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Inspiring Women, Episode 3: What’s Your Story?

June 2, 2019 by John Ray

Inspiring Women PodCast with Betty Collins
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 3: What's Your Story?
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Betty’s Show Notes

I am a big believer in reading. It’s enjoyable, but it’s also about gaining a different perspective. And reading a story is totally different from telling a story.

What’s your story and have you told it to anyone? Your story is everything you have experienced: the bad, the good, the ugly, all of it. It has the ability to change the world in which you live, to have an impact on those around you, to be inspirational, and to help you reflect on yourself.

Here’s my challenge to you. Write your story, get with someone and tell it, and then figure out how to use it to impact the world around you.

“Inspiring Women” Podcast Series

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Past episodes of “Inspiring Women” can be found here.

Show Transcript

Betty: [00:00:00] So today I want to talk to you about your story. What is your story? We all have one. We all have some kind of life experience. And sometimes I think it just needs to be told. It’s one thing to read someone else’s story but it’s completely different for you to write yours and talk about what has happened to you and show your perspective. I guess the question I would ask is have you ever really thought about your story?

Betty: [00:00:30] I really didn’t until I was about 50 years old. Why would someone want to hear what I have to say? My life is pretty routine. It’s pretty normal, it’s pretty ordinary. However, there have been so many people over the years that have impacted me because of their story. Most of them realistically have never written it down. But they have been very impactful to me.

Betty: [00:00:54] The first time I ever had to formally write my story was in August of 2014. This part of the story was really about my career and where I had come from in accounting. And I was doing this for Brady Ware’s Women’s Initiative Internal Day that we have. All the women of our four offices come together. And we come from Georgia, Indiana, Dayton, Ohio and Oklahoma.

Betty: [00:01:17] We get together and we talk about how things are going. And this was the first Brady Ware’s Women’s Day that we had together. So I had to get to know some of these people. So I kind of told it and here’s my story here’s my path. Here’s what I went through. I merged into the company in 2012. I had about 45 women at that time at this meeting. And so I was really nervous. I thought how am I going to introduce myself? You know, what am I going to say? Why would they want to hear this? They don’t know me. So I’ve got to talk about it. It took some time for me to write down that path because that path started in 1984.

Betty: [00:02:02] But the more I wrote the more I remembered and the more I got into it. It was really energizing. I mean I was like, wow, how fortunate I had been over my career. The right people that were in my path. So in some ways it was really good therapy for me to write my story and talk about this part of my life. It helped me to see that really I had a great life and I had a great experience in this area. And that even though there was what I called “The Good, The Bad and The Ugly,” I remembered it and I put it down.

Betty: [00:02:36] And I thought OK I’m going to tell this. And I was very nervous when I had to tell my story and talk about why and how I had done things. Because you know I wasn’t in the national news. I wasn’t a big deal. I didn’t work in a large company. I wasn’t with the Big 4. In fact women in this room had bigger careers than I did.

Betty: [00:02:56] Yet I was the shareholder at the table. So my big thing that day wasn’t just to talk about Betty Collins’ life, it was to talk about how I had gone from being a staff accountant. And now I’m a shareholder. It was that part of the story. It was just one of the chapters in my book.

Betty: [00:03:18] The biggest takeaway from that day was that these women listened. I mean, they weren’t on the edge of their seat and they were like “Tell me more,” but they listened. They seemed very genuinely interested. And in over those next several weeks after that I realized that with some it was very impactful. And with some help challenged them. So I thought Wow. Now that of course they know me. They’re kind of probably tired of hearing my story because I’ve told it too many times.

Betty: [00:03:49] But take a moment to think of people in your life that have impacted you. Just by how they live, what they say. They probably never wrote anything formally for you or went around talking about themselves. They just they lived life and you witnessed it. You probably are sitting from afar witnessing the success or you’re in the audience and they’re speaking and you’re hearing about the outcome. But really probably would impact you more is the success of the journey and the whole story, not just the positive good ending that they had.

Betty: [00:04:25] For me, I know that day in talking to the women, I’m the shareholder at the table, that really wasn’t the story. It was “I became the shareholder.” And how did that happen. You know what are all those details of getting from that staff accountant to the shareholder.

Betty: [00:04:42] In your life, it might be something completely different that you do. Sometimes there’s just those lines in a play that stick out to you. You know it’s not the whole thing it’s just there was a take away and you’ll be surprised that your take away that impacts people. And sometimes just knowing the tragedy becoming in. You now have to triumph, that’s the other good thing.

Betty: [00:05:06] So I would like to challenge you today by considering the impact your story can have on others. Your story. All it is simply put is an experience. Life that you have experienced the good the bad the ugly, it can’t just be about the good. About your decisions and circumstances, things you didn’t foresee and now you wish you would have. And now you have the advantage of hindsight.

Betty: [00:05:31] And sometimes the best story is the tragedy or the failure and all the learning you had to do to take place. Your story is personable and relatable and it’s yours. It’s probably not a big thick novel. It is probably also not just about you.

Betty: [00:05:47] Why this topic? I think it’s because your story has the ability to change the world in which you live. You can be impactful to those around, you can be inspirational. And it will help you to reflect on you when you’re thinking and having to write, and having to put things together or tell your stuff. Don’t ever underestimate your experiences

Betty: [00:06:08] All around you people are experiencing the same thing as you do. Maybe they just need help. Maybe they just need guidance.

Betty: [00:06:14] The real truth is 90 percent of us live ordinary lives. Very few of us lived this crazy big, national figure, live in the castle, you’re a household name. That just doesn’t happen. Ordinary people telling ordinary stories.

Betty: [00:06:33] Why do you tell it? Because other need other people need to hear. Plain and simple. You have something to say.

Betty: [00:06:40] So how do you tell it? Well I tell my story or bits and pieces or wherever I’m speaking or wherever I’m having conversation or where ever I’m engaged. I tell it my own way. And it’s personal. It doesn’t have to be in a format. It doesn’t have to be like you know these organizations that try to help you do a speech. It’s not that.

Betty: [00:06:59] And who you tell it to? If you think you have something to say and you have that much confidence, you figure out your audience. For me it’s the women of Brady Ware. For me it’s small business owners. For me it’s my children.

Betty: [00:07:12] You got to figure that out and you have to figure out who you’re driven to impact. Hopefully you have somebody that you’re driven to impact. Maybe it’s people within your own industry. For me again women in business, business owners, my kids, and certainly the generation behind me.

Betty: [00:07:27] Whose stories had my impact on me? The Grote family story. The Donato’s story. There is a great book called The Missing Piece. What I got from Jane Grote Able is that pizza was just the venue. That stuck with me. That was the takeaway that day. Accounting is just the venue. And in the Grote family, it was all about “that’s how we can serve people.” Also from her she talks about the sole purpose of business is spelled S O U L. I take that with me now. everywhere I go. We’re not all Jane, we’re not all the Donato’s name, but there are other people.

Betty: [00:08:07] I have a client, RDP. They’re just passionate about the grandfather that started the business. And they’re passionate about selling food. They’re passionate about tomato products and they love talking about their grandfather and what it means to work.

Betty: [00:08:24] I’m sure most of you know the name Ricart. Rhett Ricart has a great great story not on he built a ton of business with car sales. His stories about his 13 biggest mistakes. He tells that everywhere.

Betty: [00:08:37] The shareholders in Brady Ware, they have stories from years of experience in Big 4. They have little things of how they landed the client. Stuff makes a difference.

Betty: [00:08:47] I have a client Essence Marsh. She has a daycare, just to heart for kids. She’s guided by her faith she listens to everything I tell her as a business owner. And so she inspires me, if I tell her to do something she just does it. And her story continues to evolve.

Betty: [00:09:07] People like my daughter Erica. She comes and tell these stories about these kids. They’re just hilarious. She’s energized by that advanced class and how can she get them on the right path to think of college and AP courses. I hear the story when she tells it.

Betty: [00:09:23] Certainly the women of Brady Ware. we had a Women’s Day last year when it was National Women’s Month in March. And it was a day of persistence. so I asked the women of Brady Ware to write who did they know who was persistent. And we had about probably 20 that opened up about the persistent women and men in their life. It was energizing. And we had just a great day celebrating over chocolate and stories. It was engaging and it was it was impactful. Again, the ordinary things by ordinary people.

Betty: [00:10:01] So whose story do you need to tell? Because maybe you’ll never get someone to tell their story or your own. Who is in your family, in your life, your professional, all of those things, who’s impacted you?

Betty: [00:10:12] Recently my dad passed away and the night he died I couldn’t sleep so I started writing about him and was just amazed who he was. And as I wrote about those things I realized who he really was in my life. And my son, not knowing that I wrote this, spoke at his funeral and he said “My Grandpa was a storyteller.” That’s just how he communicated life. I’ll remember those things more than I will his lectures or his lists. It’s the story.

Betty: [00:10:40] Challenge. Write your story. Get with someone and tell it and figure out how you can use it to impact the world around you. If you know someone who has a great story and they will never write it, write for them. Write a piece about it. It’s easy to be on the outside looking in, right? It’s easy to go “I see this. I see your story.” Chances are they’re not going to write it. So tell it.

Betty: [00:11:04] We all have people we all have circumstances. Life experiences that can create this amazing story, with characters and plots and themes, dreams and as well as reality. And it needs to be written because I assure you there’s someone who needs to hear it.

Tagged With: Dayton accounting, Dayton business advisory, Dayton CPA, Dayton CPA firm, Inspiring Women, share your story, story, tell your story

Decision Vision Episode 17: Should I buy a franchise? – An Interview with Anita Best

May 30, 2019 by John Ray

Decision Vision
Decision Vision
Decision Vision Episode 17: Should I buy a franchise? – An Interview with Anita Best
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Michael Blake, Host of “Decision Vision,” and Anita Best, President of Find Your Franchise, Inc.

Should I buy a franchise?

How do I decide on the best franchise? What’s the process of buying the right franchise? Why are true entrepreneurs not the best franchise owners? Anita Best of Find Your Franchise, Inc. answers these questions and more on this episode of “Decision Vision,” with Host Michael Blake.

Anita Best, Find Your Franchise, Inc.

Anita Best, President, Find Your Franchise, Inc.

Anita Best is the President of Find Your Franchise, Inc.  Anita has spent the last ten years consulting others who are considering owning a franchise. She is passionate about small business ownership and lifestyle independence. She specializes in helping people leverage their beliefs, attitudes and transferable skills into a franchise opportunity that will meet their financial and personal goals.

Anita has owned four franchises, including a Keller Williams franchise she opened as a managing partner. Through her stewardship, the business achieved profitability in year one and her office grew to over 125 agents in less than 3 years. Because of her inimitable business acumen and success in running the franchise, she was invited to join the business coaching program at KW, where she coached other business owners to reach their peak performance.

Michael Blake, Brady Ware & Company

Mike Blake, Host of “Decision Vision”

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions, brought to you by Brady Ware & Company. Brady Ware is a regional, full-service, accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Michael Blake: [00:00:20] And welcome back to another episode of Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic. Rather than making recommendations because everyone’s circumstances are different, we talk to subject matter experts about how they would recommend thinking about that decision.

Michael Blake: [00:00:38] Hi. My name is Mike Blake, and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia, which is where we are recording today. Brady Ware is sponsoring this podcast. If you like this podcast, please subscribe on your favorite podcast aggregator, and please also consider leaving a review of the podcast as well.

Michael Blake: [00:01:03] So, our topic for today is about franchising and, specifically, should you buy or maybe buy into a franchise? And this is a model for business that has just been exploding in the last couple of decades. And we’re going to be a good friend and expert come on and talk about this in a minute. But it’s a very exciting topic because entrepreneurship is becoming increasingly important. But not only that, entrepreneurship is changing.

Michael Blake: [00:01:33] Historically, when we think about entrepreneurs, especially in my generation as a Gen-Xer, we think about Silicon Valley, we think about Steve Jobs, we think about Mark Zuckerberg, we think about Jeff Bezos, and Elon Musk, and so forth. And they’re entrepreneurs. No doubt about it. Nothing wrong with what they did. But only one person, not everybody can kind of be a genius that’s going to start a business that literally changes how civilization works. And it’s not a stretch to say that those are the kinds of businesses that have done that.

Michael Blake: [00:02:13] There’s a lot of entrepreneurship that that occurs. It’s what I call kind of meat and potatoes businesses. They’re not sexy like the Silicon Valley kind of businesses, but all they do is they make money. And at the end of the day, businesses are supposed to do that. Companies like Uber and Pinterest that did IPOs, and they’re so under water, the next CEO’s going to be Aquaman. These businesses make money. There’s nothing wrong with them. And I think we’re going to see an even greater interest in franchising because we’re seeing a lot of people, kind of, in transition in their careers.

Michael Blake: [00:02:54] And for my part, I reached a point where I needed to stop being an employee sometime in my early 40s, a few years ago. And one of the things that people, then, might look at if you’re going to start a business, and you’re not going to go the venture capital route, is franchising. And it works very well for some people. And for other people, it doesn’t work as well. But that’s the nature of, really, any business. That’s not unique to franchising. But we’re going to talk today about how do you find out if franchising is the best fit for you, or, frankly, if it’s not a good fit for you, stay away from it, and do something else.

Michael Blake: [00:03:33] So, joining us today is my pal, Anita Best. Anita is the President of Find Your franchise Inc. She has owned four franchises herself and has spent the last 10 years consulting others who are considering owning a franchise. She is passionate – and that’s an understated passion with a capital P – about small business ownership and lifestyle independence. She specializes in helping people leverage their beliefs, attitudes, and transferable skills into a franchise opportunity that will meet their financial and personal goals. Anita, thanks for coming on the program.

Anita Best: [00:04:09] My pleasure, Michael. Thanks for asking me.

Michael Blake: [00:04:11] So, how’d you get into this business? You’ve been doing it for 10 years. What led you to this path that you’ve chosen?

Anita Best: [00:04:21] Like many things in life, it was really an accident. I sold real estate all through the ’90s. And when Keller Williams came to Atlanta, Keller Williams Real Estate, they were a younger company at the time, they were recruiting me. And through the course of those discussions, I had been selling real estate a long time, and the opportunity came up to buy into the Buckhead franchise when it was opening up. And so, I did became an investor in the franchise and was the managing partner for the first three years. So, I really started from the inside of the franchise business. Keller Williams has a very sophisticated coaching program that they recruited me into. So, I helped coach other Keller Williams franchise owners around the country on how to grow and build their franchise and be successful.

Anita Best: [00:05:11] A few years later, I did that for three years, built it into one of the top, at the time, one of the largest franchises in the country. And, now, I decided to take a little break. The coaching was very lucrative that I was doing with them. And so, I hired a new broker to run the office, retain my ownership, and move down to Florida to spend some great years with my parents. They were getting older. And looking back on it, that was a great decision.

Anita Best: [00:05:33] I decided to come back to Atlanta a few years later, and they wanted me back in the Keller Williams system. But it was a great job but a very difficult job. And I started thinking about the fact that I had been down in Florida for three years, and had not worked at the franchise even through ’08 and all that downturn, I still got a check every quarter. So, mailbox money was nice and decided that maybe buying another franchise would be a good thing to do.

Anita Best: [00:06:02] And so, in my research, looking at franchise opportunities, I came across a franchise broker and was really intrigued by that business model. So, again, I started researching that, in addition to looking at some franchises, and decided that with my coaching training and background, with my franchise ownership background, it was a perfect fit. So, I got some education, got some training, hung up a shingle, and the rest is history.

Michael Blake: [00:06:31] And how did you move from franchise, or do o you consider what you do now franchise brokerage or more of an advisory?

Anita Best: [00:06:39] I never felt like a broker. That’s a technical name for what I do. But almost, from the very beginning, my business was very consulting-based. I tell my clients that I am a a research assistant, a subject matter expert, and a coach. And I tell them right from the beginning, the majority the people that come to me, that are referred to me, my business is virtually all referral, don’t buy a franchise. They’re on a dual path. They’re looking at another corporate job. They’re in transition. But almost without exception, they refer people to me. So, my goal is to have them have a good experience, get educated, and not for them necessarily to buy a franchise. Although happily, I can say it does happen often enough.

Michael Blake: [00:07:27] Okay. So, when I broached the subject of franchise, and you’ve taught me a lot about franchise over the years that we’ve known each other, so now I can have an intelligent conversation for about eight minutes or so, and I said, “Well, people will come to me, and they’re in various kind of situations.” We’ll talk about that later in the interview. But the question I always get back or the reaction I always get back is, “Well, I can’t do a franchise I don’t want to be in the restaurant business. I hate food service. I don’t want to own a McDonald’s.” I mean, the franchise world is a lot more than food service now, isn’t it?

Anita Best: [00:08:00] Yeah. I’ve been, as you said, doing these 10 years, I’ve only sold two food franchises. I, typically, tend to talk people out of it just because I think there’s so many other incredible opportunities out there. Only about 20% of franchises are food. Franchising is just a business model. Most people don’t know but most of, if not many of, the Coca-Cola bottlers are franchises, traditional franchises. Your favorite sports team is a traditional franchise.

Anita Best: [00:08:28] I’ve challenged people to name an industry that I can’t find a franchise in. One time somebody said drones. And at the time, I didn’t have one. I have since found one in drones. There’s one that’s gone out of business in the marijuana business in states where it was legal there. They’re no longer around. But there’s franchise in everything – health care, technology, home services, education. Just about every industry you can think of, there would be a franchise, at least, relative to it.

Michael Blake: [00:08:57] Now, that one that went out of business, was that the drone business that went out of business or the marijuana that’s just going out of business.

Anita Best: [00:09:03] No, no. I think the drone business is doing well. It was the marijuana business.

Michael Blake: [00:09:06] I was just kind of wondering. Marijuana and flying drones may or may not be the best combination out there. Just sort of my gears kind of turning on that.

Anita Best: [00:09:18] [Crosstalk].

Michael Blake: [00:09:18] So, the Small Business Administration provides a list of franchise failure rates. Not all franchises are created equal. And they get a lot of — Frankly, I think, they get a lot of negative attention, sometimes undeserved. And I think it’s because nobody wants to read a story about a plane landing safely, right. But it’s always fun to beat on some franchisor that is taking too much money, whatever they’re doing, right. But I think the Small Business Administration has a list of the franchise failure rates as a function of where the SBA provides the financing to buy a franchise, and then what is the default rate. Have you seen that list? You think that’s a good thing for somebody to consult as they think about the kind of franchise or the specific franchise they might consider buying into?

Anita Best: [00:10:12] It might be a small data point, Michael. I’m very familiar with it. It’s the Coleman Report. The last one that I have the entire report of was from 2011. If a franchise sells a hundred franchises, and two of them use SBA, and one of those fail, it’s going to show up as a 50% failure rate on the SBA’s list.

Michael Blake: [00:10:38] True.

Anita Best: [00:10:38] So, you can extrapolate all kinds of crazy numbers that would come up. I think the Coleman Report is more effective to use from an industry perspective if you are to take all the restaurants out of the Coleman Report and see how many restaurants fail versus how many, let’s say, auto repair franchises fail, versus how many homecare franchises fail. You can come up with some data there that’s interesting from which industries may have higher failure rates, but there’s so many other things that go into it.

Anita Best: [00:11:09] And the simple fact that it’s, in my opinion, very few people use SBA loans. A small minority of my clients use SBA loans. They use everything from home equity, to commercial loans, to a lot of retirement funds. There’s government IRS-approved programs where you don’t have to pay penalties and interest on the money that you use if it’s done under very strict guidelines. So, I don’t see it as a strong indicator without having a lot of other information to look at as well.

Michael Blake: [00:11:41] Okay. So, maybe, it’s one piece of the whole conversation, but don’t make it your whole conversation.

Anita Best: [00:11:45] No. I typically don’t even look at it anymore.

Michael Blake: [00:11:49] Really?

Anita Best: [00:11:50] Yeah.

Michael Blake: [00:11:50] Okay.

Anita Best: [00:11:50] As I said, other than from an industry perspective, you can sort the list, if you buy the current list, which I’ll quit doing because I didn’t find it to be that important for me. You can sort it. And the perfect example is there’s one — I don’t want to mention the name. It might be too controversial.

Michael Blake: [00:12:08] Got it.

Anita Best: [00:12:08] But there’s a household name franchise that everyone would know that is very successful and has made many, many millionaires. And for 2000 to — I’m sorry, 2000 — yeah, 2000 to 2010, they showed a 20% SBA loan failure rate-

Michael Blake: [00:12:26] Ha.

Anita Best: [00:12:26] … which I find very difficult to believe. And even if some of the units failed, the operation didn’t fail. It failed for other reasons. And the franchisor took it back, ran it successfully, sold it to someone else. So, I think, it’s not one of the stronger tools to use.

Michael Blake: [00:12:45] Interesting, okay. So, somebody walks in the door or hit you by e-mail, and they say, “Anita, I’m interested in exploring franchises, types. What kind of franchise might be right for me?” what does that process look like.

Anita Best: [00:13:03] Yeah. A lot of it is a getting-to-know-you process. Personally, I have a business personality assessment that I use. It’s very similar to the DiSC Profile. You’re probably familiar with the DiSC Profile.

Michael Blake: [00:13:15] I am. I took one for my old job, and they said I was clinically insane.

Anita Best: [00:13:19] Yeah. Actually, those tests are not a good predictor of mental illness. So, I use that. By the way, I do see assessments more of a conversation tool, not a dictate. For example, like my DiSC Profile shows me all DI, low SC, which means that I would be terrible with details. And it’s more a matter of comfort. I don’t like details, but I use computer lists. Very disciplined with using my computer. Nothing ever falls through the cracks. If I had to sit in front spreadsheets all day long, I’d be miserable. So, we all have compensating factors for our natural personality styles, but it’s a great conversation piece for me to get to know people.

Anita Best: [00:14:05] And then, I also have a four-page candidate questionnaire that my clients tell me really helps them think through business ownership, and everything from B2B versus B2C, service versus product, number of employees they’d like to have, lots of questions like that, and a list of industries to rate which ones they have higher or lower interest in. And by going through that process, after I get that information back from my clients, we then have another conversation, I have more questions, they have more questions. I send them information to read. And then, I start doing my research based upon what they said. There’s no magic wand that comes out of that, like, poof, the perfect franchise with for them doesn’t pop out, but that getting-to-know-you process really helps me to refine things that would be good for them..

Anita Best: [00:14:55] And then, I’d been remiss. The economics is crucial. I’ve taught many people out of buying a franchise. Right now, I know a guy’s out of work. He’s maybe got $100,000, and he’s got four kids, and his wife doesn’t work, and he wants to buy a franchise. I go, “You need a job,” you know.

Michael Blake: [00:15:12] Yeah, good, yeah.

Anita Best: [00:15:13] Yeah. And-

Michael Blake: [00:15:13] That’s a sign of a great professional, by the way, that will look at somebody in an instant, like, “I’m going to talk myself out of work here, but this ain’t for you, man.”

Anita Best: [00:15:23] Yeah, but that’s okay. They send me business. They appreciate it.

Michael Blake: [00:15:25] Yeah, that’s right.

Anita Best: [00:15:25] So, that works out just fine. But both their current financial situation, how much money they need to make, their comfort level with it, obviously those, how much they have, and how much they need to make, and what their overhead is, have them look at all of those points and make sure that it makes sense. And, of course, there’s franchises you can buy for $50,000 without brick and mortar, that don’t have the high overhead, but as a general rule, it’s going to be more than that.

Michael Blake: [00:15:56] So, it sounds like you invest a lot of time, maybe as much or more, but you can correct me, on the personal match as opposed to just the raw economics of the franchise. Maybe there’s some — I’m sure there’s some very good franchises out there, franchise systems that enjoy consistent success, maybe they’re booming, they’re capturing a great trend, right. But is it fair to say that could be trumped if the personality match isn’t right, then, maybe you’d go with something that on the surface is financially a little less lucrative if it’s clearly a better personal match?

Anita Best: [00:16:35] It’s probably both.

Michael Blake: [00:16:37] Okay.

Anita Best: [00:16:40] A lot of people come to me wanting to do something they love. They love to play golf or they — well, let’s just use golf. If you look at most golf professionals, they’re out there hot and sweaty all day. They’re not making a lot of money. They don’t become golf pros. They become golf teachers. And it’s not necessarily doing what they like, and they don’t make a lot of money. Most people that are doing what they really love aren’t making a lot of money – artists, musicians. So, oftentimes, that kind of fit is not as important as finding something you can be passionate about delivering really well and loving what a day in the life is all about. That’s more, to me, what a great fit is. I’m not sure if I exactly answered your question there.

Michael Blake: [00:17:28] You did. No, you actually did.

Anita Best: [00:17:30] That, yeah.

Michael Blake: [00:17:30] Yes, you did. So, I mean, it sounds like it’s a pretty even — it actually sounds like a pretty complicated balancing act matching economics with personality.

Anita Best: [00:17:39] Yeah. Well, I spend probably half of my time looking at franchise opportunities, so that I have a mental inventory. I’ve got contracts with about 600 brands, but I have access to detailed data on over 2500 brands through a service I subscribe to. And I also have a mastermind group of a dozen top women. We call ourselves the Power Women Brokers, a dozen female brokers around the country. We have a once-a-month scheduled call. We have daily e-mails going back and forth where we share good concepts, bad concepts, clients we’re having trouble fitting. It’s a great support group because this kind of consulting can be very lonely. You spend a lot of time in front of a computer by yourself doing research.

Anita Best: [00:18:24] So, I’m reading about, learning about good brands in many different areas, many different price ranges, researching their success rates, it gives me a mental inventory of concepts. And then, when I have a client, and I learn a lot about them, the financial piece, really, is first. If the financial piece isn’t there, then it’s not a good fit.

Michael Blake: [00:18:48] The rest wouldn’t matter.

Anita Best: [00:18:48] Right. Then, it becomes something that they can get excited about, can see themselves executing on a daily basis. And so, therein lies the fit. And there’s no franchise that has 100% success right.

Michael Blake: [00:19:02] There’s no business that has 100% success rate.

Anita Best: [00:19:05] Yeah. I mean, I usually say there’s like a 33/33.33. When you look at franchises, you’re going to find 33% of the people that buy them that are miserable, and wish they hadn’t done it, and aren’t making enough money. You’re going to find that 33.3% in the middle that are out of their corporate job. They’re not killing it, but they’re happy. It’s improved their lifestyle. And then, you’re going to find that top third, hopefully, that are go-getters. They’re executing at a very, very high level. They’re exceeding their expectations from a financial perspective and from a lifestyle perspective.

Anita Best: [00:19:43] Oftentimes, I compare it to real estate. I was a real estate broker for three years. And before that, I sold real estate for 10 years. Talk about a revolving door. Probably 90% the people that get a real estate license a year later are not selling real estate. It doesn’t make real estate a bad business. It’s got to be the right fit, and you have to be passionate about it, and you have to execute. And franchise ownership is very, very similar.

Michael Blake: [00:20:04] So, that segues nicely, kind of, in the next question in that a franchise, and maybe even entrepreneurship, in general, is not for everybody, right. And thank God. If everybody in the world was an entrepreneur, it’d be chaos.

Anita Best: [00:20:16] Yeah

Michael Blake: [00:20:17] Nobody would ever take direction, and nine billion people going in different directions. But what’s kind of a profile where you kind of know pretty early in the process that somebody is not a good candidate to be a franchise owner? What are, kind of, the warning signs you frequently see?

Anita Best: [00:20:38] I’d like to come back to that in a second, but I just want to touch on entrepreneurship for a moment.

Michael Blake: [00:20:42] Yeah.

Anita Best: [00:20:42] I heard a great definition of entrepreneurship. It’s the Harvard Business School definition actually, and it says, “The pursuit of opportunity without regard to resources currently controlled.” When you’re buying a franchise, it has to be in regard to resources currently controlled or, at least, that’s my coaching on the subject. So, depending on your definition of entrepreneurs, I find that true entrepreneurs, by that definition, don’t make good franchisees.

Michael Blake: [00:21:13] Really?

Anita Best: [00:21:13] Because they want to do it their way.

Michael Blake: [00:21:15] Oh, but a franchise has — I mean, they have a playbook-

Anita Best: [00:21:18] They have a playbook.

Michael Blake: [00:21:19] … which you, more or less, have to follow exactly.

Anita Best: [00:21:21] Exactly. So, senior executives make great franchisees because even though they’ve got a lot of control, they have to execute. Even if they’re the president, they’ve got to execute according to the board’s control, or there’s lots of restrictions. There’s a budget that they have to follow. They’ve got a chief marketing officer that’s going to give them direction. So, senior executives make great franchisees typically. A true entrepreneur is going to want to do it his way or her way.

Michael Blake: [00:21:54] Right.

Anita Best: [00:21:54] And in my experience, the two reasons franchisees typically fail, one is under capitalization, which I’ll do everything I can to keep that from happening to somebody, at least, on the front end. And number two is not following the model. You’re buying a franchise because it’s a proven business model. Well, there are those that come in there and think they have a better way to do it. And that can be a recipe for disaster. Oftentimes, after the first year or two, after you’re executing according to the model, great. You got some good ideas, try them out. Talk to other franchisees in that system, see if they’ve tried it, if it’s worked or not. That’s called the franchise family.

Anita Best: [00:22:33] Most franchises they talk to each other, and so they can compare notes on that, so you’re less likely to make mistakes because there may be others that have already made those mistakes, or tried those things, or you might come up with a great way to make the brand better. Most franchise companies have, not board, but a board of franchisors awards that get together regularly and talk about new systems, new models, new ways to do things. So, you’ve kind of got that bigger brain working on your business with you.

Michael Blake: [00:23:06] All right. So, if you’re not a rule-follower, right, then being a franchise will be difficult. What else? Are there other kind of warning signs or features that you, kind of, flag somebody away from doing a franchise?

Anita Best: [00:23:19] Really, the capitalization piece. If you’re well-capitalized enough, and you want to be independent, and have more control over your life, and you’re willing to follow a model, which, by the way, many franchisors, in their process of taking someone through learning about their franchise, if people don’t show up for calls, or weren’t willing to follow the models, or don’t do “homework” that’s given to them – homework in quotation marks – they won’t want them as a franchisee because they have to report their success rate in their FTD every year. So, there. There you have it.

Michael Blake: [00:24:02] Okay.

Anita Best: [00:24:02] Yeah.

Michael Blake: [00:24:03] So, in terms of the capitalization, does that mean you’re basically talking about how much runway they have, so that the — not every business will just start making money hand over fist right away, right. Even a franchise most won’t. So, is there a rule of thumb in terms of how much runway you recommend somebody have before embarking on this?

Anita Best: [00:24:24] It depends. It depends on the brand.

Michael Blake: [00:24:26] Okay.

Anita Best: [00:24:27] If you’re doing a home-based franchise or something that can be run out of a small warehouse or a small office, you don’t need a lot of runway. And those typically cost less on the front end. Oftentimes, it can have a much higher long-term income potential. You got to be able to pay your bills. If you’re looking at investing in anything in a strip shopping center or real brick and mortar where you’ve got to sign a five-year lease, and you’ve got to pay employees, and you’ve got to have inventory, you need to have 18 months to two years runway, both working capital and personal living expenses. Some can ramp up much faster than that. But if it doesn’t, if you don’t execute as quickly as you think, or there’s a blip anywhere, that’ll take you down; whereas, if you’re working out of a warehouse or a small office, a lot less money is needed to have a much longer runway.

Michael Blake: [00:25:28] Okay.

Anita Best: [00:25:28] So, it depends on the concept and the type of franchise.

Michael Blake: [00:25:29] And some franchises are much more capital-intensive than others, like you just alluded to. If you have a highly service-based business where you, yourself, even could kind of show up and provide the service, that’s one thing. But if you’re going to do — I don’t know. If you’re going to do a hotel, for example, many of which are franchised, right?

Anita Best: [00:25:54] Right.

Michael Blake: [00:25:54] That’s millions of dollars potentially of upfront costs

Anita Best: [00:25:58] Yeah, and ongoing capital investment for sure.

Michael Blake: [00:26:00] Right, right, okay.

Anita Best: [00:26:02] Yeah.

Michael Blake: [00:26:03] So, I would imagine a lot of the people that come to you, they may have an interest in a franchise, but they haven’t necessarily been in that business before. Is that a deal breaker if somebody wants to get into health care, but they’ve never done health care, they don’t even know how to put a Band-Aid on? Does not preclude them from being in the business, or can they be trained up, or how does that dynamic work?

Anita Best: [00:26:33] The vast majority of people that I see buying franchises wind up in an industry that they are completely unrelated to. Now, there are some that having knowledge of that industry is helpful, but that’s part of the beauty of a franchise. It’s more your skillset, your desire, energy, and ability to execute. Feeling an affinity for the business, that is important. But in most cases, you don’t need to have a lot of experience in that industry. You have to have the skill set to execute the business model.

Michael Blake: [00:27:12] And in most these franchise systems, not only offer training, they’ll require you to participate and do well in the training before they’ll grant you the franchise, correct?

Anita Best: [00:27:25] Well, no. Actually not.

Michael Blake: [00:27:27] Okay.

Anita Best: [00:27:27] Most of them do have extensive training. And the research process with any franchise concept is typically going to take, at least, six weeks. They’ll have webinars. They’ll have different people in the company they want you to speak to. You’re going to want to be doing some research on your own. But I only have heard of one franchise over the years that actually allows you to go to training before you purchase the franchise because, I think, that would be kind of fraught with trouble for the franchisor because of insider knowledge and information to not let just anybody come-

Michael Blake: [00:28:02] Yeah, that makes sense.

Anita Best: [00:28:03] … to their franchise training.

Michael Blake: [00:28:05] There are trade secrets there.

Anita Best: [00:28:05] Right. But every franchise has training. Some of it is distance training. Some of it is you go off to them for a week or two weeks. I know many that have a two-week training program. Some of them, obviously, have required reading for you to do. Some of them send people into your territory. And most of them have some combination of those three. So, there is a lot of training once you sign on the dotted line and purchase your franchise.

Anita Best: [00:28:34] And there’s ongoing training to, varying degrees. Many franchisors have coaches that you talk to once a week, and you can call more often if you want to. Many of them have annual conventions where there’s a lot of training. A lot of them have weekly calls that all the franchisees can get on, and talk to each other, and compare notes, and share, or intranets where you can type in information. And another franchisee that has the answer will respond and jump on a call with them if you need more information. So, there’s lots of resources for ongoing support-

Michael Blake: [00:29:12] Got it.

Anita Best: [00:29:12] … in a good franchise model.

Michael Blake: [00:29:14] So, do you have a favorite success story of somebody that you’ve helped get into the franchising business?

Anita Best: [00:29:21] One of my favorites, and this is just about two years ago now, a female executive here, a Kettering member, a good friend of mine called me and said that her daughter was a meteorologist in Alabama, and they were married, and her husband was selling insurance, and she was looking for change, he was looking for a change of what I talked to them about franchise opportunities. Of course, that’s very flattering when somebody will trust you with their children.

Michael Blake: [00:29:47] Yeah.

Anita Best: [00:29:47] And so, I worked with them probably for five or six months. They purchased a franchise. It was a home modification franchise for seniors, a rather small warehouse. And they loved it. They’re so excited. They sent me these lovely notes. They were rookie of the year their first year. And when I see their mom, she’s so grateful. I mean, it’s just to see younger — must my candidates our senior executives just because that’s the world I’ve been living in. That’s rewarding too, but to have the children of a good friend achieve that level of success, and to see these young kids starting out on this entrepreneurial journey.

Anita Best: [00:30:29] And I think it’s great because most — and I use the entrepreneurial warden, but most people, they get into business for themselves, it’s usually not the last one. It usually turns into multiple streams of income. You’ve got the freedom to control your schedule. So, oftentimes, other opportunities present themselves or additional territories possibly with the concept that you’ve already are working within, or just other opportunities start to present themselves. So, it was really fun and exciting to see this young couple do that.

Michael Blake: [00:31:05] All right. So, we’re running out of time here. So, I think, the last question I want to ask you is, if someone wants to learn more about this kind of opportunity, this kind of direction for themselves, how can they best contact you? Can they contact you? And if so, how can they do that?

Anita Best: [00:31:21] Of course. Thank you, Michael. That would be very nice. They could send me an email at Anita@findyourfranchise.com, just like it sounds. They could call me 404-218-7808, or they could send me a text, and I’d be delighted to chat with them.

Michael Blake: [00:31:39] Okay. So, that’s going to wrap it up for today’s program. I’d like to, again, thank Anita so much for joining us and sharing her expertise with us today. We’ll be exploring a new topic each week. So, please tone in, so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review through favorite podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Dayton accounting, Dayton business advisory, Dayton CPA, Dayton CPA firm, Find Your Franchise, Find Your Franchise Inc., food service franchise, franchise brokerage, franchise coach, franchise compatibility, franchise consultant, Franchise Disclosure Document, franchise selection, Franchisee, franchisees, Franchising, Franchisor, home-based franchise, Keller Williams, Michael Blake, Mike Blake, transition out of corporate

Inspiring Women, Episode 2: Confidence, Insecurity, and Arrogance

May 29, 2019 by John Ray

Inspiring Women PodCast with Betty Collins
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 2: Confidence, Insecurity, and Arrogance
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Betty’s Show Notes

What is confidence? How would your life improve if you were more self-confident? What can you do to boost your confidence? In Brady Ware’s latest podcast episode, learn the characteristics of a confident woman and how you can apply the self-confidence formula to your life.

In this episode I cover:

  • What is confidence?
  • How would your life improve if you were more self-confident?
  • What can you do to boost your confidence?

The self-confidence formula for women:

  • Take responsibility for yourself.
  • Begin to experiment with life.
  • Develop an action plan and implement it.
  • Stick with it.
  • Act “as if.”
  • Find a mentor.

Handouts for this podcast:

  • How To Know if You are Confident
  • Actions to Boost Your Confidence

“Inspiring Women” Podcast Series

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Past episodes of “Inspiring Women” can be found here.

Show Transcript

Betty Collins: [00:00:03] Confidence is silent. Insecurities are very loud. And arrogance is just completely ignored. And I want to talk about those things today.

Betty Collins: [00:00:18] So I’m watching this YouTube video of Aretha Franklin. And I was blown away. I watched it over and over. And of course she comes out, everyone knows the name for the most part right. And she’s singing “You Make Me Feel Like A Natural Woman.” And not only is she just singing it, she’s singing this for the President of the United States, Barack Obama and his wife Michelle Obama. And they’re sitting with Carole King who actually wrote the song. And she first comes out and she’s on stage. It’s a full crowd. And she starts singing. She’s playing her own music. So she’s just sitting there, playing and singing like it’s the most natural thing. Meanwhile they show her President wiping a tear from his eye. And they show Carole King totally, totally into the fact that here is this woman singing this song, the way she is, Aretha Franklin. Doesn’t seem fazed at all. She’s just doing what she does.

Betty Collins: [00:01:28] And then about halfway through the song she decides to get up. Someone takes over the piano. She’s now no longer kind of hiding behind her piano. Maybe it’s easier to sing there. I don’t know, I’m not an entertainer. And she comes out to the middle of the stage and she kicks it up. So she takes a natural talent and totally makes it completely unique for her. And not only that, about probably two thirds of the way into the song, everyone’s on their feet, including the President of the United States, and she throws off her big fur. And she pulls that microphone out, she raises her arms like there’s no tomorrow, and she belts it out as if she’s 20 years old.

Betty Collins: [00:02:16] And of course the crowd is on their feet with her. And I watched it over and over. What came to me was you would never know if she was confident or not in what she was doing. She came out like it was the most natural thing. I mean I couldn’t imagine performing for the President of the United States in the first place, let alone meet him. And she’s doing this like it’s an everyday thing. But if you really read her story and you go back through her life, that was not always there. But that night the confidence was just natural and amazing.

Betty Collins: [00:03:01] Confidence is really hard. And so today when I want to cover is what is confidence? What are the qualities of a confident person? And how can you be confident? Because I know for me, I can start a day out at 7 a.m. and I can be insecure. And by 9 arrogant, and by 2, confident, maybe. And by the end of the day and secure again. So I go to all three of those. But obviously we don’t want to hang around with insecure people. And we don’t want to hang around with arrogant people. We’d rather be with real confident type individuals in our lives. Professionally and personally. So when I talk about confidence you have to know what it is. And for me the definition is easy because it’s just the quality of being certain of your abilities. I mean you are certain of who you are. You’re certain of what you can do. And you trust and you have a firm belief in that. And then you you go with it.

Betty Collins: [00:04:01] Arrogance is the quality of being very superior. Your overbearing. Nobody wants to be around them.

Betty Collins: [00:04:11] But insecurity, to me, is just as bad as arrogance. And women tend to be more insecure. Men tend to be more arrogant. And neither is good.

Betty Collins: [00:04:23] So how do you get to that quality of being confident. And you’re not always going to be confident. You’re just going to have those times. But you have to admit your flaw and you have to say no. And sometimes you have to listen and not conform. You’ve got to be open for help and you’ve got to own your own feelings, and guilt isn’t your friend. And you’ve got to support others. And when you start putting that whole mix together, you’re probably going to become a confident person. It’s not easy and it doesn’t happen overnight. Aretha Franklin didn’t get on stage her first time and sing for the President and have people on their feet emotionally engaged with her. And I’m sure that took a lifetime to do.

Betty Collins: [00:05:15] Without confidence you’re going to be really mired down in unfulfilled desire in your life. You’re going to be full of excuses more than you are why you are who you are. And you’re going to be paralyzed by fear. It’s something I deal with all the time. And that takes away from being confident. What’s really funny about women today is we’re turning the corner in so many ways. And so we need to start acting like that and start taking more risk and stop the grumbling and apologizing because the results are starting to really happen. And there is now research and statistical evidence that confidence is more important than your ability. I’m in an industry as a CPA where technical ability is really valued. Has to be. The confidence is now showing is just as important if not more.

Betty Collins: [00:06:16] And here are the things that are happening for women. So more of us are getting college and graduate degrees. We’re running some of the largest countries in the world, not just the United States. There are now 17 female Heads Of States in the world. 105 seats in Congress are held by women which, is nineteen point six percent. Twenty five percent of board members are now women. And those companies tend to be more profitable when the when women are on their boards. This is the best one. We control 80 percent of U.S. consumer spending. 26 percent of women in the U.S. do not work. They can have the lifestyle of raising their children and being home and it’s ok. Mothers are now the primary or sole earners for 40 percent of households. We comprise over 50 percent of the workforce. And now 30 percent of businesses owned by women are being started by women. And three out of ten women serve their country or government in some capacity. Those are major, major statistics and they’re happening because of confidence and hard work and drive. But it’s a huge factor in the development of things that are happening for women in the things I’m talking about. But it’s also confidence that affects your relationships, your family life, where you volunteer, maybe where you go to church. How you are confident in those roles.

Betty Collins: [00:07:54] There are a lot of myths about confidence. We think we can be more confident. Women believe that if we work harder our talent will shine through. So we just don’t ask questions, we just accept our circumstances. And we just work harder. And then we assume that we’re better at having conversations in our head than with people. And what that does, again, it takes from the confidence factor. On top of all that, we focus on perfection. And perfection is not confidence, it’s just paralyzing to you. And I hate to tell you, but we kind of overthink a lot of things. So all of that leads up to we care too much about then what others think. And we believe it’s easier for everyone else around us, it’s easier for them. Those are myths that take away from confidence.

Betty Collins: [00:08:49] And so what I want to ask you is this. Are you a perfectionist? Are you hesitant? Do you micromanage every aspect of your life? Do you disengage because doing work and leveraging your skills is harder? Are you afraid to fail? And are you blessed with very uncooperative people in your life? You’ve got to answer those things because when you answer those, those are the things that drain your confidence. So you have to look at what risk are you willing to take to change those. And you can’t change them all overnight. But those are really, really important questions. In fact I have handouts for you today that tell you are you confident or are you not. And so start looking at those and be honest.

Betty Collins: [00:09:41] Why the confidence issue for women? I just went through, pretty hard stuff, all the myths. I just talked about which we have a great hand out for you on that. But let me give you examples of women who are confident and women who are not.

Betty Collins: [00:09:58] Women who are confident talk about dreams. Your plans, your aspirations. What you want to be. Where you want to go. Visions. And women who are not confident, they just talk about other women. It’s evidence and it’s statistically proven. You need to think about that.

Betty Collins: [00:10:17] Here’s another one. Confident people. They are the trendsetters. Confident people follow the trendsetters. Not everyone needs to be a trendsetter. But I mean those are those are characteristics of that you’re pretty confident if you can you can set the trend instead of follow it.

Betty Collins: [00:10:37] Confident women don’t try to please everyone. In fact their motto is “Confidence is not that they will like me, Confidence is I’ll be fine if they don’t.” So when you’re consumed in “I got to please everyone around me,” or “Hey, I’m not going to try to please you because I’m trying to do the right thing.” So those are things that show you that you’re confident and that’s how you know you’re not.

Betty Collins: [00:11:10] So what is the self confidence formula for women? As a CPA, we do everything with formulas, so here we go. Step 1. Take responsibility for yourself. The path towards your confidence is the one that you travel, not everyone else. It’s your journey.

Betty Collins: [00:11:29] Step 2. You’ve got to start experimenting with some things in your life. I did this when I was 38 years old. There were just things I wanted to do that I talked about doing but didn’t. One of them was I wanted to read the New York Times from cover to cover. Why? I don’t know. But it was one of those things that was so refreshing because I found my little place where nobody could be. And I read The New York Times. And once I finally got over “I don’t need to probably read the New York Times,” but it was kind of one of those things where I said “I’m going to do this. I want to try. I want to see what it was about.” It was very interesting. When I got bored with that, I went on to something else. Try new things.

Betty Collins: [00:12:13] You got to develop an action plan and then you implement it. I know for myself I read a book, Start With Why by Simon Sinek. And I always did the “How” and the “What.” We all do. Or the when the “How” and the “What” is easier, but you got to know the why. And for the longest time my “Why” was “I’m going to help you with your business. I’m going to do your accounting. I’m going to get your taxes done.”

Betty Collins: [00:12:43] Then I said no. I’m going to have a completely different action plan for my clients. In fact, I’m going to make sure that you’re successful so that as the employer, your employees are successful. And those employees are households that are the infrastructure of a community. So it took a whole new turn how I advised, and energized, my client, versus just doing your taxes. Because that’s just a given everyone has to do them. So I developed a whole new action plan on my “Why” and started doing that “Why” in thinking about that “Why” for everything. It was excellent.

Betty Collins: [00:13:21] You’ve got to stick with something. Self-confidence. It doesn’t come because you tried one thing. You took one pill. That’s what we generally like to do. Or we read one book. It’s a continual evolvement in development.

Betty Collins: [00:13:35] You always act “As if.” “As if” I’m putting in quotes. So “If” you put off action until you have confidence, you’ll never do it. “If” you take action, do it within a semblance of outward confidence. Sometimes, the inward true confidence will follow. My mother always told us “False cheer is better than real crabbiness.” And I always used that. Sometimes you just have to get out there and you just have to act like it’s all okay. Even though it isn’t. I wouldn’t hide from all those things but there are times that confidence will get you there. And once you’re out there going “OK everything’s good. Get your smiles on.” That was our Sunday morning. Every week. It’s church time kids. All six of us got in the van. Put your smiles on we’re, going to church. We did all getting ready with one bathroom.

Betty Collins: [00:14:22] And then you have to find a mentor if you want confidence. Because you need somebody’s outside perspective telling you when you went to the arrogant side or now you’re back at the insecure side. You’ve got to have that person in your life that comes in and says here’s what you do. So those are kind of the formulas and again we’ll give you these handouts on our website that will refer to at the end of this podcast. These are things that are just easy reading, easy simple stuff. Take away one or two of them and start it.

Betty Collins: [00:14:50] But there are things you can do to boost your confidence. As women, it’s very important. One is dress nicely, groom yourself. That sounds really simple but I will tell you the last time I spoke at the Brady Ware’s Women’s Conference, I decided to engage [00:15:04] Sue Kantor. Sophisticated Styling is her company. [00:15:08] I thought I just want to look great that day. And she just was fabulous. I showed up to the store and in there she has all of these outfits for me to try on. And it came down to three of them and she says well what do you think. And I mean people were just awesome. I had the shoes, the jewelry ,the clothes, the makeup. Here’s what you need to do. And I just felt great. She goes “Which one do you want?” I said, “Oh no, I’m taking it all. Pack it up.” And I bought every bit of it. And you know I went to the conference that day and, this is kind of embarrassing even to say, but I ended up wearing all three outfits throughout the day. It was just fun and it was a fun thing for the day. And I felt confident just doing it and it was just fun. So those things can really get you.

Betty Collins: [00:15:58] I have a whole list of things that can boost your confidence. Stand taller. Speak slower. Be prepared. Sometimes just decide you’re going to be kind and generous all day. You’ll be amazed at what that can do because you’ll forget the “stuff” in your life. Focus on solutions. Smiling is easier than frowning. Sometimes you got to just clear your desk and clean it. There are all kinds of ways to do it. But I can tell you people who are confident will get on the stage, perform for a President, not hide behind a piano, and sing like she’s 20. And you can do that. It just takes time. It takes development. But it’s rewarding at the end of the day.

Tagged With: confidence, confidence building, Confidence For Women Professionals, confidence level, Dayton accounting, Dayton business advisory, Dayton CPA, Dayton CPA firm, dreams, get a mentor, insecurities, insecurity, mentor, personal responsibility, preparation, self confidence, the confidence to move forward

Charlie Jones, Marshall Jones & Co.

May 28, 2019 by John Ray

North Fulton Business Radio
North Fulton Business Radio
Charlie Jones, Marshall Jones & Co.
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Host John Ray and Charlie Jones, Marshall Jones
Charlie Jones, Marshall Jones

Charlie Jones is the co-founder of Marshall Jones & Co. Marshall Jones is a 35-year-old Atlanta CPA firm with offices in Alpharetta and the Buckhead area of Atlanta. The firm has 20 professionals who specialize in serving privately owned businesses, nonprofit organizations, and high income or otherwise wealthy individuals. Their corporate clients are in the construction, nonprofit, real estate, professional services and distribution industries. Marshall Jones provides year end financial statement audits, reviews and compilation services. The firm’s tax department provides planning, consultation and tax return preparation services.  The outsourced bookkeeping department provides all back office functions such as bill paying, payroll, bank reconciliation, and general ledger maintenance and financial statement preparation.  The firm’s core values are integrity, technical competence, responsiveness and proactivity.

As Senior Partner, Charlie focuses on client relationships and business development. Charlie has performed peer reviews for other CPA firms since 1990 in 9 states. He performs reviews for firms with 5-50 professionals. He became a member of the Georgia Society of CPA’s Review Acceptance Board in early 2019. Charlie’s career has consisted of auditing, contract controllership, systems and other consulting. He ensures that the firm maintains the critical quality necessary to effectively serve our clients. He holds a strong knowledge in real estate, construction, technology, distribution, government, and non profit industries. Charlie has also lead many projects in Sarbanes Oxley internal control compliance for several public companies. In addition he has been a frequent lecturer and trainer in this and other audit related areas.

  

 

“North Fulton Business Radio” is broadcast from the North Fulton studio of Business RadioX®, located inside Renasant Bank in Alpharetta. Renasant Bank has humble roots, starting in 1904 as a $100,000 bank in a Lee County, Mississippi, bakery. Since then, Renasant has grown to become one of the Southeast’s strongest financial institutions with approximately $12.9 billion in assets and more than 190 banking, lending, wealth management and financial services offices in Mississippi, Alabama, Tennessee, Georgia and Florida. All of Renasant’s success stems from each of their banker’s commitment to investing in their communities as a way of better understanding the people they serve. At Renasant Bank, they understand you because they work and live alongside you every day.

Tagged With: contract CFO, CPA Alpharetta, CPA firm, former NFL players, gender diversity, Marshall Jones, Marshall Jones & Co., Marshall Jones CPA, millennials, Millennials successful in Business, outside audit, outsourced bookkeeping, outsourced cfo, payroll, renasant bank, Sarbanes-Oxley, tax advice, tax advisor

ATL Developments with Geoff Smith: Ann Hanlon, Perimeter Community Improvement Districts

May 28, 2019 by John Ray

North Fulton Business Radio
North Fulton Business Radio
ATL Developments with Geoff Smith: Ann Hanlon, Perimeter Community Improvement Districts
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Geoff Smith and Ann Hanlon on “ATL Developments with Geoff Smith”

ATL Developments with Geoff Smith:  An Interview with Ann Hanlon, Perimeter Community Improvement Districts

Host Geoff Smith speaks with Ann Hanlon, Executive Director of the Perimeter CIDs, on the history of community improvement districts in Georgia, why they are so important in economic and infrastructure development, and the project priorities for the Perimeter CIDs.

Ann Hanlon, Perimeter Community Improvement Districts

Ann Hanlon, Perimeter Community Improvement Districts (PCIDs)

As Executive Director for the Perimeter Community Improvement Districts (PCIDs), Ann Hanlon is in charge of the organization’s daily operations, as well as its investments in transportation infrastructure. The Perimeter CIDs have an annual operating budget of $8 million.

Previously, Ann was the Executive Director of the the North Fulton CID for 12 years, beginning when it was a start-up. Prior to joining the North Fulton CID, Ann served as a Senior Program Specialist at the Atlanta Regional Commission. She began her career in the private sector, as a Research and Development Analyst with Press Ganey & Associates, a healthcare consulting firm in South Bend, Indiana.

A native of South Georgia, Ann received a Bachelor of Arts degree with a double major in Government and Computer Science from the University of Notre Dame, and a Masters of Public Administration degree in Management and Finance from Georgia State University.

Ann was honored as the “Woman of the Year” by the Women’s Transportation Seminar Atlanta Chapter in November 2016. In April 2015 and again in 2017, Governor Nathan Deal appointed Ann to the Board of Directors for the Georgia Regional Transportation Authority where she serves on the Projects and Planning committees. Ann was named “Business Woman of Excellence” by the Greater North Fulton Chamber of Commerce in 2019, selected as one of Atlanta Business Chronicle’s “40 under 40” in 2018, named a “Notable Georgian” by Georgia Trend Magazine in 2017, one of the Atlanta Business Chronicle’s “Women Who Mean Business” in 2015 and as one of Georgia Trend Magazine’s “40 under 40” in 2012.

Ann is a graduate of the Regional Leadership Institute of the Atlanta Regional Commission (2010) and Leadership North Fulton (2006). She currently serves as Vice Chairman of the Board of Directors for the Council for Quality Growth and will be the Council’s first female Chairman in 2019. Additionally, Ann serves on the Board of Directors for the Women’s’ Transportation Seminar, Atlanta Chapter, the Sandy Springs Chamber of Commerce, and the DeKalb Chamber of Commerce. She has been a citizen member of the “Shape Dunwoody” Comprehensive Plan committee, the North Fulton Poverty Task Force and was Co-Chair of the DeKalb County Charter Review Commission. She is a Chairman’s Circle member of the Greater North Fulton Chamber of Commerce, the Cobb Chamber of Commerce and the Georgia Chamber.

Personally, Ann is a volunteer with the Girl Scouts of Metro Atlanta, a member of All Saints Catholic Church and a sustainer with the Junior League of Atlanta. She lives in Dunwoody with her husband, Michael, and their two daughters, Elizabeth and Mary Catherine.

Geoff Smith, Host of “ATL Developments with Geoff Smith”

Geoff Smith, Host of “ATL Developments with Geoff Smith”

“ATL Developments with Geoff Smith” covers all things economic development in the Atlanta Metro area. From everything inside the Beltline to Avalon and beyond, Geoff Smith interviews the movers and shakers making the ATL one of the best places to live, work and play. An archive of past episodes can be found here.

Geoff Smith is a mortgage banker with Assurance Financial working with Real Estate agents and homebuyers to help them get happily to their closing table. Geoff is an authority on the latest economic development trends shaping the Atlanta Metro area. His interviews reveal an inside perspective at how things get done in the ATL.

Geoff is an active member of his community serving on the Board of Directors of the Greater North Fulton Chamber of Commerce, as well as holding the position of chairman for the Chamber’s Education Committee. He is also Secretary of the Roswell Youth Baseball Association and coaches his sons in football, baseball and basketball. Geoff enjoys golf, camping and traveling with his wife and two sons. He is a graduate of the University of Georgia.

 

 

 

 

 

“ATL Developments with Geoff Smith” is broadcast from the North Fulton studio of Business RadioX®, located inside Renasant Bank in Alpharetta. Renasant Bank has humble roots, starting in 1904 as a $100,000 bank in a Lee County, Mississippi, bakery. Since then, Renasant has grown to become one of the Southeast’s strongest financial institutions with approximately $12.9 billion in assets and more than 190 banking, lending, wealth management and financial services offices in Mississippi, Alabama, Tennessee, Georgia and Florida. All of Renasant’s success stems from each of their banker’s commitment to investing in their communities as a way of better understanding the people they serve. At Renasant Bank, they understand you because they work and live alongside you every day.

Tagged With: Dunwoody, economic development, GA 400, GA 400 express lanes, Geoff Smith, infrastructure, infrastructure improvements, infrastructure projects, live work play, MARTA, Metro Atlanta traffic, North Fulton CID, North Fulton Community Improvement District, Perimeter CIDs, Perimeter Community Improvement District, private-public partnerships, public transportation, Sandy Springs, traffic, transit, transit options, Transportation, transportation infrastructure, transportation planning

NORTH ATLANTA’S BIZLINK: North Fulton Education Leaders Allison Townsend, 2019 Georgia Teacher of the Year, and Dr. Doannie Tran, Fulton County Schools

May 23, 2019 by John Ray

North Fulton Studio
North Fulton Studio
NORTH ATLANTA’S BIZLINK: North Fulton Education Leaders Allison Townsend, 2019 Georgia Teacher of the Year, and Dr. Doannie Tran, Fulton County Schools
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Dr. Doannie Tran, Kali Boatright, and Allison Townsend

Allison Townsend, 2019 Georgia Teacher of the Year, Barnwell Elementary School

Allison Townsend, 2019 Georgia Teacher of the Year, Barnwell Elementary School

As the 2019 Georgia Teacher of the Year, Mrs. Allison Townsend passionately believes each child should have a voice in his or her learning. She is dedicated to helping teachers create transparent classroom environments where, together with their students, they can make connections and have an impact beyond the four walls of their classrooms.

Since graduating from Clemson University in 2012, Allison Townsend has been a teacher in Fulton County Schools in Atlanta, Georgia. She has taught pre-k, 3rd, and 4th grades at Shakerag and Barnwell Elementary Schools. She inspires her students to grow beyond “engagement” to “ownership” by empowering them with a co-planning learning model she has created. She is also an advocate for transparency in education by inviting parents, teachers, and community members into her classroom, coaching teachers at her school, presenting at conferences, and using Twitter as a window into her classroom. Her mission is to inspire students and teachers to take risks, connect with people from around the world, and smile along the way!

In her role as 2019 Georgia Teacher of the Year, Mrs. Townsend is traveling the state as an advocate for students and teachers and spreading her message of student ownership, transparency in education, and the power of human connection.

Dr. Doannie Tran, Fulton County Schools

Dr. Doannie Tran, Fulton County Schools

Dr. Doannie Tran is the Assistant Superintendent for Innovative Programs for Fulton County Schools. He is also overseeing the launch of FCS’s two innovative STEM schools, including the North Fulton STEM High School located in Alpharetta and to be opened in Fall 2020.

Doannie gradated from North Springs High School in Sandy Springs, GA and earned a Chemistry degree from the University of Georgia before joining Teach For America where he taught middle school science in Oakland, California. After moving to Boston, Doannie taught high school science in Boston before joining the staff of Teach For America to launch the Massachusetts region in 2009. Doannie was responsible for professional development for all new TFA teachers in Massachusetts. He built up their partnership with Boston University, where he has also served on faculty. During that time, the Massachusetts region was in the top 10% of all regions in terms of effectiveness, satisfaction and retention of teachers. The 2014 NCTQ/US News and World Report study of teacher preparation programs gave the program Doannie designed and executed the only high rating given to an alternative certification program.

Doannie received his doctorate in education leadership from the Harvard Graduate School of Education. As a graduate student, he trained extensively in design thinking and Lean Startup methodologies and was sponsored as an Entrepreneur-in-Residence at NewSchools Venture Fund. As an entrepreneur, he used design thinking and Lean principles to launch an education company called the Teaching Genome that provided teachers with insight into their teaching styles and used that knowledge to better support coaching and professional learning communities.

Doannie left his startup to join the leadership team of Boston Public Schools as Assistant Superintendent for Academics and Professional Learning. In that role, he focused on ensuring that every educator had high-quality curricular options and were competent in evidence-based instructional practices. He led a team of twenty-two teachers and over seventy central office experts to collaboratively develop the Essentials for Instructional Equity, Boston Public School’s vision for instruction that closes opportunity gaps. He led the collaboration of central office departments and dozens of teacher leaders to develop learning experiences that align to the Essentials, and to date, thousands of teachers have engaged in these courses.

Doannie is married to Holly Gooding, also a UGA alum and adolescent medicine physician at Emory and has two small children, Elliot (7) and Louise (5).

About GNFCC and “North Atlanta’s Bizlink”

Kali Boatright, President and CEO of the Greater North Fulton Chamber of Commerce

“North Atlanta’s Bizlink” is presented by the Greater North Fulton Chamber of Commerce (GNFCC) and is hosted by Kali Boatright, President and CEO of GNFCC. The Greater North Fulton Chamber of Commerce is a private, non-profit, member-driven organization comprised of over 1400 business enterprises, civic organizations, educational institutions and individuals.  Their service area includes Alpharetta, Johns Creek, Milton, Mountain Park, Roswell and Sandy Springs. GNFCC is the leading voice on economic development, business growth and quality of life issues in North Fulton County.

The GNFCC promotes the interests of our members by assuming a leadership role in making North Fulton an excellent place to work, live, play and stay. They provide one voice for all local businesses to influence decision makers, recommend legislation, and protect the valuable resources that make North Fulton a popular place to live.

For more information on GNFCC and its North Fulton County service area, follow this link or call (770) 993-8806.

Dr. Doannie Tran and Allison Townsend

 

Tagged With: Dr. Doannie Tran, Fulton County School System, Fulton County Schools, GNFCC, gnfcc podcast, GNFCC President, gnfcc radio, gnfcc radio show, greater north fulton chamber, Greater North Fulton Chamber of Commerce, Innovative Programs, North Fulton Schools, North Fulton STEM, North Fulton STEM high school, The Greater North Fulton Chamber of Commerce

Decision Vision Episode 16: Should I locate my business in an incubator or accelerator? – An Interview with Sanjay Parekh, Prototype Prime

May 23, 2019 by John Ray

Decision Vision
Decision Vision
Decision Vision Episode 16: Should I locate my business in an incubator or accelerator? – An Interview with Sanjay Parekh, Prototype Prime
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Michael Blake, Host of “Decision Vision,” and Sanjay Parekh, co-founder of Prototype Prime

Should I locate my business in an incubator or accelerator?

What’s the difference between an incubator and an accelerator? Should I locate my business in an incubator? What are the factors I should consider? On this episode of “Decision Vision,” Host Michael Blake speaks with Sanjay Parekh, co-founder of Prototype Prime, on these questions and more.

Sanjay Parekh, Prototype Prime

Sanjay Parekh, Prototype Prime

Sanjay Parekh is a co-founder of Prototype Prime. Prototype Prime is a 501(c)3 non-profit hardware & software startup incubator. Their mission is to provide startup companies with the support they need to launch and scale. Funded by the City of Peachtree Corners. Prototype Prime is a regional affiliate of the Advanced Technology Development Center (ATDC) at Georgia Tech, and is located just 30 minutes north of Atlanta.

Sanjay Sanjay a co-founder of Prototype Prime, a non-profit incubator and a serial technology entrepreneur. In addition to co-founding Prototype Prime, Sanjay is a co-founder of MailMosh, a startup focused on making email a better experience. He is also the co-host of Tech Talk Y’all, a self-proclaimed tech comedy podcast.

Previously Sanjay launched Startup Riot, a conference for startups which pioneered the three minute, four slide presentation format. Prior to founding Startup Riot, Sanjay was the founding CEO of Digital Envoy and the inventor of the company’s patented NetAcuity IP intelligence technology. At Digital Envoy, Sanjay led the company to raise $12 million in angel and venture funding. Digital Envoy was acquired by Landmark Communications in June 2007.

Sanjay holds an electrical engineering degree from the Georgia Institute of Technology and an MBA from Emory University’s Goizueta Business School.

Michael Blake, Brady Ware & Company

Mike Blake, Host of “Decision Vision”

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions, brought to you by Brady Ware & Company. Brady Ware is a regional, full-service, accounting and advisory firm that helps businesses and entrepreneurs make vision a reality.

Michael Blake: [00:00:20] And welcome back to another episode of Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic. Rather than making recommendations because everyone’s circumstances are different, we talk to subject matter experts about how they would recommend thinking about that decision.

Michael Blake: [00:00:37] My name is Mike Blake, and I am your host for today’s program. I am a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia, which is where we are recording today. Brady Ware is sponsoring this podcast. If you like this podcast, please subscribe on your favorite podcast aggregator, and please also consider leaving a review of the podcast as well.

Michael Blake: [00:01:03] So, today’s topic is about co-working spaces, accelerators, incubators, and there are probably three or four other names for these kinds of places that I’m not even familiar with yet. I can’t speak for the rest of the country, but they have popped up like dandelions all over Atlanta in the last five years. And even in my hometown of Chamblee that has, I think, a population of about 30,000 people, we have, at least, two co-working spaces, accelerators, of which I’m aware. And I happen to be a member of one of them. It’s a nice place to kind of hang out. It’s at the airport, and a place we’re allowed to have meetings. They do a good job.

Michael Blake: [00:01:42] But for the most, it’s very likely that if you can listen to this podcast, there is a co-working space, an accelerator, an incubator near you. And you might be kind of wondering, does it make sense for me to be in one of these places? What’s it all about? Why are they generating the interest and the buzz they are? Why are some of my competitors there? Why are a lot of startups there? And is it right for me, whether I’m a startup or a more mature company?8

Michael Blake: [00:02:11] And today, we are joined by my pal, Sanjay Parekh, who is one of the true OGs of the startup community here in the Atlanta area. Unlike me, who’s basically been one of the world’s ugliest cheerleaders for about 12 years or so, he has actually started companies, had exits, ran a very important organization called Startup Riot about the same time as we were doing Startup Lounge. And I’m proudly wearing one of the Startup Riot T-shirts here today. And Sanjay has been about as active as anybody for as long as anybody in the startup community.

Michael Blake: [00:02:50] And one of the hats that he is wearing at this point is he is co-founder of Prototype Prime. He is a serial technology entrepreneur. He’s currently founder of MailMosh, a startup focused on making e-mail a better experience. And maybe we’ll get some information about that. As I mentioned before, he’s co-founder of the startup — not really so much a startup anymore, but an accelerator – I guess. Sanjay will probably correct me – called Prototype Prime that is in the northern Atlanta Metro area, about three miles north of where I live.

Michael Blake: [00:03:21] He’s also the co-host of his own podcast called Tech Talk Y’all, a podcast covering technology with a Southern flair. And if you haven’t, I listened to a couple of episodes. If you’re into technology, and you want to understand the local, sort of, southern, the Southeastern startup scene, because it is different from other places in the country, you really ought to give it a listen.

Michael Blake: [00:03:41] Previously, Sanjay launched Startup Riot, a conference for startups, which pioneered the three-minute, four-slide presentation format. And that was an extremely important event. I think they got up to hundreds of attendees and was eventually holding these things downtown. And the thing I loved about it was that Sanjay was not afraid to use the vaudeville hook either. If you went 301, you are done. And think about pitches that if they drag, man, they are tedious. And Sanjay made sure that didn’t happen.

Michael Blake: [00:04:12] Prior to founding Startup Riot, he founded Founder Fables, an off-the-record conference for founders. He was also the founding CEO of a company called Digital Envoy, and the inventor of the company’s patented NetAcuity IP intelligence technology. At Digital Envoy, Sanjay led the company to raise $12 million in angel and venture funding. Digital Envoy was acquired by Landmark Communications in June 2007.

Michael Blake: [00:04:36] He holds an Electrical Engineering degree from Georgia Tech and an MBA from Emory University’s Goizueta Business School. And weren’t you on also one of those special European study grants? Was it called the MacArthur grant? I’m trying to remember.

Sanjay Parekh: [00:04:50] No. It was actually the Marshall Memorial Fellowship.

Michael Blake: [00:04:52] That’s what it is, okay.

Sanjay Parekh: [00:04:53] Yeah, yeah. So, that was in ’04, and it was a month-long trip. It’s a fantastic trip. They take Americans to Europe for a month, and Europeans come to the US for a month. And, really, it’s about building better transatlantic relations between. It’s really, kind of, a gift back to us. It’s from the German Marshall Fund of the United States. It’s a gift back to us from the people and government of Germany for the help that we gave them during the Marshall Plan post-World War 2.

Michael Blake: [00:05:17] I wonder if that program’s still going on today?

Sanjay Parekh: [00:05:20] It is, yeah.

Michael Blake: [00:05:21] Okay.

Sanjay Parekh: [00:05:21] And it’s still a pretty strong program because it’s an important thing. I think between Europeans and Americans, we need to understand each other better.

Michael Blake: [00:05:28] More than ever today, right?

Sanjay Parekh: [00:05:30] Yeah. And you realize as you travel that Europeans are different, right? You’ve got the Eastern European, versus Western, versus Southern. It’s all very different in their mentality. I had a very different experience based on the places I went to.

Michael Blake: [00:05:44] Yeah. As you know, I lived in Eastern Europe for a number of years.

Sanjay Parekh: [00:05:47] Yeah.

Michael Blake: [00:05:47] And that kind of experience does change you, I think.

Sanjay Parekh: [00:05:51] Yeah, absolutely.

Michael Blake: [00:05:52] And for me, that kind of experience led me to look at kind of what is the other person thinking.

Sanjay Parekh: [00:05:59] Right.

Michael Blake: [00:05:59] Not just sort of have my mouth open, which is what I normally would have done before I went over there. But instead, what is the other person’s viewpoint. And the best way to do that is to actually kind of be in that room, right.

Sanjay Parekh: [00:06:10] Right, exactly. And be receptive to the feedback and their perspective of what you’re doing. Like, we got railed on. I mean, if you can imagine 2004, and the things that we were doing, and what was going on in the world, we got kind of blamed for a bunch of stuff that we didn’t necessarily agree with, and because our country and our government was doing those things. And so, it was hard.

Michael Blake: [00:06:30] Yeah.

Sanjay Parekh: [00:06:30] I will say when we went to Poland, that was a nice respite from all of that because those Poles, they love us.

Michael Blake: [00:06:37] They do. They do. I’ve been to Poland a little bit. And you’re absolutely right. They roll out the red carpet.

Sanjay Parekh: [00:06:42] That is a great country for Americans. I really love my time there.

Michael Blake: [00:06:47] So, let’s jump in. So, we were talking, and I was talking in the intro about this advent of co-working, and accelerators, and incubators. And so, Prototype Prime was not the first in by any stretch of the imagination.

Sanjay Parekh: [00:07:05] Absolutely not, yeah.

Michael Blake: [00:07:05] So, you saw all these other co-working spaces, all these other — I’m just going to call them spaces because it just takes too long to go slash, slash, slash.

Sanjay Parekh: [00:07:15] Right.

Michael Blake: [00:07:16] Right. All these spaces, what made you think that we needed frankly another one? What’s the differentiator? What was the market need?

Sanjay Parekh: [00:07:23] Yeah. Well, so, for me, I definitely saw a need on the northern arc of Atlanta. There’s a lot of stuff going on inside the city, inside the perimeter, but not as much around the kind of northern arc. But honestly, I was not really looking to start one of these. I was on a panel that ATDC was doing probably about three years ago now.

Michael Blake: [00:07:43] That’s the Advanced Technology Development Center at Georgia Tech.

Sanjay Parekh: [00:07:46] Right. And our mutual friend, Jen Bennett, was running it then. She was GM. And they’d been asked by the City of Peachtree Corners to come up and do a panel to, kind of, figure out the appetite of doing an incubator there. And Jen was like, “I know you live up that way. Would you mind doing this?” And as most things, when somebody asks me to come and speak, I’m always happy to do it, with the caveat that they should know that, look, I’m going to tell you things that you’re probably not going to agree with or be happy about me saying, but it’s because that’s what I believe. You don’t have to listen to what I say. You don’t have to do what I have to say. It’s just that’s what I believe.

Sanjay Parekh: [00:08:21] And so, I did exactly that on this panel. And then, afterwards — and I laid it out. I told them like, “These are the things that are wrong here, and these are the things that you need to fix to make this all work.” The mayor’s wife, Debbie Mason, came up to me and said, “I love what you had to say. Let me introduce you to the Mayor.” Introduced to Mike Mason, who is still currently the mayor of Peachtree Corners. And we started this series of breakfast, and it was really just me unloading on him all the ideas that I had that he should go do.

Michael Blake: [00:08:48] That sounds like your dream conversation.

Sanjay Parekh: [00:08:50] Absolutely. Like, “Let me tell you everything you should do, and I’m not going to do any of it. You execute it, and I’m going to just cheer from the sidelines.” But by the end of that, he was basically going, he’s like, “Well, obviously, I want you.” And it wasn’t obvious to me. “Obviously, I want you to come in, and help with this thing, and help start it up.” And so, I actually have never told him yes. I told him no a bunch. I even went to his house and told him no because I was busy at Georgia Tech at that point. And somehow, still, I ended up managing to be involved with this thing and helping found it.

Sanjay Parekh: [00:09:21] So, that’s how that whole thing happened. And I’ll tell you, it’s been a great experience. The city — it’s a non-profit. Prototype Prime is a nonprofit, standalone. The city funds it. So, funds the budget every year. And they let me do a lot of crazy things. I believe a few things strongly about Atlanta that we’ve got great art, great music, great film, great startups, great corporates, great non-profits, but these things don’t talk to one another.

Sanjay Parekh: [00:09:44] And I think that’s a challenge in almost every city out there where you have got these great silos of stuff, but they don’t cross-pollinate. And so, if anybody is out there in another city, if you’re thinking about what you can do better for your city, it’s trying to figure out ways for that to happen, that cross-pollination happen.

Sanjay Parekh: [00:10:00] So, one of the things that I did is I engaged with Atlanta artist to come and do artwork on the walls, right. So, when we started, it was a depressing building. It was white walls everywhere, very echoey, nobody was there. And now, there’s a lot of artwork. People walk in and they feel the energy. They feel the vibe of the place. And it’s been great for us. That’s not the right answer for every place, but it was the right answer for us.

Michael Blake: [00:10:23] So, when you were telling the mayor of Prototype Prime and-

Sanjay Parekh: [00:10:28] Peachtree Corners.

Michael Blake: [00:10:30] Sorry, Peachtree Corners, what they needed to fix what, were some of the top three or four things you thought needed to be fixed and done differently?

Sanjay Parekh: [00:10:39] Yeah. One of my top things was, and still is, is transportation. So, we’re in Gwinnett County. We have MARTA. The closest MARTA stop is Doraville, which is maybe a 10 or 12-minute ride.

Michael Blake: [00:10:52] It’s closer to me in Chamblee than it is to you in Peachtree Corners.

Sanjay Parekh: [00:10:55] Right, exactly. Now here’s the thing. So, there is a Gwinnett County bus, that is in Tech Park, that will take you to Marta. So, I said it’s a 10 to 12-minute ride by car. It will take you over an hour on that bus.

Michael Blake: [00:11:07] And you just had a referendum, unfortunately, on joining MARTA. And it was surprisingly strongly defeated actually.

Sanjay Parekh: [00:11:15] Yeah. There’s a lot of discussion about that, and why that happened, and the timing of it, and all these kinds of things but-

Michael Blake: [00:11:20] Read the editorials in ajc.com for that.

Sanjay Parekh: [00:11:23] Right, exactly. But I think that will eventually change down the line because the makeup of Gwinnett County is changing. And it’s the largest county in the Metro area, and there’s so many jobs, there’s so many people commuting in and out of that county that if we’re going to actually fix and address the transportation issues across Metro Atlanta, it’s got to involve Gwinnett County and be a part of that puzzle.

Sanjay Parekh: [00:11:42] So, that was one of the major things that I told them that needs to be it. But the other parts were we’re really kind of being engaged with the startups and really helping out in a lot of stuff. So, one of the things that I asked them to do is something that passed in the City of Atlanta where we did this thing, or the City of Atlanta did this thing where the business licenses for early stage startups are waived for the first couple of years. And so, that’s an ordinance in the City of Atlanta.

Sanjay Parekh: [00:12:11] I think it’s absolutely great. I think all of the cities and municipalities in Metro Atlanta should pass the same exact thing. I asked the Mayor and the City Council of Peachtree Corners to pass that. They basically took the text of the City of Atlanta ordinance and passed it as well.

Sanjay Parekh: [00:12:24] So, that was one of those things like, okay, I understand you’re going to do this, and you’re going to put money behind it, but you’ve got to show more of that support than just, “Hey, we set up this thing, start companies, and have them be here,” right. It’s got to be that whole messaging. And a couple hundred dollars a year is really not going to change the calculus of a startup failing or succeeding, but it sends the message.

Sanjay Parekh: [00:12:46] And so, right along with that, having City Council folks and the Mayor in the space, around the space, just around, even if they’re not meeting with teams, it’s important because it sends that message that this is something that they care about, and this is something that they support.

Michael Blake: [00:13:01] Now, you mentioned the geography. And geography is important everywhere. But Atlanta has a strange geography. There’s this emotional barrier of our Ring Road 285.

Sanjay Parekh: [00:13:11] Right.

Michael Blake: [00:13:11] You feel like you need a passport to kind of cross over. I sold my company and joined a firm that’s up in Alpharetta. So, I live inside the perimeter now. I occasionally commute outside the perimeter. And the thing you don’t realize until you do it, and you probably do know this, I’m sure you know this, is that it’s actually very different communities. Like if I go to startup events in Buckhead, Midtown, the usual suspects, you know most of the people in the room.

Sanjay Parekh: [00:13:39] Yeah.

Michael Blake: [00:13:39] Alpharetta, I know two people in a room full of a hundred. And until you do that, you don’t realize how different those communities are, and how important that geographic segmentation is.

Sanjay Parekh: [00:13:51] Yeah. And that kind of goes back to that same idea of we need these things to cross-pollinate, right. As a metro city, we’re not going to continue to improve our startup community unless those communities are cross-pollinating, right. I mean, we should be able to go into an event in Alpharetta or wherever and know more than two people. That’s not good.

Michael Blake: [00:14:12] Yeah. And yeah, that’s right. So, you’re trying to fix this a little bit now with Prototype Prime. Other than the geographic location and the message you’re trying to send, what are some of the other differentiating features in your mind?

Sanjay Parekh: [00:14:26] Yeah. So, number one, it’s a nonprofit. So, my view on this was this is not something that is associated with me as a name. This is something that I’m building to be a long-term asset in the community. So, I often talk about as of this year, the 81-year plan. How do we get to the year 2100 with what we’re doing right now? I don’t really care about the next couple of years. I really care about Prototype Prime being around at the turn of the next century and still helping people.

Sanjay Parekh: [00:14:57] So, that is my focus. I have a concern about other facilities in and around town, and even across the US that are these for-profit places. I don’t really know that they’re going to be around at the turn of the next century. Is Prototype Prime going to be? I don’t know. I hope so. That’s what we’ve been building for. And that’s the message that I keep sending that we’re focused on the year 2100. So, we’re trying to make decisions that are based on the long-term, not on the short-term with the space.

Michael Blake: [00:15:25] And how do those kinds of decisions differ? How would a decision maybe you’re faced with, if you’re thinking of a five-year horizon versus a 2100 horizon, what’s the difference?

Sanjay Parekh: [00:15:38] Yeah. So, I think part of it is being a nonprofit. That builds in that idea that this is going to pass from hand to hand. It’s not going to start with a founder. And then, when they’re tired of it, it’s going to shut down. This is definitely going to live on.

Sanjay Parekh: [00:15:51] The other part of it is some of the moves that we’ve made. So, recently, we got granted $1.8 million by the Federal Government to buy the building that we’re in. We were leasing it from a landlord, which was not the city. We, now, own that building completely. So, 25,000 square feet owned by the organization. So, it has a home. It’s not going to go away from that home, or maybe down the road, it well when it sells that building and moves into another building.

Sanjay Parekh: [00:16:15] Alongside of that, we’ve been forging these partnerships. So, we’re building this advanced autonomous test track. So, a vehicle test track, 1.4-mile loop inside of Tech Park, where vehicle companies can come and test out their vehicles on this dedicated track that is dedicated, but it still interacts with the public. So, there’s that interaction. Alongside of that, Sprint is coming in and doing a 5G deployment inside of Tech Park, starting from our building. So, it’s called Curiosity Lab. And that’s an opportunity for this next stage of startups to be able to use next-generation communication technologies.

Sanjay Parekh: [00:16:50] So, it’s trying to build in all of these things that really create an excitement. And the fact that we’re in Tech Park, which used to be the hotbed of telecom, kind of, innovation in Atlanta that’s kind of gone away, but we’re trying to bring it all back. So, it’s not just telecom. It’s a bunch of other things. It’s vehicles, it’s software startups, it’s all of these things. And hopefully, they’ll graduate from our place, and then move close by, and so we can still be involved with them.

Michael Blake: [00:17:15] So, a common theme that I can hear from, at least, the Sprint and the car track exercise is that those are prototyping resources.

Sanjay Parekh: [00:17:23] Yeah. Essentially, yeah.

Michael Blake: [00:17:24] What do you know, Prototype Prime, prototyping resource.

Sanjay Parekh: [00:17:27] Right, Prime being the first place that you do your prototype, right. That’s your call.

Michael Blake: [00:17:30] Is that deliberate? Are there other prototyping resources as well, maker spaces, things of that nature?

Sanjay Parekh: [00:17:35] Yeah, exactly. So, we’re one of only two spaces – the other one being a TDC in Atlanta – that has a design and development lab. So, we’ve got a lab. We’ve got a handful of teams that use that lab. One of them has grown tremendously with us. Trellis started with two people. They’re now, I think, 16. And they build all their products in our lab. So, we’ve got 3D printers. We’ve got soldering stations. I mean, you name it, we’ve got it.

Michael Blake: [00:18:01] So, I want to come back to this 2100 description because I think that’s fascinating. So, I’m going off script a little bit. The typical space model is you help a company for some period of time.

Sanjay Parekh: [00:18:19] Yeah.

Michael Blake: [00:18:20] And then they “graduate”, right?

Sanjay Parekh: [00:18:22] Right.

Michael Blake: [00:18:22] You slash encourage them to leave, kick them out, whatever.

Sanjay Parekh: [00:18:25] Yeah, yeah.

Michael Blake: [00:18:27] Is the fact that you’re, kind of, designed for longevity from day one, does that mean that that part of the model changes too, or maybe you’d love it if a company stayed there for 10 years?

Sanjay Parekh: [00:18:37] Yeah. So, no. We don’t want companies to stay there for long term.

Michael Blake: [00:18:41] Okay.

Sanjay Parekh: [00:18:41] Really, the goal is to help them early, early stage when they’re just fledgling companies, get them to the point where they’re starting to scale. So, our three tag lines are dream it, build it, scale it. That’s what we help entrepreneurs do. So, dream it when they’re just starting out, figuring out what to do. Build it when they’re starting to build their company, and then when they’re starting to scale. But as they start to scale, that’s the time for them to get pushed out.

Michael Blake: [00:19:01] Okay.

Sanjay Parekh: [00:19:02] So, we actually had one team, that was our second team in. So, Trellis was our first team in, grew from two people to 16 now. Our second team in site grew from a single founder to, now, I think, it’s about 18 or 20 people. And they were actually getting to the size where I was starting to talk to them about it’s going to be time to leave soon. And the founder said, “Yeah, we’re not going to leave.” And I said, “”No, no. I’m not kidding. I’m serious that you guys are just getting too big.” And this was only when we had the downstairs. And so, they said, “No. We like it here too much. We don’t want to leave.”

Sanjay Parekh: [00:19:35] And so, with the upstairs, City Hall used to upstairs, and they left, that opened up the possibility for us to take over the upstairs. So, we ended up taking a third of the space upstairs dedicating it to them. And so, we have a different relationship with them now. But I think that was a one-off. I don’t think we’re going to do that again. When they leave in a couple of years, that space is probably going to get reclaimed and be just regular startup space that people are coming in, there for a little while.

Sanjay Parekh: [00:20:01] My plan has always been three to four years, at the most, that we would hold onto a team. We want teams to graduate from us, and then move on to the Atlanta Tech Village, Switch Yard, Flat Iron, Strongbox, Atlanta Tech Park — Park Tech — Tech Park Atlanta. Tech Park Atlanta.

Michael Blake: [00:20:20] Yeah.

Sanjay Parekh: [00:20:20] Yeah. I always get that confused, 22TechPark. Like any of those places. The Alpharetta. Any of those places. We really view ourselves as the early, early stage. And we’re going to help the companies get their feet under them and get going, so that they can graduate to these other places. And the other places don’t have to worry about the viability of those teams. They know that they’re going to come in. They know what they’re doing. They’re going to continue to grow. And they’ll probably, at some point, outgrow those spaces as well. But I think that’s good.

Sanjay Parekh: [00:20:49] And the reason why we view ourselves that way is that, again, to that 2100 view, this was an area that I saw was lacking, and all of those places that I mentioned are run by friends of mine. And I didn’t ever want to compete with friends of mine because we have so many challenges and every city has challenges. Like why try to compete over the same things over and over again. Figure out something new and something different. And that’s what we decided to do with Prototype Prime.

Michael Blake: [00:21:16] In that respect, it’s like Startup Riot and Startup Lounge all over again, right?

Sanjay Parekh: [00:21:19] Yeah. No, exactly.

Michael Blake: [00:21:19] We need to be careful that we weren’t marginalizing somebody else inadvertently.

Sanjay Parekh: [00:21:24] Right.

Michael Blake: [00:21:24] Because the goal for both of our organizations was put ourselves out of business-

Sanjay Parekh: [00:21:28] Yeah.

Michael Blake: [00:21:28] … which, thankfully, we did.

Sanjay Parekh: [00:21:29] Yeah. Exactly, yeah.

Michael Blake: [00:21:30] So-

Sanjay Parekh: [00:21:30] Although everybody still keeps telling me that they wish that Startup Riot would come back. And I tell them that that boat has sailed at this point.

Michael Blake: [00:21:37] I have to say the same thing about Startup Lounge.

Sanjay Parekh: [00:21:39] Yeah.

Michael Blake: [00:21:39] But everybody wishes it would come back, but they also wished that I would do it. And that’s not happening.

Sanjay Parekh: [00:21:44] Yeah. I say the same thing. I’m like, “Yeah, if you want to do it, I’m happy to give you all the stuff. I got stickers still. I would cheer you on.”

Michael Blake: [00:21:52] We’ll give you the nuclear launch codes to the website, everything.

Sanjay Parekh: [00:21:55] Exactly.

Michael Blake: [00:21:55] No, man, I got too much stuff going on.

Sanjay Parekh: [00:21:56] No, no, no, I’m too busy. I e-mailed 3000 people saying, “Who wants take it over?”

Michael Blake: [00:22:01] I remember that.

Sanjay Parekh: [00:22:01] Crickets.

Michael Blake: [00:22:03] I remember that. And that’s the evolution of the market.

Sanjay Parekh: [00:22:08] It is. And truth to be told, like you know this as well, events are hard to do. And I don’t blame anybody for not taking it up because it’s a painful exercise, and I don’t wish that on anybody.

Michael Blake: [00:22:19] Yeah. I mean, you got to love it. And neither of us got paid for it either.

Sanjay Parekh: [00:22:24] No, exactly. Yeah. Labor of love for both of them.

Michael Blake: [00:22:26] Definitely. So, where does Prototype Prime fit, in your mind? It doesn’t sound like it’s really co-working space. Is it an accelerator? Is it an incubator? Is it a hybrid? Is it something else? Maybe the distinction is not meaningful. What bucket would you put it into?

Sanjay Parekh: [00:22:45] So, we call ourselves an incubator. So, to me, an incubator is a place that helps companies like this but doesn’t put money in. To me, an accelerator is a place where you have a structured program, as well as money that’s going in as an investment.

Michael Blake: [00:22:59] Okay. So, GT Flashpoint, for example, was an accelerator.

Sanjay Parekh: [00:23:03] That’s an accelerator.

Michael Blake: [00:23:04] Because they had money in the wings kind of for-

Sanjay Parekh: [00:23:05] Absolutely, absolutely.

Michael Blake: [00:23:06] Okay.

Sanjay Parekh: [00:23:06] Yeah. And it might not be money that’s directly from the program, but it might be a side fund, which is what Flashpoint was. And I don’t know if that’s changed now. But Atlanta Tech Village, to me, is more of a co-working space than it is an incubator-

Michael Blake: [00:23:21] I agree.

Sanjay Parekh: [00:23:22] … or an accelerator. So, for us, an incubator is that we’re still pretty heavily involved with teams. So, we’re around, we’re meeting with teams. I was just there yesterday chitchatting with a handful of teams, talking about their problems, giving them ideas, things like that; whereas, in a co-working space you don’t necessarily have that.

Sanjay Parekh: [00:23:39] And all of these though, you do have the serendipity, the casual kind of interaction that ends up happening. You’re running into folks and you might find the aha solution to whatever problem you’ve been struggling with. So, that’s, I think, the benefit of doing any one of these. But as an incubator, I think we’re a little bit different. We don’t have a deadline that says, “You’ve got to get out by then.”

Michael Blake: [00:24:00] Right, okay. So, what kinds of companies do you think incubator — I’ll focus on incubator and accelerators. What kinds of companies you think do best in those kinds of environments?

Sanjay Parekh: [00:24:13] Yeah. So, for an accelerator, they usually have a target kind of market niche that they can help with. So, I would focus on that. Incubators are, often, the same way as well. So, we are a hardware and software incubator. We are not a lifestyle business incubator or anything else like that. So, if you’re starting up dry cleaning stores or barbershop, you should not come to Prototype Prime. We are not going to be able to help you. And it’s not that we don’t love you, it’s just that we don’t have the skills to help in that environment.

Michael Blake: [00:24:38] That’s not your thing.

Sanjay Parekh: [00:24:39] Yeah.

Michael Blake: [00:24:39] You don’t know anything about running a dry cleaning business.

Sanjay Parekh: [00:24:40] No, not at all. I have no idea. I don’t know the issues you’re going to face or anything else like that. Your best to go to a place where you’re served and helped by people that understand your space. So, that’s, I think, number one that you should think about.

Sanjay Parekh: [00:24:55] The other thing is that somebody that’s actually willing to be coachable and listen to feedback. All the feedback is not going to be dead-on accurate. You’ve got to figure out for yourself what’s right and wrong, but you’ve got to be, at least, open and willing to listen to it.

Sanjay Parekh: [00:25:10] And I’ll give you an example. I was interviewing an entrepreneur just not too long ago. So, we screen all the companies coming into Prototype Prime to make sure that, first of all, we’re a good fit for them, that we can help them with the things that they’re working on, but that they are also a good fit for us, that they’re going to be somebody that we want to have in the space, that makes sense, that we’re going to actually be able to help because they’re listening.

Sanjay Parekh: [00:25:31] This particular entrepreneur, I said something, they only had a handful of customers. and I said, “You know what? I think what you need to do is probably go out, and get some more customers first, and drive revenue before you start deciding to build custom products because I don’t know that you necessarily know what your customers want.” Well, this ticked off the entrepreneur, stood up halfway through the meeting. At that point, shook my hand, and said, “Well, thank you very much.” And stormed out of the meeting.

Sanjay Parekh: [00:25:56] That’s not the right personality. Even generally, if you’re gonna be an entrepreneur, you’ve got to have a thick skin. People are going to call your baby ugly. That’s just what it is. And so, you’ve got to have that conviction. You’ve got to have that understanding and that drive to be able to take it, and take that criticism, prove them wrong, but do it in a way that doesn’t burn bridges either. Like that entrepreneur, if he ever asked me for help, I’m going to be like, “Yeah, no.” Because I’m not going to introduce somebody like that to somebody I know and burn the bridge that I might have with them.

Michael Blake: [00:26:26] All right. I got to share this story with you.

Sanjay Parekh: [00:26:30] Yeah.

Michael Blake: [00:26:30] So, as you know, I’ve done office hours for a decade or so.

Sanjay Parekh: [00:26:34] Yeah, absolutely.

Michael Blake: [00:26:34] And years ago, a guy came and wanted my opinion on his business. In fact, I didn’t say it was even a baby, it’s more of like a wombat. I mean, they’re just so far off in left field. And he was upset, got up, left, and didn’t even paid his check. I wanted him to cover his check.

Sanjay Parekh: [00:26:54] Okay.

Michael Blake: [00:26:54] And then, about six months later, I got a handwritten note. And basically, he shut down his business. And he wrote me a note apologizing, had a $20 bill in it, cash, and said, “I’m so sorry. You were the one person who was honest with me. All my friends and family were cheerleading because they thought I was the supportive thing to do. They would have helped me more had they said my baby was really a wombat. And I wouldn’t waste all this time and money.” So, sometimes, you get that sort of delayed gratification, but for people that invest so much, it’s so hard for them to hear that.

Sanjay Parekh: [00:27:33] It is.

Michael Blake: [00:27:35] And maybe the first time somebody has ever said that to them.

Sanjay Parekh: [00:27:37] Right, absolutely. And I always try to be honest with entrepreneurs, and probably just like you, in a nice way.

Michael Blake: [00:27:43] Yeah.

Sanjay Parekh: [00:27:43] Right. We’re not going to do it ruthlessly, but-

Michael Blake: [00:27:46] We don’t go Simon Cowell on them.

Sanjay Parekh: [00:27:47] Exactly. But we try to do it in a way that is helpful to the entrepreneur because I agree with you. And this is why I always ask people when I do presentations or anything else, I want you to tell me what I did wrong. That’s all I care about. I don’t want to know how I did right because, obviously, I tried my best. I wouldn’t have come here and done anything if I wasn’t trying my best. So, I want you to tell me all the wrong things.

Sanjay Parekh: [00:28:10] And I think a lot of times, people need that permission from you to be able to tell you what you did wrong. But that’s generally what I do. That’s did on that panel for Peachtree Corners. I’m going to tell you what I think is wrong, like what you’re going to mess up on, and what you’re messing up on right now because that’s the only way to get better.

Michael Blake: [00:28:28] So, you’ve had a long entrepreneurial journey.

Sanjay Parekh: [00:28:32] I think you just called me old.

Michael Blake: [00:28:34] Nope. You called yourself old. You’ve had a long and storied entrepreneurial journey. And a lot of these places just did not exist back in ’07, ’08, and the ATL

Sanjay Parekh: [00:28:45] Yeah, yeah/

Michael Blake: [00:28:47] How would your journey have been different? Wouldn’t it have been different if there had been things like this available back when you were a pup?

Sanjay Parekh: [00:28:54] Yeah, I think it absolutely would’ve been different. I remember starting my first company. So, I came up with the idea for Digital Envoy in ’99, went full time in 2000. There, basically, was nobody as a mentor for me. There was nobody to learn from. Went to a few events that were technology-oriented around town, but they were basically wall-to-wall service providers just trying to sell me stuff. There was nobody trying to actually help.

Sanjay Parekh: [00:29:19] And so, I think, from kind of the capital of perspective, if there had been places like this, my costs would have been a lot less. I probably could have raised a lot less money, and been a lot more effective. But on the other side of it, I think I could have gotten to a point of solving things and getting the right answers quicker.

Sanjay Parekh: [00:29:39] I’ll give you an example. It’s kind of a minor example, but when we had our first office, me and my two co-founders, we’d never started a company before. This is the first -time starting a company. I was, at this point, 20 — having our first office, 25 years old, 26 years old, something like that. And a guy from the Better Business Bureau came in to sign us to operate. We’re like, “Oh, yeah. We’ll sign.” It was free. So, we’re like, “Yeah, sure. We can do that.” And so, he’s filling out the paperwork right there, and then he asked us – and we’d been in this office for a couple months at this point – “So, yeah. So, where’s your business license?” We’re like, “It must be in the mail. We haven’t got any yet. It’s in the mail. We’ll let you know that once we get it.”

Michael Blake: [00:30:19] Of course, you have business license

Sanjay Parekh: [00:30:21] Yeah. So, that very same day, our CFO ran to the City of Duluth and got our first business license because we didn’t know we needed one. Nobody tells you that. And look, it was a minor issue, even if we’d gotten caught and fined, it probably wouldn’t have been that outrageous. But, still, it’s those little things that just helped you along that process and speed you up in terms of making things happen that had we been in a space like that, we would have just not had to worry about some of those things. We wouldn’t have to worry about which accounting firm are we’re going to go with, or which law firm are we going to go with, or who do we use for X, Y, and Z, or how do we do benefits. Like all of that stuff would’ve been solved, and all that stuff is just the cruft garbage stuff that you have to do in starting a company, but it adds no value. It’s not the thing that you’re around for.

Michael Blake: [00:31:08] It’s like stock options valuations.

Sanjay Parekh: [00:31:09] Yeah. You’ve got to do it, but it doesn’t add any value.

Michael Blake: [00:31:15] No, it does not. I mean, it’s a distraction.

Sanjay Parekh: [00:31:17] It is, absolutely.

Michael Blake: [00:31:19] So, one last question. I know we got to get you out of here. I know you got some other stuff you got to do today, as you always do. But I want to ask you one other question, as a new — I don’t know that it’s a new concept but a new term called a colliding space. Have you heard that term before?

Sanjay Parekh: [00:31:33] I’ve heard that term people talk about. Yeah. Serendipity, collisions, and things like that. I don’t know exactly what a colliding space is and how that’s different from a co-working space, but I think all of us are essentially built for that.

Michael Blake: [00:31:47] Yeah.

Sanjay Parekh: [00:31:47] I was at Prototype Prime yesterday and randomly happened to see – you might know – CBQ, Charles Brian Quinn, with Greenzie, the robotic lawnmowing company.

Michael Blake: [00:31:56] I know of them, but don’t know him.

Sanjay Parekh: [00:31:58] Okay. So, CBQ has been around Atlanta for quite some time, and I was surprised to see him there. He was like, “Oh, yeah, we’re going to be doing some,” because we’ve got the autonomous advanced vehicle stuff. It’s like, “We’re going to be doing some autonomous lawn mowing alongside of all that.” I was like, “That’s kind of cool,” right.

Sanjay Parekh: [00:32:17] And having those random collisions. And then, I saw he was meeting with the Trellis team, which is monitoring water usage for farmers in their crop fields. And so, having those kind of serendipity, kind of collisions happening, I think, that’s a great thing. That’s a great thing for Atlanta. It’s a great thing for any city. And so, if governments are listening to this, anybody that’s in a municipality, if there’s one thing that you want to try to help do is create those collisions between people that are doing innovative stuff because you never know how they might be able to help one another.

Michael Blake: [00:32:49] So, we’re just about out of time, but we, obviously, can have a three-hour conversation on this, and then some. But if somebody wants to ask you a question, maybe follow up, can they reach out to you? And if so, how best can they contact you?

Sanjay Parekh: [00:33:02] Yeah. The best place always, for me, is on Twitter. So, I’m @Sanjay, that’s S-A-N-J-A-Y. I’m pretty responsive on Twitter. You can @ me, and my DMs are open, so you can private message me if it’s something you don’t want to plaster publicly on Twitter.

Michael Blake: [00:33:17] Okay. Well, very good. That’s going to wrap it up for today’s program. I’d like to thank Sanjay so much for joining us and sharing his expertise with us.

Michael Blake: [00:33:25] We’ll be exploring a new topic each week. So, please tune in, so that when you’re faced with your next business decision, you have clear decision when making it. If you enjoyed this podcast, please consider leaving a review through your favorite podcast aggregator. That helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor’s Brady Ware & Company. And this has been the Decision Vision podcast.

Tagged With: coworking, Dayton accounting, Dayton business advisory, Dayton CPA, Dayton CPA firm, early stage startups, incubator, Michael Blake, Mike Blake, Non Profit, non-profit incubator, peachtree corners, startup accelerator, startup incubator, startups, Tech Park, Technology, vehicle test track

Sonja Smith, Fotopia, and Sallie Boyles, Write Lady Inc.

May 22, 2019 by John Ray

North Fulton Business Radio
North Fulton Business Radio
Sonja Smith, Fotopia, and Sallie Boyles, Write Lady Inc.
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Host John Ray, Sallie Boyles of Write Lady, Inc., and Sonja Smith of Fotopia

Sonja Smith, Fotopia

Sonja Smith, Fotopia

Sonja Smith is the Director of Sales, North America, for Fotopia. At Fotopia, they design easy to use software application exclusively for SharePoint and Office 365 that enhance its features and functionalities. With the Fotopia Viewer application, you can scan, view, edit, annotate, and redact data on documents from within SharePoint allowing you to collaborate with internal and external teams securely.

Fotopia also solves transactional content management challenges. Fotopia Capture will allow you to scan 50,000 pages a day of transactional data, such as invoices, employee files, and finance directly to SharePoint.  With Fotopia Discovery, the Search and Retrieve application provides access to your data in the blink of an eye so you can find the right document, at the right time, to make the right decisions.

If you’d like more information, you can reach Sonja at (404) 806-7496 or go to www.fotopiatech.com.

Sallie Boyles, Write Lady Inc.

Sallie Boyles, Write Lady Inc.

Combining her marketing experience and writing talent, Sallie Wolper Boyles launched Write Lady Inc. in 2003. Based in Atlanta, Write Lady provides freelance ghostwriting, copy writing, journalism and editing services to a wide assortment of clients—aspiring authors, creative and PR agencies, website developers, publishers, business and nonprofit executives, professionals and entrepreneurs—wherever they happen to be.

You can read her blog, learn more about her services, and contact Write Lady Inc. via www.writelady.com or connect with Sallie Boyles through LinkedIn at https://www.linkedin.com/in/sallieboyles/.

    

 

 

 

 

“North Fulton Business Radio” is broadcast from the North Fulton studio of Business RadioX®, located inside Renasant Bank in Alpharetta. Renasant Bank has humble roots, starting in 1904 as a $100,000 bank in a Lee County, Mississippi, bakery. Since then, Renasant has grown to become one of the Southeast’s strongest financial institutions with approximately $12.9 billion in assets and more than 190 banking, lending, wealth management and financial services offices in Mississippi, Alabama, Tennessee, Georgia and Florida. All of Renasant’s success stems from each of their banker’s commitment to investing in their communities as a way of better understanding the people they serve. At Renasant Bank, they understand you because they work and live alongside you every day.

Tagged With: document management, document storage, Fotopia', ghost writing, Ghostwriter, ghostwriting blogs, north fulton business, North Fulton Business Radio, renasant bank, Sallie Boyes Inll, Sallie Boyles, Sonja Smith

To Your Health With Dr. Jim Morrow: Episode 9, Lyme Disease

May 22, 2019 by John Ray

North Fulton Studio
North Fulton Studio
To Your Health With Dr. Jim Morrow: Episode 9, Lyme Disease
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Dr. Jim Morrow, Morrow Family Medicine, and Host of “To Your Health With Dr. Jim Morrow”

Episode 9, Lyme Disease

What causes Lyme Disease? What about chronic Lyme Disease? What is it about some treatments of chronic Lyme Disease that should be concerning?  On this episode of “To Your Heath,” Dr. Jim Morrow addresses these questions and more. Dr. Morrow also talks about why he maintains ownership of his practice and what that means for his patients.

Dr. Morrow’s Show Notes on Lyme Disease

  • Today, I am going to talk about Lyme Disease, and before I am finished, I suspect that some of you will be shaking your heads and changing the dial, metaphorically at least.
  • Lyme disease, caused by the bacterium Borrelia burgdorferi, is the most common tick-borne illness in the United States.
    • Transmission occurs primarily through the bite of an infected deer tick.
    • Lyme disease cases are concentrated in the Northeast and upper Midwest, with 14 states accounting for over 96% of cases reported to CDC.
    • Georgia has had cases of documented Lyme disease but the numbers are very low.
    • Identification of an erythema migrans rash following a tick bite is the ONLY clinical manifestation sufficient to make the diagnosis of Lyme disease in the absence of laboratory confirmation.
    • The Centers for Disease Control and Prevention recommends a two-tier approach using an enzyme-linked immunosorbent assay initially, followed by the more specific Western blot to confirm the diagnosis when the assay samples are positive or equivocal.
      • This is a tremendous point of conflict among patients. The test reports a series of positive or negative “bands” that correspond to possible infection.
        • In order for the test to be POSITIVE, you MUST have FIVE or more positive bands. This is due to cross-reaction or false positive results on any one band.
        • Very often, when we get these results back, 1-3 bands are positive. I have seen too many times when the patient, or even on occasion, the clinician, made the diagnosis of Lyme disease based on this.
  • This is just wrong and is completely unfair to the patient. And it can make the patient vulnerable to the mountain of information available that would make them believe that they could someday have what has been labeled as “chronic Lyme disease”
  • The treatment of Lyme disease is determined mainly by the clinical manifestations of the disease.
  • Doxycycline is often the preferred agent for oral treatment because of its activity against other tick-borne illnesses.
  • Preventive measures include
    • avoiding areas with high tick burdens,
    • wearing protective clothing,
    • using tick repellants (e.g., DEET),
    • performing frequent body checks and
    • bathing following outdoor activities, and
    • instituting environmental landscape modifications (e.g., grass mowing, deer exclusion fencing) to reduce the tick burden.
  • Although there is controversy regarding treatment of post–Lyme disease syndrome and chronic Lyme disease, there is no biologic or clinical trial evidence indicating that prolonged antibiotic therapy is of benefit.
  • Symptoms of early Lyme disease usually begin one to two weeks after a tick bite (range of three to 30 days)
  • There are three well-recognized clinical stages of Lyme disease, and clinical manifestations are different at each stage.
  • As many as 80 percent of patients develop the characteristic erythema migrans rash, which may be confused with other similar conditions.
  • Erythema migrans is classically reported as a single lesion
    • most commonly appears as a uniform red oval rash with average size of about 7-8 inches. It can be as small as a couple of inches.
  • Approximately 19 percent of Lyme rashes are a “bull’s-eye” rash. So, if you are basing the diagnosis only on a bulls eye rash, you could easily miss this.
  • Multiple similar rashes may occur in up to 10 to 20 percent of patients.
  • Associated symptoms are similar to a nonspecific viral illness and often include fatigue, malaise, fever, chills, myalgia, and headache.
  • Following this initial stage, the bacteria disseminate systemically via the lymphatic system or blood.
  • With untreated disease, the most common sites of extra-cutaneous involvement are the joints, nervous system, and cardiovascular system.

Stages of Lyme Disease

  • Early localized
    • Erythema migrans – (typical rash)
    • Virus-like illness (e.g., fatigue, malaise, fever, chills, myalgia, headache)
  • Early disseminated:
    • Cardiac (e.g., atrioventricular block)
    • Dermatologic (e.g., multiple erythema migrans lesions)
    • Musculoskeletal (e.g., arthralgia, myalgia)
    • Neurologic (e.g., lymphocytic meningitis, facial nerve palsy, encephalitis)
  • Late
    • Arthritis (can be one or multiple joints)
    • Neurologic symptoms (e.g., encephalomyelitis, peripheral neuropathy)
  • These are associated with a positive test for Lyme disease

Chronic Lyme Disease

  • Symptoms attributed to Chronic Lyme Disease are chronic pain, fatigue, neurocognitive, and behavioral symptoms
    • Clinicians who subscribe to the idea that chronic Lyme is a real entity will misread, either intentionally or through ignorance, the lab tests for Lyme disease.
    • Too often, they will explain to the patient that the only treatment for their symptoms is long-term antibiotic treatment with or without some other very involved, complex and almost always wasteful treatment THAT ONLY THEY CAN PROVIDE.
    • Perhaps the most recognized and contentious facet of this debate is whether it is effective, appropriate, or even acceptable to treat patients with protracted antibiotic courses based on a clinical diagnosis of CLD.
    • Patients and their families spend an unbelievable amount of money every year on these treatments. Thousands and thousands of dollars are wasted and just handed over to unscrupulous physicians who prey on the hardship of others.
  • The dialogue over CLD provokes strong feelings, and has been more acrimonious than any other aspect of Lyme disease.
    • Many patients who have been diagnosed with CLD have experienced great personal suffering; this is true regardless of whether Lyme infection is responsible for their experience.
    • On top of this, many patients with a CLD diagnosis share the idea that the medical community has failed to effectively explain or treat their illnesses.
      • In support of this patient base is a community of physicians and alternative treatment providers as well as a politically active advocacy community.
      • This community promotes legislation that has attempted to shield CLD specialists from medical board discipline and medicolegal liability for unorthodox practices, to mandate insurance coverage of extended parenteral antibiotics, and most visibly to challenge legally a Lyme disease practice guideline.
      • The advocacy community commonly argues that Lyme disease is grossly underdiagnosed and is responsible for an enormous breadth of illness; they also argue that the general scientific and public health establishments ignore or even cover up evidence to this effect.
      • A large body of information about CLD has emerged on the Internet and other media, mostly in the forms of patient testimonials and promotional materials by CLD providers.
      • This volume of information can be confusing and difficult to navigate.
    • The concept of CLD has for the most part been rejected. Clinical practice guidelines discourage the diagnosis of CLD and recommend against treating patients with prolonged or repeated antibiotic courses.
      • National and state public health bodies agree with this rejection of CLD.
      • Within the medical community, only a small minority of physicians have accepted this diagnosis: 2.1%
    • Many patients referred for Lyme disease are ultimately found to have a rheumatologic or neurologic diagnosis.
      • Rheumatologic diagnoses commonly misdiagnosed as Lyme disease include osteoarthritis, rheumatoid arthritis, degenerative diseases of the spine.
      • Some patients are found to have neurologic diseases, including multiple sclerosis, demyelinating diseases, amyotrophic lateral sclerosis, neuropathies, and dementia.
      • Some CLD advocates have argued that these various conditions are simply manifestations of Lyme disease, but these hypotheses are unable to be proven.
      • There is no evidence that these conditions are related to Lyme infection at any time.
    • Bottom line on chronic Lyme disease is that there is just no science behind it. No study has ever shown a definitive link between these vague symptoms and Lyme disease.
      • The only information even found with the infamous Google search is found on non-medical sites. Websites of any scientific value (those reporting actual scientific studies) reveal NO DATA supporting chronic Lyme disease.
      • The symptoms of chronic Lyme can sometime be explained by other REAL disease processes, but more often than not, these symptoms are just the symptoms of life. They can happen to anyone and do happen to a huge percentage of people in the everyday living of life.

(Information included in these notes comes, in part, from the American Academy of Family Physicians website at www.aafp.org.)

About Morrow Family Medicine and Dr. Jim Morrow

Morrow Family Medicine is an award-winning, state-of-the-art family practice with offices in Cumming and Milton, Georgia. The practice combines healthcare information technology with old-fashioned care to provide the type of care that many are in search of today. Two physicians, three physician assistants and two nurse practitioners are supported by a knowledgeable and friendly staff to make your visit to Morrow Family Medicine one that will remind you of the way healthcare should be.  At Morrow Family Medicine, we like to say we are “bringing the care back to healthcare!”  Morrow Family Medicine has been named the “Best of Forsyth” in Family Medicine in all five years of the award, is a three-time consecutive winner of the “Best of North Atlanta” by readers of Appen Media, and the 2019 winner of “Best of Life” in North Fulton County.

Dr. Jim Morrow, Morrow Family Medicine, and Host of “To Your Health With Dr. Jim Morrow”

Dr. Jim Morrow is the founder and CEO of Morrow Family Medicine. He has been a trailblazer and evangelist in the area of healthcare information technology, was named Physician IT Leader of the Year by HIMSS, a HIMSS Davies Award Winner, the Cumming-Forsyth Chamber of Commerce Steve Bloom Award Winner as Entrepreneur of the Year and he received a Phoenix Award as Community Leader of the Year from the Metro Atlanta Chamber of Commerce.  He is married to Peggie Morrow and together they founded the Forsyth BYOT Benefit, a charity in Forsyth County to support students in need of technology and devices. They have two Goldendoodles, a gaggle of grandchildren and enjoy life on and around Lake Lanier.

Facebook: https://www.facebook.com/MorrowFamMed/

LinkedIn: https://www.linkedin.com/company/7788088/admin/

Twitter: https://twitter.com/toyourhealthMD

Tagged With: Cumming doctor, Cumming family doctor, Cumming family medicine, Cumming family practice, Cumming md, Cumming physician, doxxycycline, Erythema migrans, lyme disease, Milton doctor, Milton family doctor, Milton family medicine, Milton family practice, Milton md, Milton physician, neurologic diagnosis, post treatment lyme disease syndrome, rash, rashes, rheumatologic diagnosis, skin rashes

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