu

CEO & Founder, Blogger, Speaker, Podcaster, Omniconvert

From my experience as someone deeply committed to helping eCommerce brands thrive, one thing I wish I had realized earlier in my entrepreneurial journey is the immense value of 1st party data. In the beginning, I undervalued how critical those direct customer insights are for crafting tailored and impactful approaches. I also discovered that turning one-time buyers into repeat clients wasn't just effective—it was vital for sustainable growth. Building authentic relationships with customers and emphasizing their long-term value can truly revolutionize a business.

Another insight was recognizing the need for flexibility; industries shift, and your methods must adapt to those changes. Moreover, connecting with mentors and a network of like-minded business owners gave me the tools to overcome roadblocks and gain fresh insights. Finally, I learned the importance of approaching business with persistence and steady effort—success is rarely instantaneous. Now, through my work in Customer Value Optimization (CVO), I apply these lessons to help other brands unlock their potential and foster genuine customer relationships.

Ace Zhuo

CEO | Sales and Marketing, Tech & Finance Expert, TradingFXVPS

As a seasoned Business Development Director now leading as the CEO of TradingFXVPS, I can confidently reflect on a few critical insights I wish I had embraced earlier in my entrepreneurial journey. First, recognizing the immense importance of focus is essential—spreading yourself too thin drains both energy and resources. Second, bringing the right talent on board early is invaluable; your team forms the foundation of progress and achievement. Third, flexibility is key—industries shift rapidly, and being inflexible can result in missed chances. Fourth, customer input is priceless; paying attention to your users helps create better offerings and solutions. Fifth, I've discovered that cultivating meaningful connections with collaborators and stakeholders yields long-term benefits. Sixth, handling finances with care and strategic foresight is a skill I wish I had prioritized more at the outset. Finally, I've learned that maintaining consistency in promotion—especially in specialized areas like forex and trading—builds trust and establishes a strong reputation over time. These realizations have profoundly shaped how I lead today and how TradingFXVPS has expanded to support traders worldwide.

Danielle Beattie

Director of National Marketing, Studio Three

As a business owner, one of the things I wish I had understood earlier in my entrepreneurial journey is the critical importance of creating a holistic experience for both customers and employees. When we first launched Studio Three, we were laser focused on perfecting our fitness offerings strength, cardio, and recovery. What I didn't fully realize at the time was how much the environment we created would impact the success of our business. People don't just come for the workout they come for the feeling of being seen, supported, and empowered. This deeper connection became the foundation of Studio Three's growth and community. Another lesson I wish I had learned sooner is the power of blending passion with process. In the beginning, we were so excited about the idea of creating a space that empowered people through fitness, but the reality of running a business requires a lot of strategic planning. We needed to find balance between innovation and operation how to continuously evolve our fitness offerings while maintaining the quality of experience for our members. It took time to refine that balance, and now, our programming is driven by a clear mission that serves both our clients' needs and our long term goals. The most rewarding moments has been seeing how our members embrace the comprehensive nature of our workouts. Fitness isn't just about strength or cardio it's about nurturing your body, mind, and spirit. We've seen members transform not just physically but emotionally as well. It's one thing to see someone crush a workout, but watching them grow in confidence, or hearing how they've made new friendships and found community here those moments are what solidified that we were on the right path. Lastly, I wish I had recognized earlier how important it is to build a team that shares the same vision for holistic wellness. The right team members, those who are truly passionate about fitness and community, are the heart of a business like ours. With the right people in place, we've been able to build something sustainable and meaningful, where everyone feels empowered to grow and contribute to the success of the brand. Being surrounded by like minded individuals who care deeply about the same values has been invaluable to our journey.

Jaymie Dean

Founder, J Aura

- Wish I'd understood earlier that product-market fit is a one-time act - something that you must periodically keep earning.

Initially, I was too concerned with refining the technology and not concerned enough on solving a real, high-friction problem for real people. Everything began compounding after we moored Brick Brick in the key frustrations of contemporary builders and buyers — site risk, sluggish design cycles, and limited planning visibility.

In this industry people dont just want innovation, they want predictable outcomes. If I'd known that earlier, I'd have built the trust sooner and skipped a few expensive lessons.

Jorge Argota

Co Founder, Grease Connections

I did not think I would of failed repeatedly for 10 years strait until I got lucky and a really good opportunity landed. Luckily, through my trial and error I eventually met the right person under the right circumstances and everything else is history. But you will fail many times, don't give up and keep pushing forward.

Alexei Schaller

Founder & CEO, Bloom

I wish I knew that burnout is a business risk. Early on, I wore my exhaustion like proof of commitment. But when I crashed, everything slowed. Decisions got sloppier, creativity dried up, and my team lost clarity. Real wellness such as sleep, boundaries and sunlight actually made me sharper and more decisive. You can't lead a vision if your brain is foggy and your mood is shot.

Entrepreneurs often obsess over hustle, but sustainability beats intensity. Now I block off two hours a day for things that restore me. Not because I'm lazy, but because I want to keep building long-term. In conclusion, protecting your energy isn't selfish, it's strategic. Your business will go as far as your well-being allows. Start investing in that early.

Dwight Zahringer

Founder, Perfect Afternoon

Early on, I wish I knew how critical it is to decide what you want to *own* in your business versus what you want to *rent* or outsource. For example, building on Shopify or Wix makes sense for a fast launch, but when your needs shift—like integrating with a custom ERP or handling unique shipping processes—you hit roadblocks and limitations. Owning your tech stack (like a custom WordPress + WooCommerce solution) gives you much more flexibility, but it comes with responsibility for upkeep and scaling.

Another eye-opener: hiring versus flying solo. Cheap freelancers feel cost-effective, but when you want growth, you need people who understand the whole business ecosystem—photography, graphic design, on-page optimization, even writing sales copy. When a client’s vinyl cover shop took off, what made the difference wasn’t just the website, but how their internal team could adapt quickly and own ongoing improvements.

Lastly, be relentless about building feedback loops and comfort zones for learning new systems. Transitioning from familiar tools (like moving from Microsoft Office to Google Workspace) felt uncomfortable, but adapting paid off in efficiency and savings. The more you accept the need to continually re-educate yourself and your team, the more sustainable and scalable your business becomes.

Patrick Ono

Insurance Expert, Patrick Ono Agency, a Farmers Insurance agent

The lessons I wish I had learned earlier in my journey as an entrepreneur is the importance of simplifying complex decisions for clients. When I first started, I assumed that customers could easily understand the insurance policies and coverage options I offered. But over time, I realized that many people, especially new homeowners and small business owners, feel overwhelmed by the sheer amount of information and technical jargon involved. This made me see the need to focus on clarity and personal guidance, rather than just selling a policy. Early on, I underestimated how much time I needed to invest in truly understanding each client's unique situation. Insurance isn't a one size fits all product, and it's crucial to tailor recommendations based on specific needs. The more I invested in truly listening to my clients' concerns, the more effective my advice became. This shift in approach helped me build stronger relationships and created a higher level of trust with my clients. Another thing I wish I had known was the power of building a strong local presence. Being a local expert in insurance has allowed me to connect with clients on a deeper level. When people know you're genuinely committed to their community, it helps ease their concerns and makes them feel more comfortable with the decisions they are making about their protection. Lastly, I would tell any entrepreneur that the value of offering peace of mind goes beyond the transaction. It's about being a trusted advisor who guides clients through life's big decisions. My clients don't just come to me for insurance they come because they trust me to help them feel secure in their futures.

Carl Lefever

Founder, Improve & Grow

I wish I'd known the critical importance of lead response time. When we started generating inbound leads for clients, we finded that after just 5 minutes, the odds of connecting with a lead drop by 80%. For an interior finishing company we worked with, simply redirecting leads from the busy owner to a dedicated staff member immediately increased their close rate and filled their schedule.

Bottom-of-funnel marketing delivers faster ROI than broad brand awareness campaigns. For a kitchen remodeling contractor with limited budget, we focused exclusively on capturing people actively searching for solutions instead of casting a wide net. This surgical approach filled their pipeline without requiring the massive investment that larger competitors were making.

Tracking every lead (even the bad ones) reveals patterns that transform marketing effectiveness. Many contractors focus only on won jobs but miss crucial signals about which channels deliver qualified prospects. One hardscape contractor we worked with tracked their complete funnel and finded their Japanese garden specialty was attracting their highest-value clients—information they leveraged to dominate that niche.

Your unique selling proposition often isn't what you think it is. When owners struggle to articulate what makes them different, we send them to read customer reviews and simply ask clients "Why did you choose us?" What they hear consistently becomes the cornerstone of effective marketing messaging—and it's frequently something they took for granted about their own business.

Clark Mackey

Owner, Cake

Looking back, I wish I'd understood earlier that a specialist focus beats generalist marketing every time. When CAKE initially worked across many industries, our results were mediocre. After narrowing to medical practices, particularly plastic surgeons and medical spas, our client retention skyrocketed and referrals became our primary source of business.

I'd also emphasize the importance of focusing on business problems rather than trends. At project meetings, I always ask "What business problem are we solving?" This forces everyone to trace the dollar from customer wallet to business bank account. Marketing tactics without clear ROI pathways are just expensive hobbies.

During economic downturns, I've learned that doubling down on marketing—not cutting it—is critical. We've seen medical practices gain significant market share when competitors pulled back their visibility. Specific example: clients who maintained SEO and content investment during 2020 emerged with 30-40% traffic advantages over competitors who paused their efforts.

One unexpected lesson: the real value in partnerships. When our founder Aimee Ellingsen needed help with employee regulations, she hired an expert who made the transition manageable. This became our philosophy: "We never truly do things on our own." I've since applied this to my technical SEO work—bringing in specialists for specific site audits rather than pretemding to know everything has dramatically improved our results.

Balaram Thapa

Founder & Chief Executive Officer, Nepal Hiking Team, Nepal Hiking Team

Writing a "failure memo" every six months can sharply refine your sense of potential risks. This exercise forces you to step out of day-to-day operations and confront hypothetical scenarios where missteps could threaten your business. By anticipating what could potentially dismantle your business model, whether it's supply chain disruptions, regulatory changes, or shifts in customer preferences, you cultivate a proactive mindset that helps in mitigating these risks before they become reality.

A useful approach here is the "pre-mortem" analysis. Unlike a post-mortem, where you evaluate failures after they occur, a pre-mortem imagines the business has already failed and asks you to explain why. This reverse-engineering technique can uncover blind spots and foster a culture of open dialogue within your team, encouraging them to think critically about vulnerabilities. Consider gathering input from diverse roles within your company; each offers unique insights that could pinpoint issues less obvious from a leadership perspective. This process not only sharpens your risk radar but also enhances your strategic planning skills.

Brett Sherman

Real Estate Broker, Signature Realty

I wish I'd recognized that hyper-niching accelerates growth. When I first started in CRE, I tried serving everyone. Once I narrowed to exclusively tenant representation with a data-driven angle, our conversion rates jumped 35% - the specificity resonated with prospects immediately.

I underestimated the power of proprietary tools as differentiation. Developing our "Virtual Lease Audit" - a 5-minute video comparing a prospect's current lease to market comps using our AI dashboard - boosted meeting acceptance by 40% and shortened sales cycles by two weeks.

Building technical skills outside my core expertise open uped massive value. Learning LinkedIn Campaign Manager analytics helped me refine our marketing approach, switching 20% of budget from underperforming display campaigns to remarketing LinkedIn InMails. This increased qualified lead conversion by 25% without spending an extra dollar.

Invest early in partnerships that expand reach beyond your direct network. My collaboration with a 30K-follower CRE thought leader for a LinkedIn Live "Lease Hacks" session generated 150 post-event leads and 3 new enterprise engagements within 60 days - results I couldn't have achieved solo.

Peter Wootton

SEO Consultant, The SEO Consultant Agency

Looking back on my entrepreneurship journey, one of the biggest lessons I wish I'd learned earlier was the importance of knowing when to say no to bad clients. Early on, I was so eager to grow the business and take on any opportunity that came my way, but I quickly realised that not every client is the right fit. Some clients can drain your time, energy, and resources, without ever delivering the value you're hoping for in return.

Bad clients often come with unrealistic expectations, a lack of respect for your time, or a constant need for micromanagement. I learned the hard way that while it's tempting to accept every project that seems promising, working with the wrong clients can be more harmful than helpful. They can hold up your workflow, make you second-guess your worth, and distract you from focusing on the clients who truly value your expertise.

What I've come to understand is that your business reputation and mental health are worth more than any project. The earlier you recognise and avoid bad clients, the more time and energy you can devote to the ones who are a good fit.

Heinz Klemann

Senior Marketing Consultant, BeastBI GmbH

Tomorrow is also a day.

In the beginning, I thought nonstop hustle was the answer—but overworking is often the actual problem. It's not about putting in more hours, it's about doing the right things. You need enough mental energy and clarity to make smart moves, not just be busy.

Enjoying life a bit along the way isn't slacking—it's what keeps you sharp. Most of the things that feel urgent in the moment really aren't as critical as they seem. And when it is time to push hard, you'll be in the right headspace to do it well.

Kritika Kanodia

CEO, Kalam Kagaz

From my journey building Kalam Kagaz and scaling multiple ventures, one thing I wish I knew earlier is this: you don't have to do everything alone.

In the early days, I thought wearing every hat made me more efficient—handling marketing, finance, content, and operations myself. But I soon realized that delegation isn't a weakness; it's a strategy. The sooner I started trusting talented professionals and building specialized teams, the faster we grew.

I also wish I had understood the value of systems and documentation. Chaos is fine for the first few months, but without structure, scaling becomes overwhelming.

If I could go back, I'd invest in building a solid team and systems much earlier—and I'd remind myself that asking for help isn't failure; it's leadership.

Imam Rafiq

CEO & President, Halal Watch World

One thing I wish I'd learned sooner as an entrepreneur is to GET EVERYTHING IN WRITING, whether it be in a quick email or a formal contract. In the beginning, I relied on verbal agreement with a supplier who assured me he would offer 20% off for bulk purchase. No paperwork, and they later reneged, which cost me $5,000 in unforeseen expenses. That stung. Today, I always get a written confirmation of these commitments, even if they are small, like payment terms or delivery schedules. It's not about mistrust: It's about clarity and protecting everyone involved.

Another lesson the couple learned the hard way was to SCRUTINIZE CONTRACTS with a fine-tooth comb. In my second year, I signed a lease without fully grasping the language around maintenance, which resulted in paying $3,000 out of pocket for repairs that the landlord was required to cover. Having a lawyer or a mentor take a second look at critical contracts can save you from expensive oversights. The documentation and the complete reviews are not just paperwork — they are your safety net in the jungle of entrepreneurship.

Henry Zheng

Marketer, Squiddy Clothing

Work smarter and enjoy the journey.

When I first got into entrepreneurship, I thought the only way to succeed was to outwork everyone. I'd wake up at 5am, sleep at midnight, skip training sessions and stop hanging out with friends, I gave up almost everything just so I could focus on my hustle. I remember I even turned down a few family gatherings just to edit some YouTube videos. At the time I thought "this is what it takes", and to some extent, it worked. I made progress, but that didn't come without major costs... My health deteriorated, unhealthy habits formed, zero social life, I was lost in the grind.

Eventually, my Youtube channel got demonetised, that moment forced me to pause and reflect. I realised that while hard work is absolutely necessary, it's not the sole requirement. You MUST work smart too. You wouldn't put a singer on a basketball court and expect them to become an NBA star, no matter how hard they train. The same goes in business, you have to play to your strengths, choose the right lane, and move with strategy. You have to work smarter.

After trying and failing with a few more ventures, I finally settled on my current co-founded business, Squiddy Clothing. This time, it feels much different. I feel like I've found my calling in ecommerce, I still work hard, but now I also exercise regularly, hang out with friends more often and just feel way healthier overall.

If there's one thing I wish I knew earlier, it's that hard work is definitely important, but when you combine it with smart work, that's when you become unstoppable. So work smarter and definitely enjoy the journey because that's what life is all about.

Sam Zoldock

Growth & Leasing, MicroFlex LLC

I wish I'd known that flexibility in commercial real estate is more valuable than maximizing every square foot. When launching MicroFlex in 2018, I finded businesses were desperate for adaptable spaces without long-term commitments - not just more square footage.

The market validated this quickly. Our Auburn-Opelika location provided HVAC professionals spaces they could use as dispatch hubs and equipment storage with month-to-month flexibility. One client told us, "We used to run everything from a van and my home office. MicroFlex gave us a clean, professional space to meet with clients."

My biggest revelation was that diverse configurations within the same property dramatically increase occupancy rates. In Birmingham, offering four different unit types (FLEX, FLEX+, FLEX Premium, FLEX ULTIMATE) spanning $1,330-$1,805 monthly created multiple entry points for businesses at different growth stages.

The most valuable insight: invest where you have unique knowledge. Alabama markets were underserved by flexible commercial offerings despite strong demand signals. This local expertise became our competitive advantage since national players overlooked these "secondary" markets entirely.

Raymond Strippy

Founder, Growth Catalyst Crew

I wish I'd recognized earlier that automation isn't just a luxury—it's a competitive necessity. When I started Growth Catalyst Crew, I was manually handling follow-ups and review requests, burning countless hours on repetitive tasks. After building proprietary AI systems for follow-up sequences, we achieved 40%+ response rates while I reclaimed 15+ hours weekly to focus on strategy.

The difference between vanity metrics and business-changing KPIs wasn't clear to me at first. With an electrician client in Augusta, we initially celebrated traffic increases until realizing booked jobs were the only metric that mattered. Shifting focus to conversion optimization and CRM-tracked outcomes nearly doubled their ROI while improving our strategic focus.

I underestimated how crucial sttuctured technical foundations are for small businesses. Initially focusing just on content, we later finded implementing proper schema markup for a service business led to a 62% impressions boost within weeks. These technical implementations consistently outperform content-only approaches for local businesses.

One surprising lesson was the power of multimedia in local SEO. We added geo-tagged project images and video walkthroughs to service pages and saw a 37% click increase compared to text-only pages. This simple addition made the difference between ranking and actually converting—something I wish I'd implemented from day one.

Cesar A Beltran

CTO, Blackbelt Commerce

As the founder of Blackbelt Commerce, I wish I'd understood earlier that planning thoroughly before execution is absolutely critical. Looking back at over 1000+ ecommerce businesses we've helped, the most successful spent significantly more time "sharpening the axe" than rushing to launch.

Knowing your demographic in granular detail matters more than any design or tech stack choice. When clients deeply understood their customers' specific needs, values, and shopping behaviors before building their stores, they consistently outperformed competitors by 30-40% in conversion rates.

Competitive analysis should be strategic, not imitative. Many entrepreneurs I've worked with wasted resources copying competitors rather than learning from their mistakes and creating something unique. The most successful Shopify stores we've built focused on addressing gaps competitors missed.

Your URL and brand name matter more than most realize. I've seen countless businesses forced into costly rebrands after choosing names that were difficult to spell, impossible to remember, or contained hyphens/numbers. The best ecommerce brands have simple, relevant names that instantly communicate their value.

Dan Wright

Co-Founder & CEO, Wright's Shed Co.

I wish I'd understood earlier that quality isn't just a product feature – it's a complete business model. Starting Wright's Shed Co. at 16, I thought craftsmanship alone would drive success, but the real breakthrough came when we built our entire operation around quality-first decisions. This meant turning down rapid expansion opportunities to maintain direct oversight of materials and builds.

Our debt-free growth strategy proved transformative. By refusing loans that would have accelerated our timeline, we maintained pricing control, avoided compromising on materials during shortages, and built financial resilience. This approach helped us weather three market downturns while competitors with leveraged growth models folded.

I underestimated how much hands-on construction experience would impact my leadership effectiveness. Having built our family home at 13 gave me perspective most executives lack – I can walk into our production floor and immediately spot inefficiencies or quality issues other CEOs might miss. This practical knowledge creates authentic trust with both customers and our skilled builders.

Document your core principles early and reference them for every major decision. We finally created our "Built Right" standards guide after 15 years, but having this from day one would have prevented inconsistencies as we scaled from Utah to multiple states. Your principles shouldn't change as you grow – they should be the reason you grow.

Amir Husen

Content Writer, SEO Specialist & Associate, ICS Legal

As a business owner at ICS Legal, I wish I'd known earlier the importance of building a strong network from day one. In my first year, I focused solely on operations, missing opportunities to connect with mentors and peers. This delayed our 2023 client portal launch by 4 months due to limited industry insights. Joining local business groups like BNI in 2024 boosted referrals by 20% and provided strategic advice, cutting marketing costs by 15%. Why it matters: Networks offer support, resources, and growth opportunities, with 85% of jobs and leads coming via connections, per LinkedIn 2023. My advice to new entrepreneurs: Attend industry events, engage on LinkedIn, and seek mentors to accelerate success and avoid costly missteps.

Ender Korkmaz

CEO, Heat&Cool

I didn't fully grasp the importance of self-care. Neglecting personal well-being impacted my decision-making. Burnout diminished my effectiveness as a leader. Prioritizing health improved focus and productivity. Balance is essential for sustainable entrepreneurship. Taking care of oneself is taking care of the business.

Early on, I equated long hours with dedication. But exhaustion led to mistakes and missed opportunities. Including rest and wellness routines was transformative. It enhanced creativity and problem-solving abilities. Self-care became a non-negotiable part of my routine. A healthy leader fosters a healthy company.

John Gluch

Owner, Gluch Group San Diego

It's really easy to underestimate the importance of having systems in place early on. I thought I'd build them once things got busier, but by the time that happened, I was already overwhelmed. Without systems for managing leads, scheduling showings, sending follow-up emails, and tracking deals, everything became chaotic. I spent more time trying to stay organized than actually helping clients. Missed opportunities, delayed responses, and unnecessary stress followed.

I wish I knew that systems aren't just for when you start to get busy, and that they're what create top producers. Simple things like a reliable CRM, email templates, calendar blocks, and automated reminders would have saved me hours each week and allowed me to scale more confidently. When you wait to create structure until you're swamped, you're too reactive to do it well.

To anyone just starting out I would advise you don't put systems off. Build your foundation while your plate is still manageable. It will help you stay consistent, appear more professional, and deliver better service.

Omar Hamid

Telecom professional and founder, Cliq Mobile

One thing I wish I'd known about sooner was the importance of understanding your customer's needs. And that means being good with consistently adapting to their feedback. Back in my early days I was so focused on the technology and product itself. Almost by accident I saw the real growth when I truly started listening to our customers and iterating based on their experiences. I also wish I'd seen the potential in the power of partnerships and networking. I've learned that strong relationships with other industry people can do wonders for your growth. I've seen this be especially true in a sector as dynamic as telecom. I also wish I'd been more savvy about financial management sooner. Keeping a close eye on the business cash flow and expenses was one of the things that's helped with long-term success.

Sean Zavary

President, Greenlight Offer

I wish I'd understood earlier that faith and purpose are the true foundations of business sustainability. When I started Greenlight Offer with my wife in 2016, I focused heavily on sales tactics from my family's furniture business experience. It wasn't until we evolved into a heart-led company that we hit our stride, closing 15-20 deals monthly.

The most overlooked asset in entrepreneurship is culture-building. By centering our team around core values like faith, fearless decision-making, and loyalty, we transformed from a husband-wife hustle to a 13-person movement. This wasn't just feel-good leadership—it directly enabled our expansion into commercial real estate and self-storage facilities.

Family time isn't something to sacrifice for business success—it's the foundation that makes sustainable growth possible. Being a present father to my three children forced me to build systems that don't depend on my constant attention. This constraint actually accelerated our growth across Texas while preventing burnout.

Radio marketing completely transformed our business trajectory. For five years, we've maintained consistent visibility on Houston's top stations, establishing Greenlight as a household name in real estate investment. The steady drumbeat of presence built credibility we could never have achieved through sporadic digital campaigns alone.

Rauno Rüngas

Chief Executive Officer, Qminder

For me, it's that you don't have to do everything on your own. Early on, it's easy to put on all the hats—marketing, sales, support, etc. But burnout is a thing, and trying to tackle it all slows you down.

Delegating, automating, and relying on the right tools is what you should be doing. At Qminder, I've seen how simplifying operations, like managing customer flow, gave me and other business owners our time and energy back.

If I could go back, I'd remind myself to work smarter, not harder. You don't have to do it alone.