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Search Results for: kids care

Connection Over Isolation: A New Approach to Loneliness

May 5, 2026 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Connection Over Isolation: A New Approach to Loneliness
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In this episode of High Velocity Radio, Lee Kantor speaks with Carrie Sackett, America’s “loneliness coach” from ZPD Coaching. Carrie explains that loneliness is a growing social epidemic, affecting people across all demographics—even those who appear successful. She emphasizes that loneliness isn’t just an individual problem but a relational one, rooted in how people connect (or fail to connect) with others. Her work focuses on building “social intelligence,” a skill set that strengthens authentic connection, emotional awareness, and a sense of belonging.

Carrie Sackett, MS, PCC is America’s loneliness coach and founder of ZPD Coaching. She helps people build up their social intelligence muscles and break out of the inner mental loops which keeps them stuck and lonely–in life and in their relationships and careers.

Carrie has been practicing a boldly transformative approach to emotional wellness and personal growth for over 25 years—in the coaches’ chair as well as in corporate world as a Fortune 500 global change leader and award-winning employee engagement professional.

She is an internationally published author, speaker and coach. Carrie trains coaches, therapists and business leaders in the breakthrough tools of social intelligence. Her articles appear in leading coaching magazines. And she regularly introduces next generation tools for social intelligence on podcasts.

Connect with Carrie on LinkedIn.

What You’ll Learn In This Episode

  • Why loneliness is a growing social issue—and not just an individual problem.
  • How “social intelligence” helps build deeper, more authentic human connections.
  • The hidden ways loneliness shows up across different life stages and careers.
  • Why traditional advice (like “just join a club”) often fails to solve loneliness.
  • The gap between recognizing loneliness in others and actually talking about it.
  • How hyper-individualism and remote work contribute to modern isolation.
  • Practical tools like having a “loneliness buddy” to stay connected.
  • Why vulnerability and reaching out to others are essential for emotional growth.
  • How asking for real-time feedback improves relationships and self-awareness.
  • The role of human connection in overcoming imposter syndrome and self-doubt.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Lee Kantor: Lee Kantor here. Another episode of High Velocity Radio in. This is gonna be a good one. Today we have America’s Loneliness coach with us, she is also with ZPD coaching. Her name is Carrie Sackett. Welcome.

Carrie Sackett: Hi, Lee. It’s great to be here. Thanks for having me.

Lee Kantor: Well, I am excited to learn what you’re up to. Tell us about your practice. How are you serving folks?

Carrie Sackett: Sure. I am America’s loneliness coach. I help people build up their, let’s call it social intelligence, which means building up our muscles for connection, feeling seen and heard, building community and one place. There are a lot of places that people are lonely these days. People are lonely by demographic young people and older people. People are lonely as solopreneurs, as stay at home parents. People are lonely at the top. So the top of their careers, they’re at the. They’re doing. They’re achieving everything they want to achieve. And it can feel lonely up there at the top. So that’s a little bit of what I do and how I and who I work with.

Lee Kantor: Now, do you mind sharing a little bit about your backstory and how you became America’s loneliness coach? What what about that drew you to pursue that?

Carrie Sackett: Sure. I was finishing writing my book and where I, I talk a lot and focus on emotional growth. So social intelligence is really it’s, you know, there’s a lot of intelligences out there. They focus on what’s happening inside of you or what you think is happening inside of someone else. But the the social intelligence is a relational emotional toolkit for what’s happening between you and others. So I was finishing up my book, and all these articles and research papers were coming out on loneliness. It’s a crisis if 1 in 3 people are experiencing loneliness at least once a week, I would call that a social epidemic, you know? But the prescriptions to people are things like, hey, you individual, you can fix your loneliness. If you join a club or talk to a stranger or take a pill. And I have nothing, you know, I have nothing against talking to strangers. I’m a New Yorker. I love talking to strangers. I love doing things I’m passionate about with others. But those prescriptions are based on the assumption that it’s something wrong inside of us that we have to fix. And loneliness. If it’s a social issue, then we have to address it socially. It is something that is happening between people who are feeling lonely and people who aren’t feeling lonely or and all the gradations in between. That’s where loneliness is happening. So that’s what I help people do as I work with them, is to build up their capacity to be in the moment with others, and to connect in ways that are more authentic and more, um, um, ways where we feel a sense of belonging. We have to create that with others.

Lee Kantor: So how did they determine that there was this epidemic of loneliness? Are they asking people, are you lonely or are they asking you to tell people what you’re doing? And then they’re kind of determining, oh, you are lonely.

Carrie Sackett: That is such a great question. And you’re pointing to the the methodological piece, which is so important. So the surveys I’ve seen, they go out to individuals and they say, how often do you feel lonely? So, so people self-select how often they feel lonely. And then all those numbers come back. They tabulate them and they come up with the statistics. Those questions are based on a framework of isolated individuals. It’s the assumption is that all of us in this world walk around as isolated individuals in our little bubbles in a square box around us where we. I have to manage my emotions myself, and if I don’t, then I’m dysregulated and I have to, uh, be this certain kind of person in the world. And if I’m not, I need to go get self help so I can, uh, be that better person. What that miss is, is that we are a social species. We grow and develop with others. It doesn’t only happen inside of ourselves. So say your question again, because I think I’m. Then I’ll hit the punch line for. Oh yes, I know what it is. So in those surveys, what if we asked the question, do you know someone who you think is lonely? So already that’s a relational question because it’s it’s, uh, looking out into the world.

Carrie Sackett: So. And then you follow that up with, do you know they’re lonely because they told you so? And you’re going to find a gap there. Whenever I give talks and I ask people to raise their hand in the room, usually everyone raises their hand. Yes, I think I, I’m pretty sure I know someone who’s lonely, who’s someone who’s in my life. And then you ask them, do you know it because they told you so? And then maybe, you know, between 20 and 30% of the hands go up. So there’s a huge gap. What’s come up with some prescriptions for closing that gap between the gap of all of us walk around every day knowing people who are lonely, including possibly ourselves. And then the way we relate to those people we think are lonely is we don’t even we don’t include it in the conversation or the relationship. That’s a gap that we could do something about. That’s what I focus on.

Lee Kantor: So now, are people coming up to you and saying, Carrie, I’m lonely. Help me be less lonely. Like, is that your coach? Like, is that what you do most of the time?

Carrie Sackett: That is a big part of what I do. Yes.

Lee Kantor: So so these individuals are are kind of self-aware enough to understand that they are lonely. And then they feel that they can’t fix that on their own. So they need an expert to help guide them to a better solution than they currently have.

Carrie Sackett: Yes. The only caveat I would add to your question is expert. I’ll put in in. Um, yes, I do happen to be an expert. The main part about that is that, um, I’m somebody else. We do not have to figure ourselves out by ourselves. That is what’s keeping us from growing. That’s what keeps us stuck. We we can figure ourselves out with others. And that’s way more transformational and way more sustainable.

Lee Kantor: And that’s where this umbrella of social intelligence comes in.

Carrie Sackett: Yep. So people get to practice.

Lee Kantor: So let’s go through, let’s go through, um, just for the listeners understanding of, okay, how first, I guess define how social intelligence works. And did you coin that phrase? Or is that a, is that a terminology that’s out there?

Carrie Sackett: Um, it’s both, uh, a couple of hotshots wrote books on social intelligence, maybe 20, 25 years ago. And, the market didn’t buy it. And and that tells you something about our culture. We’re a very individualistic culture. We’d rather look inside of ourselves to fix ourselves. Social intelligence is an invitation to look outward. That’s more uncomfortable. There’s more uncertainty there. Um, I, I, I created this term out of my work and then discovered the attempts to bring this into the world 25 years ago. There is so much more uncertainty in the world now that, um, I think it’s, it’s a relevant term again, how in the world could we possibly go through all the uncertainty, uh, in our, in the big world, in our cities and states, in our institutions, um, by ourselves? No wonder we’re lonely.

Lee Kantor: Is that an American? Is that an American cultural, uh, issue? Because other cultures, um, are not as maverick like as we are, I think.

Carrie Sackett: Yes, it’s for sure. It’s a more Anglo culture. Like the UK has a minister of loneliness, actually, and they, they’ve implemented a whole systemic program in their country. Um, I, yes, the cultures that are more, uh, founded in rugged individualism are the cultures that have higher loneliness issues nowadays. Uh, Western culture has expanded around the world and Western forms of life. There’s less community based living. So loneliness is on the rise everywhere. Uh, and the West has its particular version of this, and I am not the only person saying that rugged individualism has. We’ve kind of reached a limit. It’s been very good for us as a country, and now we’re kind of stuck. David Brooks, who’s at Yale now, he’s a former New York Times op ed contributor. He’s talked about hyper individualism. The leading business consultants like Adam Grant has talked about it as well, that the unit to look at inside of a company is the team, not the individual. So there’s more growing awareness that we have to be doing something new in this moment. And I’m proposing that these activities involved in social intelligence, building up our relational awareness, the ways that we impact and are impacted on by each other, our Uh, emotional growth, our capacity to hold an emotion and also choose what we’re doing in that moment. Those are two muscles that we need to keep exercising in order to combat loneliness, and to create that sense of community and belonging that we all crave.

Lee Kantor: Now, do you think that some of this work from home, um, all, all of these delivery vehicles where you can have everything sent to your house, all of this, uh, ecosystem we’ve created around being self-sufficient on my own terms is kind of hurting us in this area in order to become more socially intelligent.

Carrie Sackett: Yeah.

Lee Kantor: But is, is the genie out of the bottle? Like, is this like.

Carrie Sackett: I could tell you, um, you know, uh, I have a client who just moved to a new city, and she has a new job, and she works from home and she’s so lonely. She’s struggling to build her life in a new city where she doesn’t know people because we we are we no longer have as much of those institutional pillars through which to connect with people and make friends.

Lee Kantor: Right. So as an individual, what do you do to combat that? You obviously have to be proactive and you can’t just wait, you know, for someone to say, hey, come out. Hey, Carrie, come over. Like you can’t sit in your house and wait. You have to take some action, right?

Carrie Sackett: You have to take action. And you, while you’re. It’s. It’s. If it were only as simple as cognitively knowing to take action, then the crisis would be gone. Because we, you know, people know what you people kind of know what you’re. I mean, we all know we’re not supposed to eat ultra processed food or, you know, and we still do it. So it can’t be only knowing that’s going to get us out of this. So that’s where the relational muscles come in and the emotional muscles. So when I work with people, I, we, I ask them if they have someone in their life, they could do a pre ask with, hey, is there. And when I, when I give talks at universities, the kids absolutely love this tool. Is there someone in your life that you can ask now if you can reach out to them when you’re feeling lonely? And then and then you can decide how you do that. Maybe it’s just maybe it’s a six minute phone call. Maybe it’s a text message. Maybe it’s an emoji sent so that you’re not feeling alone with being alone.

Lee Kantor: So people, you think that an average person kind of clocks the way they’re feeling as they’re labeling it as I’m feeling lonely.

Carrie Sackett: Not only people feel despair. I mean, we have a we have a lot of words for feeling miserable nowadays.

Lee Kantor: Right? But so are we using lonely as kind of that umbrella for I’m feeling sad or despair or whatever the other emotion that maybe is tangentially connected to loneliness or could be construed as loneliness.

Carrie Sackett: Probably. Um, Language is a language and emotions is a very challenging. It’s very challenging for us to put language to our emotions. There’s no somebody lonely as somebody else’s despairing. So I’m not sure, um, what what’s important to you in asking that?

Lee Kantor: Well, I’m just trying to understand. I’m trying to look at it through the, the individual, like your, your friend, uh, or your client that’s in a new city and they’re maybe they’re overwhelmed. Maybe, uh, they don’t know a lot of people there yet. And maybe they’re not plugged into any type of community or activity that would bring about more people around them. Are, are they self-aware enough to go, oh, what I’m feeling really is His loneliness. I’m not overwhelmed. I’m not frustrated, or I’m not regretting that I made this move. It’s actually loneliness, what I’m feeling. And in order to if I can’t articulate it and define what I’m feeling, it’s hard to correct it.

Carrie Sackett: Yes, yes, of course we can feel more than one thing at the same time. But in this case, yes, this woman was absolutely aware she was lonely. A stranger turned to her, um, on the, uh and said, you know, I really, um, just said something to her out of the blue, just unprompted. It was a compliment. And my client went back, this is how she got this is how she realized, oh my God, I’ve got it. I need help on this. She went back to the person who gave her the compliment in tears to say, thank you so much. I haven’t talked to anybody all day. I am so lonely.

Lee Kantor: But is that an unusual instance or are are lonely people feeling on the brink of tears all the time?

Carrie Sackett: Well, some people I. Some people feel lonely in their marriages. Some people feel lonely because their kids aren’t going to have kids and they won’t be grandparents. Some people feel lonely because they have a chronic illness, and they can’t do everything that everybody else does. There’s so many kinds of lonely.

Lee Kantor: Now, when you’re working with your clients, is there any low hanging fruit? Are there anything they can be doing an activity or an exercise that can at least start them in the right direction? Or is this something that.

Carrie Sackett: They can have? Loneliness, buddy. See, I’m. I want to make loneliness more ordinary. I wish we could go get our coffee in the morning and say to the barista, good morning. I’m feeling lonely today. Can I have a double latte? Wouldn’t that be? Wouldn’t it be? We could if we could have there be less shame around loneliness and more ordinariness around it. So one way to be ordinary about it is to get a loneliness buddy. Get a buddy. You don’t have to call them a loneliness buddy. Have a buddy at free. Ask them. Hey, the next time I’m feeling lonely, can I reach out to you? That’s a that’s a low risk ask because it’s not the moment when you’re feeling really lonely. It’s before the moment. And what you’re doing is you’re you’re supporting yourself to not be alone when you’re feeling alone. Another one, this came up in one of the groups that I run. We discovered that this person, she. She had a loneliness buddy. You know, someone like an accountability buddy. Yes. I’m going to go to this club meeting. Yes. I’m going to go out and talk to somebody while I’m at the supermarket or whatever it is. What we discovered is that moment, the moment when you’re at home and you’re supposed to be out doing the thing you should be doing to be less lonely and you don’t feel like it. We discovered, oh, that’s the moment to reach out to your buddy, have reach out to someone so they could tell you, oh, come on, get out of the house. Sometimes we can’t do that by ourselves. We need others to help us break out of this.

Lee Kantor: Now are you do you feel that, like with the advent now of AI and these conversations people are having with AI that that’s displacing some of this, like they think they’re addressing it, but they’re actually having interactions with non humans.

Carrie Sackett: I think there’s some there’s absolutely some value and AI cannot replace. Actual human interaction. Ai cannot replace that. The nervousness that we feel when we reach out to our buddy and say, I, I, um, I don’t want to get out of the house. Will you help me? When we do that with another human, there’s more vulnerability, there’s more. And there’s, and there’s more risk of actually being supported by another human, someone who says, okay, I’ll tell you what you I’ll tell you. You’re telling me you want me to tell you to get out of the house. Okay, get out of the house. That’s not easy to do. That takes vulnerability and letting people impact on you and letting yourself impact on others. Ai cannot replace that otherwise. Ai, you can stay more in your head in social intelligence. It’s more what’s happening between you and other humans.

Lee Kantor: And when you’re working with somebody regarding social intelligence, is it helping them be more socially intelligent and or helping them interact better and be more socially intelligent with others, whether it’s an individual in a relationship or a community? Yeah.

Carrie Sackett: Yeah. Like have you ever Have you ever wondered what a colleague thinks of you in a particular moment, or what your spouse thinks of you, and then you decide in your head what they’re thinking, and then you operate from that conclusion forever after. We do that all the time. Have you ever walked into a meeting unsure of where you are? Uh, you know, you walk into a room and you’re not sure what room you’re in. You know, that’s like when you go to a new country, you land there, but you know, you don’t quite know where you are. There’s different cultures. It’s different people. They speak differently. They move differently. They feel differently. Social intelligence, those tools. When we build up those relational muscles, we’re able to. We have the capacity to ask the room the the meeting your colleagues at the meeting? How is what I’m saying landing with you all? We can actually ask other people those questions. How am I impacting on you? Are you open to hearing how you’re impacting on me? That’s what gives us a more grounded sense of where we are. And again, with all of the uncertainty in our world and in our workplaces, having the capacity to ask those kinds of questions, having the the strength to ask those kinds of questions is and, and still be standing with whatever people say back to us, that’s more important now than ever.

Lee Kantor: And I would imagine if you get good at this, then your relationship will become deeper. You’ll have more and more meaningful relationships. Yes, you’ll be a more vital member of your community. Like the ramifications of getting good at this? Really, the impact is real.

Carrie Sackett: The impact is real. Absolutely. More success business wise, more intimacy in your life. More capacity to lead uncomfortable and difficult conversations. More capacity to be curious about others. That’s part of building that connection. Absolutely. All all of that.

Lee Kantor: Now, when you’re working with a client, can you share a story? Maybe obviously don’t name them, but maybe share the challenge they came to you with and how maybe some of the actions or some of the, the words of wisdom you shared to help them get to a new level?

Carrie Sackett: Yes. Um, So I recently was working with, um, a young man with, well, imposter syndrome just got promoted, didn’t feel like he, you know, fits in, deserves the role. Always feels like an outsider. Um, what we worked on together, we brought, we brought that into the coaching space. So I would ask him. Are you curious? Are you curious about how I’m experiencing you right now? And, and then he would sort of sheepishly, sheepishly say, uh, okay. Yeah. And then I would say, okay, well, why don’t you ask me? He said, what do you mean, ask you? Well, why don’t you ask me? Why don’t you try try out this line of asking me, hey, Carrie, how are you experiencing me right now? And then he would say the line. And then I asked him, okay, how was it to say that? He said, that was terrifying. I said, well, how was it to be terrified with me? And he said, oh, I guess it wasn’t that bad. And I said, all right, now I’ll answer your question on how I’m experiencing you right now. And isn’t it great that you got you got to practice asking me this question and you go, that’s like a look at how we build our relational muscles.

Carrie Sackett: And so then I gave him my experience of him, which was way better than his experience of himself. So then it was like, okay, so what do we do with that? What do we make of that? I see you differently than you see you. So what we’re loosening up in this work is the way that each of us, we all do it, myself included. We hang on to. We hang on to stuff. We’re certain that what we see from where we stand is the truth. But the the reality is we’re a social species. We grow and develop with others. Other people stand in different places than me, and those other perspectives can be helpful and valuable and bounce us out of our heads. I’m not saying other people are always right and you should never listen to your intuition. I’m not saying anything like that. But if we could see life as an ongoing process where we’re exercising our muscles with others, then we can see more possibilities for ourselves by inviting in how others see and experience us.

Lee Kantor: And that’s where it sounds like having a coach like yourself is extremely valuable, because I think that, as you mentioned earlier, we’re just out of practice or maybe we never learned how to do this. Um, and we need some outside person, you know, fresh eyes on this to give us some tools to help us kind of navigate this in a way that’s going to help us, you know, make the impact that I’m sure most of us are trying to, um, you know, be able to do in their life and their career.

Carrie Sackett: Yes, I really, I love what you’re saying. And that’s the, that’s kind of the ordinariness I was talking about earlier. Yeah, we all, we all can do it.

Lee Kantor: Right. And it’s nothing like you were saying. It’s nothing to feel shame about. This is just as a as a society. We’re just kind of out of practice. And especially through the pandemic, we were all forced to isolate and go into hibernation for a period. And now we’re back out there and some of us have lost maybe some of those skills that we had before.

Carrie Sackett: Yeah. Yes. And we’re in this culture where you’re supposed to know even before something happens, you’re supposed to know. And so now we have all these people who are waiting. I work with, you know, people all the time. Their their general posture is, well, I can’t go out in the world until I fix myself. And what we you know, even what that story is that I just told you is actually you can you can go out into the world messy and you’re practicing with me building up these muscles so you can navigate the messiness, navigate the uncertainty. We don’t have to wait to live our lives until we have it all together.

Lee Kantor: Yeah. And we have to give ourselves the grace that we typically give others.

Carrie Sackett: Yes, absolutely. We are way harder on ourselves. Yes. Than other people are.

Lee Kantor: So if somebody wanted to learn more, get a hold of your books or get a hold of you. What is the website? What is the best way to connect?

Carrie Sackett: Sure, my website is ZPD coaching Zeta Peter David coaching the ZPD is actually a scientific term called the Zone of Proximal Development. The. The theory is we. We need others to help us grow and develop the same way. When we were babies and we couldn’t become a speaker unless we had people around us who were more developed and who who encouraged us and cheered us on to become speakers. They didn’t throw the grammar book at us and tell us to come back when we get it right. So that’s the that’s the name of my company. Zpd coaching on my website. You can schedule a time to speak with me. That’s really what I recommend with this is to do a 20 minute free consultation with me. And we’ll talk and we’ll get to know each other and figure out a path forward. I do want to add, I also I do a lot of work with couples and families as well.

Lee Kantor: Yeah, that’s critical there as well. Yeah. Well, thank you so much for sharing your story today, Carrie. You’re doing such important work and we appreciate you.

Carrie Sackett: Thank you Lee.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on High Velocity Radio.

Tagged With: Carrie Sackett, ZPD Coaching

Hidden Revenue: Finding Profit You Already Earned

May 5, 2026 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Hidden Revenue: Finding Profit You Already Earned
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In this episode of High Velocity Radio, Lee speak with Doug Brown, founder of CEO Sales Strategies. He shares how he helps businesses uncover hidden revenue and profit already inside their operations by identifying inefficiencies, missed follow-ups, underpricing, and untapped sales opportunities. He explains that many founders are too focused on working in the business instead of on it, which leads to money being left on the table. Through real examples, he highlights how simple changes—like improving processes, targeting ideal customers, and reviewing expenses—can dramatically increase profitability. Brown also emphasizes the growing role of AI as a tool for insight, the importance of preparing early for business exits, and how fixing financial issues can create meaningful personal and life-changing impact beyond just revenue growth.

Doug C. Brown is a revenue growth advisor with over 30 years of experience helping founder-led companies uncover hidden profit, improve margins, and capture cash already inside the business.

Over his career, he has generated more than $1 billion in revenue, delivered a $17 million turnaround at Intuit, produced $14 million in one year for Tony Robbins’ Business Breakthroughs International, and helped companies grow from $3.5 million to successful exits at 5x revenue.

He has worked with Fortune 500 brands, national companies, and more than 200 founder-led businesses across industries including manufacturing, healthcare, technology, and professional services. He is also the host of the CEO Sales Strategies Podcast, ranked in the top 2.5% globally, where he shares insights on revenue growth, profit improvement, and business scalability.

Connect with Doug on LinkedIn, Facebook and X.

What You’ll Learn In This Episode

  • How to identify hidden revenue and profit already inside your business.
  • Common ways companies lose money, including poor follow-up, underpricing, and missed upsells.
  • Why founders often miss opportunities by working in the business instead of on it.
  • Practical ways to increase margins and revenue without adding new customers.
  • How small operational fixes can lead to significant financial gains.
  • The importance of understanding your ideal customer and targeting the right buyers.
  • How reviewing expenses can instantly improve profitability.
  • The role of AI in uncovering patterns, optimizing decisions, and avoiding costly mistakes.
  • Why preparing early is critical for a successful business exit and higher valuation.
  • How improving business performance can reduce stress and create positive personal impact.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Lee Kantor: Lee Kantor here another episode of High Velocity Radio and this is going to be a good one. Today on the show, we have the founder of CEO Sales Strategies, Doug Brown. Welcome.

Doug Brown: Hey, Lee, thanks for having me on here. Very grateful.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us about CEO Sales Strategies. How are you helping folks?

Doug Brown: Well, what we do is we find hidden revenue and hidden margins for companies. So that’s money that they’ve already spent but never made it to their bank accounts.

Lee Kantor: So what’s your backstory? How’d you get involved in this line of work?

Doug Brown: Well, I got involved in this line of work actually, starting with my dad’s business when I was a kid. I noticed things like, we had, uh, way too much inventory at the end of the year, and we would pay taxes on that. And so I was asking my dad and the family members like, why do we want to carry all this? Why don’t we carry half of this and pay half the tax? Right? And so when we did, we lowered the tax rate and not the rate, but the actual taxes. And we had more money back in the, in the, in the, in the, you know, in our pocket, so to speak. But then I was looking through his business and I was finding things like proposals, never followed up on Under-pricing that was happening, you know, risk factors within the business that if we eliminated them, we could go out expenses, but we could also go after the revenue side of the business. And when you improve both of those, you get a very wide margin, makes your business far more profitable when you’re having more operating cash. Plus, if you ever want to go sell it, it boosts the exit value and the valuation of the company.

Lee Kantor: So you were always drawn to kind of the operational side of business.

Doug Brown: You know, I was always drawn to the sales side of the business, but I kind of got pulled into this side of the business just because of of the nature of who I am. I, I look at things and I spot patterns, I look at numbers, metrics, math, and I spot patterns, and then I question what the patterns really are. And it gives us a true story. And, you know, then we can apply an optimization process to that story. So for example, if I have a sales, this happened just the other day. We look through somebody’s, you know, business, heating and air conditioning company, and we look through the business and within 30 minutes we found $42,000 in profit. And it was just from asking questions about when they got on site, what are they doing? And then, you know, we could offer more profitable jobs. We could offer some add ons, we could offer, uh, different things that they, they had, they just were never doing it. And so, you know, right then and there, you know, we, we did. And, uh, well, I should say we did that part a month ago. And then this month they reported that they actually have, uh, doubled their revenue from the previous April of last year to this year. Uh, we just had that conversation two days ago.

Lee Kantor: So when you’re working with, um, the, I guess you talked to the leader, the CEO or the founder, is that who you typically.

Doug Brown: Yeah. Typically that’s who we work with. Um, we work with the, the founder or the, the CEO of the company. Um, the person who really looks at the, you know, the, the bottom line and the up and the top line together. Right. Because business is easy. It’s money in. Money out equals some result. And so usually founders and CEOs are responsible for that result. And that’s why we talk with them.

Lee Kantor: But do you find that in most especially founder led businesses, the founder is busy working on the business and they don’t they’re not kind of keeping track of every hole there might be in their funnel or pipeline.

Doug Brown: Yeah. I mean, so essentially they’re working in the business and that’s part of the reason they’re not focused on that. Right? So what I do is I get them working on the business in that capacity. So it’s, it’s amazing the amounts of money sometimes Lee, that I find. I mean, I’ve literally found millions and millions of dollars in companies that were just sitting there just sitting in the business. And then we were able to move it to the bank account. And here’s the cool part. When founders and owners realize this, CEOs realize this, that money was never going to go into the bank account. So essentially that money is just profit moving into the bank account.

Lee Kantor: Now, when you’re working, how much time do you spend in kind of discovery in terms of just getting the lay of the land?

Doug Brown: Yeah. So it depends on the size of the company. Um, but you know, traditionally it takes about, I usually can start finding stuff within within 2 to 3 hours. Um, significant stuff. Uh, I, uh, I’ve been doing some trades companies lately and I just found this is kind of, you know, for a smaller company, they had $772,000 in revenue. And within three hours we found $226,000 in profit. They weren’t collecting.

Lee Kantor: So when you say not collecting, is it that it was there and they just didn’t bill it? Or was it potentially there if they asked for an upsell or something like that?

Doug Brown: So it was in all of the above. Uh, it was there. They hadn’t collected some, some was, they had their process and they weren’t asking for, uh, you know, extending the sale or increasing the transactional value of the process. Like they weren’t asking, for example, if you went in and found, uh, like they got called in for a leak in the wall, right? They, uh, I mean, that’s a pretty significant thing when, when, you know, the basement starts flooding and the walls are all, you know, I mean, you got to worry about mold and all this stuff as a homeowner or as a, you know, commercial building owner, but, uh, they have this really cool process. There’s just an automatic shut off valve. I mean, it’s a shut off process. So if, if anywhere in the building a leak is detected, it will shut the water off immediately in that zone. And so it’s $3,000. And so for example, you know, we looked up how many people were actually buying that when they offered it. And then it was like, well, why don’t we offer it to everybody? So there were 75 people a year they weren’t offering it to. And so, you know, at if you just run some quick numbers, it’s 75 people at, you know, 15% taking that, that’s 11 people. Now, it doesn’t sound like a lot, but you know, it’s 3000 bucks. So there’s $34,000 just sitting there, uh, at, you know, a super high profit in that case. So the profit on that thing would be somewhere around 70 to 75%.

Lee Kantor: Now, is most of your work in the trades or do you do like, um, consultants or coaches or people like that?

Doug Brown: Uh, you know, it depends on the company. I’ve worked in 353 industries at this point. So anything from the trades business to recruiting companies to manufacturers to, um, medical companies to sales driven companies, done a lot for like training companies as well. Um, you know, some of the larger training companies. Um, but, you know, every business has something sitting there And the natural occurrence of finding out what’s sitting there then reveals what could be additional potential growth. So we uncover one thing and it’s like, oh geez. Well, that could lead to this amount of business if we wanted it to, you know, implement that, that new thing that we just found. So the old thing that’s sitting there, uh, almost always leads to something new in an increased value. Um, you know, I, I can give an example. Chet Holmes and Tony Robbins owned a company. Uh, most people will know Tony Robbins. Chet Holmes used to, he wrote a book called The Ultimate Sales Machine. And, uh, when I was looking through their business, I found a 15% refund rate that was happening. And I identified that. And we were able to clear that refund rate within 24 hours. And we dropped it from over 15% down to 1%. Now, if you think about this, that in itself is a win. But they’re driving 2000 leads a week through this program at this point. So those 300 people that were clear that were were refunding are now buying new products and services. But we were able to identify in that group a product that there was underperforming in their company that was selling $86,000 a year. And when we retrenched that tool, and we put not a lot of money into doing that, we went from $86,000 in sales that year to $8.2 million in sales that year on that new initiative.

Lee Kantor: So when you’re saying finding money, it’s not necessarily, oh, we were mislabeling this thing in the, in my books. Like you’re actually helping them in, in all aspects of their business, find opportunities. Maybe they’re not leveraging, or it might be even coming up with new offerings that might help them make more money down the road.

Doug Brown: Yeah yeah, yeah. I mean, it could be, you know, so it’s exactly that. So the first question we ask them is do you want to grow your revenue or do you want to grow your margins or do you want to grow both. Right. So whatever they want to achieve, then we work the plan to achieve that. And then we start looking for things. And we do this diagnostic process as we’re going through, it just starts uncovering things. And every business is dysfunctional to some level. I mean, I’ve worked with companies like Intuit and Procter and Gamble and, you know, enterprise Rent-A-Car, all of them have some level of, oh, wow, we could find some money here, but every small business has this as a similar level in that size capacity of that business where they’re leaving money on the table. You know, I mean, I just did one, uh, where we found, uh, the merchants were just, uh, taking advantage of them on the credit card side and we were able to go back and reclaim tens of thousands of dollars. They had to not change any credit card company whatsoever. They stay with the same credit card company, but they were able to get, you know, 40 I think it was $46,000 back, if I remember correctly. Um, somewhere in that area on just from the merchant, because the merchant was overcharging them, they had the tax rates wrong. They had different things. So it can be something like that. Or it could be like, hey, your company’s not asking for referrals whatsoever. And what’s the cost of a referral? Zero. Um, and how many referrals could we get a year? We figure that out. And then we put a referral program, active referral program in. Their sales team starts asking, everybody in the company starts asking and they’re magically picking up sales all over the place. So there’s all kinds of things that happen. We’ve identified 21 areas, and in each of those areas, this 5 or 6 subsets of the area. So there’s literally well over 100 ways of doing this.

Lee Kantor: Now, how do you recommend companies, especially smaller companies, leverage AI and automation? Is that something that’s now evolved to a must have rather than a nice to have.

Doug Brown: You know, every it depends on the business, right? So, um, but in most cases, AI is a tool and it’s a tool that is going and has been and will continue to reshape how we’re doing business. So my recommendation to everybody is learn AI, you know, because AI is going to have some functionality into it that, um, absolutely will be helpful in any business. But, you know, we mentioned the trades business earlier, uh, AI is really not penetrating the trades business in a deep way at this point because, you know, it’s not going to go out and turn a wrench, right? Not yet. Um, but what AI will do is it will help identify some buying patterns of your, you know, ideal right fit buyer. So in that capacity, you should be able to understand that because then you can figure out, okay, how many people am I selling to every single year who are profitable or not profitable? Um, I just, uh, was talking to another company and, you know, they, they were spending a tremendous amount of money on marketing and I ran some numbers for them and used AI to actually do it initially. And then we dug into it. And long story short, they were losing money on every client.

Doug Brown: They thought they were making a few hundred dollars on every client. Turns out they were losing $860 on every single client because they didn’t figure in all of the numbers. And that sounds like a huge disparity. But I mean, you think about it, you sell 50 clients a month and you’re losing $900 a client that’s 45 grand a month that you’re basically losing in that business. Now, that was easy enough to start to adjust because we just started adjusting the marketing spend and how the marketing allocation went away. You know, in certain categories, they didn’t need that. They weren’t looking at the marketing across the board. They were just looking at, hey, we’re closing sales. So it can be all kinds of things that are over the map. Lee and I know that it doesn’t sound like, well, give me the whole process, but that is the whole process. Like we look through the whole company from every single stage of the client journey, and we find these things and then we, uh, bring them forth to the owner and say, hey, do you want to fix them? Or, you know, or are you good with, with this?

Lee Kantor: And then so your deliverable is at first a list of all the opportunities. And second, if they want to have you help them fix it, then you can help them fix it.

Doug Brown: Yes. Yeah. So we build a growth map right out of the front, front end, you know, and the growth map shows them all of the things that They can do in order to improve their margins or improve their revenue. And then if they want us to help them, we’ll build them a growth plan, which is like, hey, here’s what we’re going to do over the next 12 to 24 months, depending on the size company. And this is where we can get you from point A to point B to point C to point D, and we just lay it all out for them. Um, and you know, they can still take that map and do it on their own or we, you know, most of the time people want us to help them at that point. Um, but, you know, again, it’s a very straightforward process. The hardest part. See, here’s the thing that happens. Lee companies have all kinds of data and stuff, but they don’t have any real visibility to the data that gives them the, um, the ability to actually make decisions on this level. So like they might be looking like at their CRM data, but they’re not looking at the financial and the CRM and the marketing and customer service data. All, all collectively. And that’s where they can’t see it. So we’ve developed our own in-house process to be able to show them that. And they can, you know, we can see where it started in marketing and where it’s breaking down, let’s say, in operations. And so we fixed the problem in operations, and all of a sudden more money is pushing through. And then we teach customer service on how to actually sell, not just answer questions. And so now we’ve created an internal sales team within customer service, which can be highly profitable for companies. So it just depends on what company needs what.

Lee Kantor: Now when you’re working with your clients, is this something that, um, like what’s the signal of when this is the appropriate time? Like I know every today is the appropriate time, but is it if I was going to exit in five years, should I be having this conversation with you in order to just kind of get my business in the best shape so that when I do exit, I get the most for it? Or is there something that. Hey, I’m just starting. Maybe I should foundationally put everything in place so that I’ll have a better than even chance of making it.

Doug Brown: Yeah. So again, it depends on the goal. So if you’re just starting, like I just talked to a CEO, he’s like, no, I don’t want to do this. We’ve only been in business a year and we’ll handle it for now. And then when, when we get dysfunctional, we’ll call you. Right. And so my response was, why do we want to get dysfunctional?

Lee Kantor: Like, why don’t you skip that step?

Doug Brown: It’s like, why do we want to bleed out a few million dollars over the next three years or whatever? Figuring this out when we can figure this out now and maybe put $10 million in the business, put the systems, put the processes in, and all of this stuff, because he doesn’t have the data, he can’t see it. And so it’s one of those situations that when is the right time? Um, we don’t know until we run the diagnostic, but I can tell you normally within a conversation and just running a very small percentage of the diagnostic, like on a call within 20 minutes or so, I can tell them if there’s money there or not. And so it just depends. Now, the guy who wants the exit or the gal who wants to exit in five years, they need to get their stuff in order earlier than later. Because here’s the thing about exit. Most of the time people think they’re going to be able to sell their company, but a lot of times they can’t. And so why not build the company into the most profitable asset now and then? It makes it far more attractive for the exit down the line. Right? But it doesn’t mean that they can still sell the company like I had. I had a telecommunications company. We sold it three times. Funding fell through for the buyers all three times.

Doug Brown: We ended up keeping that thing till the end. Um and so it’s, it doesn’t, you know, a lot of companies, uh, want to sell. I, I have a friend who, uh, eventually sold their company for $2 billion and they wanted to sell within a year of the first conversation. It was 11 years later that that company sold. So if they’re planning on trying to exit the business, there’s multiple ways of exiting a business. Um, there’s a great story. There’s a company around me called Sullivan Tire. They exited the business, but they sold it to all the employees. So there’s different ways of doing it. But if you’re going to sell to a, a P company or an investor company or another person looking at your company, the more you have your stuff in order and the higher your EBITDA is, generally that’s what they go off of EBITDA being operating cash flow. The higher that is, the more you get for evaluation and the more you get for a multiple on your company in most cases, especially if you have the systems processes in place. So yeah, if you’re an owner and you want to sell. Don’t wait till a year before or two years before you really want to start. Now, if you’re a year before, start now, but you know, if you can start earlier.

Lee Kantor: So is there any low hanging fruit for a listener right now that they could start poking around on where they can fix some of this themselves?

Doug Brown: Yeah. There is. Um, you know, there’s the, the, the, the easy one is, you know, just do a review of your expenses. That’s, that’s a very clean one. Right. Um, you know, my wife and I do this every single year, just even for our home. And we reduced our expenses this year by $6,700, if I remember correctly. What was that on Oversubscriptions? You know, um, you know, streaming channels, we weren’t using, uh, auto insurance that we could readjust, uh, you know, uh, truck insurance, uh, you know, uh, telecommunications, electricity, all, all kinds of things you can look at right on the expense. So that’s, that’s a quick one. Um, you know, a lot of companies don’t want to look at expense, but here’s what I, I tell them is like for every $1,000 you save, if your company’s at 13% EBITDA for every $1,000 you save, it’s like selling $7,600 in product. So if you as a company owner can knock your bills down by $10,000, it’s equivalent to selling $76,000. If you can knock it down by 100,000, that’s equivalent to selling three quarters of $1 million. So which one do you want to do? So on the sales side, the easiest thing to start doing is look at every little section that’s going on in your company sales process and ask this question, are we creating more sales at this point? Are we creating more relationships at this point? Are we increasing what they’re buying, how often they’re buying, and how many people we’re extending the relationship through at each stage of that process? If they just asked that question, they’ll get the answers.

Doug Brown: You know, are we following up with people? Are we dropping the ball? Follow up is an easy one to fix because the majority of companies are not very good at it. Are we selling to the ideal right fit buyer? Harvard University and Wharton School of Business did a study recently that was backed up, I think, by Marketo and HubSpot, um, which said that 97% of people selling today do not, in part or in full, know their ideal right fit economic buyer. What that means is we don’t really know who we’re really selling to, who buys the quickest, the most, the best. And so we’re creating all these marketing messages around stuff that’s not even hitting the target. And so those are a couple of things that they could do right out.

Lee Kantor: So how do you help them identify their ideal fit client if if nine out of ten are missing.

Doug Brown: Yeah. Believe it or not, it’s not that hard. So we have a whole process for it that we run through. And we do use AI for that process as well because it speeds up the process. In the old days, this would take us three weeks to figure it out. Um, but if somebody wants to like really start to figure it out quickly, look at all your clients, ask the question, who the best clients that you, you know, spend the most with you are not your hassle clients. If you have data like this, right? Made the decision quickly. They’re, they’re a joy to work with. And then look at all the common threads. Why did they buy? If you don’t know, call them up and ask them why didn’t they buy? Call them up and ask them. Start looking for overlapping patterns. That’ll start to reveal some of the stuff. But you know, with AI and with things today, you can research a lot deeper. But in the old days, that’s how we started out. We started out surveying all the all the clients that bought didn’t buy. Asking questions, looking for overlapping patterns. And then it will reveal itself. And by the way, you only need like 3 to 5 data points and it’ll give you your ideal right fit buyer.

Lee Kantor: So how often do you use your system on your own company?

Doug Brown: Uh, once or twice a year.

Lee Kantor: So this is something that once a company understands how this works, it’s not a set it and forget it. This is something you have to revisit on a regular rhythm.

Doug Brown: Depend. Well, you know all companies. Yes. To answer your question, you should because things change. So, you know, it doesn’t have to be the pandemic that changes your business, right? You might be growing as you’re growing. And let’s say you don’t have your numbers anchored. Your numbers can, you know, outstrip you pretty quickly. A company working, uh, they installed, uh, utility poles. They, they grew from 3 million to 17 million in 16 months, pretty fast growth. When I talked with them, they were like, we’re close to being out of business. And I said, why? And they said, I don’t know. And I looked at their books. They had $11 million uncollected, over 180 days on their books. And when I asked them why, they said, we don’t know. And I said, who’s paying attention to this? And they said, it’s a friend of my daughter’s. We hired her because she seemed to have experience. And within 45 days, not even it was like 42 days. We had collected all $11 million. There were clients literally saying, hey, we had the check sitting here, but no one contacted us with the information to get get pay you or we wanted to do direct deposit. Et cetera. Et cetera. Et cetera. So, you know, the company’s super healthy within, you know, 40, 45 within six weeks. So it could be something as silly as that. Or it could be something that, you know, people never even thought existed in the company. Um, you know, or people know in the company they’re afraid to tell. Right. So, uh, I worked with a company, they were doing, uh, 48 million a year and they had, uh, two of their sales team members going through the company, terrorizing people, literally threatening them. If they didn’t do this, they were going to come after them. Et cetera. Et cetera. Et cetera. Ceo didn’t even know about it. And once we remove those two people and put a sale system in, the company grew from 48 million to 110 million in the next two years. People became way more productive. So sometimes it’s people issues, sometimes it’s not.

Lee Kantor: So is there a story you can share maybe the most rewarding for you in all the years you’ve been doing this? Is there. Don’t name the name of the company or maybe name the challenge that they had and how you were able to help them get to a new level that meant the most to you?

Doug Brown: Yeah. This one might make me cry a little bit, though. Like, seriously. Like, um, so I was working with a financial company. It was owned by two brothers and the, uh, and they had a partner, two brothers and a, in a partner. And, uh, I was talking with this gentleman and he was just like, so pushing back like, so hard on this thing. And normally on that type of thing, it’s like, well, this isn’t the client that I can really help, right? I mean, they’re just not open. They’re not they’re not coachable, they’re, you know, that type of thing. But something told me, stay with this guy. It was like a little inner voice in my head. And I stayed with him. And finally at the end, he goes, okay, you’ve convinced me. And he said, I’ll do it. And I said, I don’t want to convince you. I want you to be buying into this because this requires commitment on your end as much as on our end, like as we work a lot on performance, right? So we actually make our money when the company does better versus saying, hey, we want this huge consulting fee up front or whatever. And so he bought in and we helped him. Uh, and I told him, I said, I need a minimum of 60 days commitment. And then you, you know, you guys can be on your own if you want. And so we worked on that thing for 60 days and we started turning the company in the right direction. And he said, at the end of 60 days, he goes. You know, I think we can take this now.

Doug Brown: And I said, fine. And, you know, we sort of like friendly emailed back and forth over the next year. So this is like 14 months after the first time I started. And I was at a live event and I felt these arms come around the back of me and like, give me a bear hug and just literally lifted me off the ground. And, uh, and then I heard his voice and he was laughing and I knew who it was. And he said, how you doing? And I said, well, if you put me down, I’ll tell you. When he put me down, another set of arms came around me, um, not as strong. And then one on my leg, two little arms and then two little arms on my other leg. And, uh, they all were giving me a hug and I, and he, he came around the front of me and he said, hey, there’s something I never told you. And I said, what? He goes, uh, my wife and kids, we were doing so bad as you knew, Because when I was pushing back like that, he said, I was a. My wife and I were talking about getting a divorce, and I had moved out of the house and I was estranged from my children. There they are holding on to your legs. And, um, he said in, my brother and I were damn close to, uh, with the partner declaring bankruptcy. And he said, we just didn’t have the money or the this or that. And he said, he said, I really, really did not like you during our conversation whatsoever.

Doug Brown: He said, I frankly can use the H word, the hate word. I hated our conversation. But he said, if it wasn’t for that conversation and you working with us for the next 60 days, we turned our company around in. Four months later, I was back with my wife, back at home with the kids. Things got a lot better. And, you know, we have more than doubled the business in the last 14 months since you disengaged with us. And he said, you know, I want to thank you and thank God that God sent you to me. That was super impactful. In fact, I left the room and started breaking down, crying a little bit. Right? Because what people don’t, at least for me, it’s not about the money anymore. You know, I own the house, I own the cars. I own all that stuff. You know, I had that early on in my life because I worked really hard. But it’s the impact. Like the family didn’t break up. Now the family’s together, the kids grow up more healthy, they go on and they start families. So it’s that ripple effect that goes through life. And to me, what we do is exactly that we can help people go from a high, you know, stress state and lower their stress states because usually it’s around money that causes the stress states in the business. And usually the money is just sitting there, you know, for years, sometimes sometimes longer. And it’s just not moving from point A to point B. So in his case, you know, he’s still doing well today.

Lee Kantor: Yeah. And it’s it’s not for lack of desire or lack of a good idea or a good company. It just they don’t know where the holes in the swing are. And they need fresh eyes to look at it and go, hey, look over here. Look over there. You know, I’m sure a lot of the times these people want to work hard and are hard workers. They just don’t know what to work hard on. If people want to learn more, what’s a website.

Doug Brown: W w w dot CEO sales strategies.com? Or they can send me an email at Doug at CEO sales strategies.com.

Lee Kantor: All right, man, thank you so much for sharing your story. You’re doing important work and we appreciate you.

Tagged With: CEO Sales Strategies, Doug Brown

Young Han: Scaling Companies Without Sacrificing Personal Well-Being

May 4, 2026 by angishields

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Houston Business Radio
Young Han: Scaling Companies Without Sacrificing Personal Well-Being
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Young-HanYoung Han is an accomplished entrepreneur, fractional COO/CFO, and devoted father who has shaped the growth strategies of major brands like Starbucks, Apple, and Philz Coffee.

At just 19, he co-founded a Korean restaurant that achieved over $3 million in its first year an early taste of the highs and lows of startup life. Throughout his career, Young has embraced “failing forward” to refine his leadership style, develop bulletproof operational systems, and guide multiple ventures beyond the million-dollar revenue
mark.

What sets Young apart is his unwavering belief in “work-life integration” as opposed to the conventional notion of balance. By weaving self-care practices into daily routines, he’s been able to juggle fatherhood, founding new companies, and fractional executive roles without burning out. For Young, personal well-being is a core pillar of building sustainable businesses and leading teams to long-term success.

LinkedIn: https://www.linkedin.com/in/younghan/
Website: https://www.thesis.inc/

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here. Bringing you another episode of Houston Business Radio is my pleasure to introduce you to my guest today, Young Han, a fractional CFO and COO with thesis Group. Young is an entrepreneur and strategic finance leader who has helped shape shape the growth strategies of major brands including Starbucks, Apple, and Philz Coffee. He began his entrepreneurial journey early, co-founding a Korean restaurant at just 19 years old that generated more than $3 million in its first year. Today, young works with companies as a fractional executive, helping founders Simplify operations, build strong financial strategies and scale businesses in a way that supports both professional success and personal well-being. He’s also a strong advocate for what he calls work life integration, believing that personal health and family life should be designed into a business from the beginning. Young. Welcome to the show.

Young Han: Trisha, thank you so much for having me.

Trisha Stetzel: I’m so excited. And you know, I hadn’t even lined up your podcast. So that’s got to come in someplace during our conversation. So here’s what we’re going to start with. Tell us, okay, tell us more about you.

Young Han: Yeah. So I, um, I’ve been a serial entrepreneur my entire life and, uh, you know, grew up watching my dad as a small business owner and, uh, kind of planted the bug in my brain. And through that process, you know, you end up failing quite a bit. And so in between my entrepreneurial journeys, I’ve worked at a really great companies and learned a lot of different things. And now, you know, in my 40s, I moved my family from the San Francisco, California area to Austin, Texas, where we now just, um, yeah, live a little bit of a slower life. And I do consulting work and I use the experiences and skills that I’ve gained over the last 25 years building businesses to help other people build theirs.

Trisha Stetzel: Yeah, I love that. So can we talk a little bit about from a business perspective, strategic finance versus traditional finance? I think that’s going to be a really good topic for today.

Young Han: Yeah. I think that the, um, the, the value of a CFO and a finance person is evolving incredibly fast. And when you go to these CFO conferences, even in the last few years, the conversations are, are adapting very, very quickly because technology is moving so fast and it’s allowing us to do more with the data that we used to have. And so being able to understand a financial statement and build these cash flow trackers and, uh, doing these flex analyzes were almost specialized right to people that were very, very savvy about finance and sometimes even tax. But a lot of this stuff can be augmented through technology now. And so you still need someone that knows how to do it. So I’m not saying it’s absolved the people, but you definitely can do it a lot faster and a lot quicker. And so it does give room for the next wave of finance people to get from behind the scenes to front of the house. And that’s what we call strategic finance. And that’s really around like being more of a data architect and finance people are naturally good with numbers.

Young Han: And so if you can put, you know, financial models in place and start building assumptive models that show how the business could potentially grow even more, you’re taking someone that traditionally has been at the end of the month, we tell you where you sucked and where you messed up, and we just kind of slap your hand and then and then we go back into our office and say, don’t do that again next month, you know, and it’s already too late. And now we’re kind of like, hey, here’s some new ideas of how we can increase margins if we mix this product with this, this thing and this marketing tactic, we think we can generate an additional, you know, 12% of contribution margin or, you know, I mean, like we’re creating value. And so we’re starting to help grow the business through financial forecasting and modeling debt equity, leverage tactics, tax mitigation strategies. And so we’re becoming much more front of house and being data architects for the entire company, and then using our financial acumen to actually help it grow, not just tell them what they did wrong.

Trisha Stetzel: I love that. And as, uh, business owners, oftentimes we don’t even want to talk numbers except for tax time, right? It’s like, oh, now we have to produce all of these numbers and then the conversation is even worse. I love that. So can we talk about there’s a lot of, um, smaller business owners that listen to the show. Can we talk about this fractional piece? Because I think it’s really important for smaller business owners or business owners who have smaller businesses to know that they can still afford services like what you’re talking about.

Young Han: Yeah, I mean, I definitely think that every business owner should have a fractional CFO. If you’re small and you don’t, um, you can’t afford it. You know, um, my, my, my recommendation would just say hire them for twice a year, just go over the numbers every six months or do one hour a quarter. And that’s probably less than a thousand bucks for someone decent to look at it. And it’s not, it’s not that you like need it, but it definitely will help you because they’ll look at the business differently from those numbers than you will, you know, just, um, running it as a function expert, the average small business owner, um, the vast majority of them start their business because they’re passionate about something or they’re really good at it. And, um, so much of it is not like you get to a certain scale and you can, you know, have your passion and function expertise guide you to a pretty good success, but you get capped out pretty quickly. And so you have to learn business to keep scaling. And so my recommendation is to bring these people in.

Young Han: And then the whole point of thesis, the thesis of thesis group, which is my outsource finance firm, um, that’s the name of it, is that we think that most companies don’t need a full time finance team anymore. We think as the technology keeps getting more robust and companies are more agile and adapting to the markets, we think most companies need moving finance tech so they don’t need a full time controller, a full time CFO, a full time accounting clerk. They sometimes need 30 hours of an accounting clerk, six hours of a modeler, four hours of a controller, and maybe six hours of a CFO. And so you’re able to fractionalize exactly what you need. So instead of paying like 6 or $700,000 a year in salaries, you could pay 150 and get exactly what you need to get you to the $20 million mark. And then you can custom fit that to the next level and the next level and the next level. It helps you grow faster by actually custom fitting it, and it’s a lot cheaper for you and a lot more efficient.

Trisha Stetzel: Yeah, absolutely. Okay. So lots of tech talk here. And I introduced you as a fractional CFO, fractional COO, but I also know that you’re a serial entrepreneur. Can we talk about all of the experience. I know you’re a finance guy and operations guy, but you also have a lot of business experience, not just the one experience when you’re 19. So let’s talk about that serial entrepreneur in you.

Young Han: Yeah, I, um, I’ve just been building businesses since I was 19 years old. I just can’t stop. And I love it. And, and even when I, um, even when I work at companies, I typically join startups so that I can continue to build companies and I end up working at places that are scaling or that are scaling or have high volatility. I just really like love, love the art of building business. It’s, it’s really fun for me. And, uh, yeah, so I’ve done a lot of random things. I, I helped, um, uh, expand Starbucks. Uh, I opened six new locations for them when they’re anti compete with Peet’s ended and we started opening up stores in California. I was part of that, um, launch process. So I helped open a bunch of stores for them. And then, um, when Apple retail launched, I was able to work at the first location. Steve Jobs location and be the manager for his retail location when it launched, which was really exciting experience because he used to come in once a month and then just did a ton of venture, so raised a lot of money to, you know, probably just under $300 million. I fundraised across a lot of different companies to, um, basically build a bunch of businesses at scale really fast. And so at Phil’s Coffee, I helped open 55 locations across the country in two years.

Young Han: So it’s not like we’re doing this over the course of 5 or 10 years. Everything is like venture capital is kind of weird. They give you money and they say, hey, I need you to, I’m going to give you like $12 million. I need you to spend it as fast as humanly possible. Test every possible situation you can as quickly as you can, and try to get this to be 100 X as fast as possible. And it’s a very different mindset. But the benefit of doing this venture route over and over and over again is that I’ve now experienced more business tactics than the average person, because I was forced to spend people’s money to go try to grow this as fast as humanly possible. So as long as you had two good reasons for why you did the tactic, the investors were very, very for it. Right. They wanted you to try everything. And so it’s hard. It’s hard to spend that kind of money that fast, but it does give you a lot of business experience very, very quickly. And then I did insurance technology. Excuse me. I have a little tickle in my throat. I did insurance technology, um, with machine learning. So we did actuarial work and we sold that company. And then, uh, most recently I built, um, robot baristas.

Young Han: Um, and so we did robotics and things like that. And then I kind of had a midlife crisis when I turned 40. And I just, I just felt like the hubris of, you know, traveling the country, not seeing my kids raising, you know, $16 million to go build robots. You know, it just, it just felt, I don’t know, something just fell apart in my soul. And I got really, really fat and overweight. And my wife’s like, this is very unattractive. We got to figure this out. And I just wasn’t happy. I should have been happy because it’s a cool job and it’s a cool role. And it was a fun product, but my value prop had changed. And so I quit, and I spent 2 or 3 months doing a lot of reading and interviewing people and soul searching and hit my midlife crisis pretty hard. And, and then the end result was that I just wanted to slow down. And so I packed up my family side and scene and moved to small town Texas, where we live in the country. Yeah, I live in a nice plot of land, and my girls pick up frogs and crickets in the backyard and in the in the creek. And we have a green belt, you know, ten acre green belt back there. It’s it’s beautiful.

Young Han: Yeah, it’s very slow and it’s nice. And then, um, I just started consulting and, and I’ll wrap up the story here, but I started consulting for work because I had these skills and people would pay me and so I could optimize for time. And I did that. And because I was helping so many companies at the same time, I started realizing that 75% of the businesses were the same. And so there’s only 25%. That was, in my opinion, that’s different in each company. And I was like kind of fascinated by this. And so I started reading EOS and E-myth and all these other operational business operation systems books. And I liked them. I liked them a lot. And obviously I gleaned a lot of um, um, tactics from them and they were definitely muses for me, but I built my own operating system and started documenting that 75% that was the same. And then it allowed me to double my client load because I could help them faster with less time, because I had an operating system that was taking care of 75%. And then, um, that was really good. And I started making a lot of money and, um, it was really fascinating. And then I had a friend that had a small business and she said, I heard you’re doing consulting, can you help me? And I said, hey, I don’t, um, I don’t work with small businesses.

Young Han: I work with venture backed companies because you can’t afford my rate. And she said, listen, I’ve been doing this thing for seven years. I’m going to either stop doing it because I’m not making enough to like retire or live great, but I’m making enough to keep going and it sucks. I’ve been seven years doing this, so you’re either going to help me or I’m going to shut this down. I’m like, I’ll just help you pro bono. And so I helped her pro bono, and I just met with her an hour a week and then ran it through the operating system. It works faster in small business than it does in venture backed companies. And she made $1 million in nine months. Wow. And, uh, and then I’m like, wait, is this. So then she starts referring me to people and I’m like, hey, I’m not a small business coach. And she’s like, I’m not. I’m not telling them about you. But if I’m out there buying real estate and like new cars, my friends that are small business owners are going to ask me what I’m doing, right. And so I took on four more clients and did the same thing and got all the way up to eight and helped them all make $1 million in annual revenue in less than a year.

Young Han: And I was like, wow, this system works incredibly well with small business. And then I was worried that it was my good looks and charm. So I, you know, could be. So I hired you never know. You never know. So I hired two young ladies that have never owned a business. One was, you know, in their late 20s. One was early 30s, trained them on the operating system, gave them four clients each. They took a lot longer. They took like a year and a half, but they were able to do it as well. So I’m like, wow. So it does work. And then the last, the last test I wanted to do was to see if this works was, um, test it on myself. So four years ago, I started a pool cleaning company and, um, and it made $1 million. In nine months, we’re on track to doing $6 million in our fifth year of business. And, um, I’ve just been on a tear. I’ve been opening five businesses a year using this operating system. I have a 70% success rate to get it to $1 million in annual revenue. And I have half a dozen businesses that have hit that, and two of them that do over 5 million. And I did this all in the last four years. Yeah.

Trisha Stetzel: That’s fantastic. Oh my gosh, I have so many more questions.

Speaker 4: All right.

Trisha Stetzel: Uh, before we go on, I know people already want to know a little more about you want to connect with you what? Where’s the best place for people to find young Han?

Young Han: So the easiest way is to go to always han.com. That’s always Han. The plural. Always. Han is my last name, han.com. And that’s basically a play on words. It’s just saying I’m always on because I believe in integrated life. So that’s kind of my personal page and it kind of takes you where you need need to go. If you want to have me speak or you want to work with me because you’re a small business or you’re a mid market company want me to be your fractional CFO? It’ll guide you to all the different businesses that I own. But if you’re a small business owner and most of your listeners are small business owners, I would just go to owners dot club, owners dot club, and that’s my small business operating system coaching business. And that’s where we try to help people learn this operating system. And we have a free community. You can just join for free and we do monthly coaching and group and mass. We have all the templates, all my videos, like it’s all free. I’m like, I’m trying to write a book so I can give it away for free because I’m trying to help more and more people use the same operating system to help them grow their business. And if you want me to do it, obviously we charge you. But, um, if you don’t, if you can’t afford it, just join the club for free and I’ll give you all the stuff and you can kind of guide yourself through it. There’s plenty of people have done it and, and have worked their way up to $1 million. Yeah.

Trisha Stetzel: You’re amazing. Thank you for sharing all of that. And I.

Speaker 4: Can’t wait to.

Trisha Stetzel: Hear, uh, folks who are listening today, who all’s joining. I want to know you guys just comment in the in the comments below the show. Let’s talk about work life integration. I think that’s really important. Part of your story was I can’t do this anymore. I have to shift. I’m in a different part of my life and my values have have changed. So one kind of, how did you know that? Like you had this, you wake up one morning and your wife said, you can’t look like that or act like that anymore. Was what was it that had you shift? And then how do you integrate?

Young Han: Yeah, I mean, I think the big there’s a, there’s a couple of things, but I’ll only share one big epiphany and just know that there’s a lot more robust thought that went into it. And I don’t want you to undercut the value of the one thing, but it was really around this concept of like protecting time, right? So I was doing what everyone says. All the gurus say, I turn off my phone and do not disturb from 5 to 7, and I’m there for my family and, and I’m completely dedicated and, and I tried that and it’s super, super important to do that. And I think it’s very valuable practice. But I started to realize as I was blocking off these perfect time slots, I would have a argument with my wife and my sales day, even though I would like switch gears and I knew it was going to be fine and we were going to make up, it’ll be fine, right? But, um, but I’m like in my sales days or in my work days, it was still like 5 or 10% in the back of my mind. And so maybe I sold a little better. Maybe, maybe I sold a little less better. But it was hanging there and I knew it was there. And if I had a bad work day, even though I was in dedicated time with my kids and I was like, I gotta calm my brain and let’s focus on the kids, I couldn’t help but have that 10% of worry in the back of my mind. And so was I really being that perfectly qualitative for them? And then I just gave me a huge, like epiphany saying, like, we’re humans, we’re not binary robots, we’re not perfect.

Young Han: That’s like literally the most insane thing for you to think that like, you could go do this. And I’m like, you can’t be 100% just on a switch of a clock that’s like, that’s the most insane thing to think. And so if you know, you can’t be perfect at it, then why are you trying to achieve something that is not efficient? So the the inverse of that was the most efficient thing is to embrace the imperfectness of the human nature and try to integrate those two things together. And so what that means for me is I just do the best that I can with what I have versus trying to be this perfect person. That’s like, no, these two hours are dedicated to working out. And these two hours are dedicated to my wife for a date night. And it’s just, it doesn’t work. And so if it has to adapt, you just address the situation. You use the information you have, you work with your family, you work with your partners and your team members. You make decisions on the fly, and you just do the best that you can with the information that you have, and you just integrate. And it requires a lot more transparency. It requires a lot more vulnerability. But if you can pull it off, it’s fascinating. And I’ll give you one funny output. I, I’ve always hated conferencing because when I go to conferences, I typically like, I mean, I’m by myself, crappy food, lonely hotel rooms and, and you’re really working like, I don’t know, like six hours a day, maybe for because the conference floor is not really that big of a deal.

Young Han: And then the actual sessions, they’re cool. But like, I’m really going for a handful of really important meetings. And then the rest of the time I’m just by myself. And so I went to a conference and I brought my youngest daughter with me, and I put on a blue ocean pool service shirt on her. I bought her a badge, I bought her a tech conference ticket. And so we’re walking the conference floor together, you know, checking out the vendors. And like, everyone thought she was super cute and it was awesome. And then for the meetings that I went to, I just gave her some crayons and a paper and then an iPad, and she just just did whatever she needed to do for 4 or 5 hours. Every single private equity fund manager, every single investor, every single person I met with was like, wait, you can do that? And I’m like, do you do you care? And they’re like, I don’t care. I want to bring my kid next year. I didn’t know we could do that. I’m like, I’m doing it. I don’t care. As long as you don’t care, I don’t care. Why don’t you bring your kid next year? We’ll all do it together. Like, why? What is she going to learn in the third grade that she won’t learn interacting with business? And I just like in my mind, it’s like, that’s what I mean by life integration is like, let’s just like, stop thinking about it as this binary thing and just try to like, be the best that we can with what we have, knowing that we’re imperfect. That’s what I.

Trisha Stetzel: Think the best of what we have. I love that, I think it’s fantastic. So I think right now would be a really good time to talk about your podcast girl. Dad, can we for a minute tell me about it?

Young Han: Yeah. So I, um, I, well, I will be very vulnerable and I’ll tell you, it’s kind of crass, but I, I love, um, making money. It’s one of my favorite things to do in life. It’s like literally the thing that fills my soul and fills my heart and wakes me up in the middle of the night going, how am I going to make more money? Like I literally lied. And I, I know you’re not supposed to say that in our, in our American culture, but I, I freaking love it. That’s just who I am, you know, and I just, I really, really embrace that, that, uh, art and, and act and science of making money really just like inspires and spurs me and motivates me. And, um, I had my first kid and for the first time ever, I love something more than money. And I was just like, wow, this is so weird. It’s like felt so weird. And it was just very hard for me to process. And then I was like struggling with it. And I started to like, you know, optimize for time so I could spend more time with her and lower my professional career. And then over like 2 or 3 months, I started to get like sad and like kind of depressed again. And then I started realizing that’s not good either. And so I’m like, if I can love two things. And so, and I just got to figure out how I can, you know, be a great dad and be a great person that makes a lot of money. And I’m like sitting there trying to figure this out. And I’m like, why am I trying to figure this out? There’s so many rich people out there that are parents that, you know, I should just ask them.

Young Han: And so I messaged all my richest mentors and friends that were most successful, you know, like PE fund managers, VCs, you know, investment bankers, uh, you know, politicians, uh, I just, I just started interviewing them and just the, the output of what they said was so wide and varied from like they outsourced everything to maximize quality of time to people that have slowed down their career, to spend more time at different stages and then everything in between. And it was fascinating just to see how, how rich people process that time constraint. And I was like, this is a fascinating topic. And so I started telling my friends about it. And then everyone had a visceral reaction to what these people were saying, you should never do that, or you should do that and this and that. And I’m like, I think I have a show. And so I was like, twofold. One is I think it’s entertaining. And then two, it’s fun for me to learn from other successful people how they navigate it. And so it’s less about, you know, doing it for entertainment value. It’s really just for me to learn how to make more money and still be a great dad. That’s it. Yeah. It’s my personal journey to like, learn how people do it. And then it has changed how I live. Because like, I’m not saying I believe in everything everyone says, but there are significant moments where I’m like, that is an incredible way to think about life and parenting and business. And and so it’s been very helpful for me to be, um, integrate my passion for business and money and, uh, dad hood.

Trisha Stetzel: Well, I love that. All right. If you guys are interested, you can find girl dad on whatever channel you happen to be listening to your podcasts on.

Young Han: Yeah, it’s the girl. Dad show. The girl. Dad show. Yeah. Mhm.

Trisha Stetzel: Uh, okay. So as we kind of get to the back end of our conversation. Young, you, um, I’m going to use the words failing forward. I’m going to do full circle. We started with you’ve learned from your failures as well as your successes. So what failure taught you? What did failure teach you that success never could?

Young Han: It teaches you more than success. It teaches you everything. I don’t think you really learn much from success, to be honest with you. You just learn what works for you. Um, but failure teaches you tactics, technical skills. It teaches you market conditions. It teaches you your palette, your plate breadth and bandwidth, your values. I mean failures, failures, the mechanism to learn. And very fortunately, I grew up in Silicon Valley. And so, I mean, I didn’t realize it was unique until I left it. But I mean, it’s kind of weird there where like now it’s weird to me there, but it was very normal there. But like, if you’re not failing, you’re, you’re considered not successful. And so it was really interesting to come out of that bubble because the rest of the country doesn’t look at the world like that, you know, and everyone’s very afraid to fail. And in Silicon Valley, it’s almost looked down upon. If you don’t fail, I mean, it’s easier to even get investor money if you’ve had a couple failures. Like it’s, it’s everything is geared towards failing. And so for me, I think failure is a great, great, um, lesson and a great learning mechanism. And I will tell you that like I am building businesses at scale and I’m probably failing more businesses in the last four years than most people do in their life.

Young Han: I have 14 successful businesses, but it’s not like I hit 100 home runs. I mean, I’m at a 67% success rate, so imagine how much money I lost and how many people I’ve hurt because I hired them and I had to shut the business down. You know what I mean? Like that’s a lot of emotional torture, pain and struggle. And, and if you’re, if your listeners are business owners, they know how emotional that is. You know, they know how hard it is to shut down a business or let people go that, that rely on this to live. And, and yeah, I’ve done that at scale. I mean, I’ve, I’ve failed a lot of businesses in the last four years, let alone my entire career. So I don’t know if that’s helpful or not. But my favorite saying is to people that always ask me, like, I don’t want to fail or the way that you operate makes me fail because that’s what I tell people. The operating system that I will teach you is all about failing forward. How can you fail forward as fast as humanly possible at your human possibility skill set? Right? And so that’s the that’s how the operating system works. That’s entirely the foundation of it. It’s just teaching you how to fail forward as fast as possible to get to this conclusion the fastest.

Young Han: That will make you the most money. But the thing I always tell people is, listen, I have failed more than the average person. And I will tell you right now, my mom still loves me. Like who cares? Who cares? You know what I mean? Like, that’s just the way you gotta think about it. Like, at the end of the day, who do you really care? You know, that that you failed. And if your mom still loves you, what else do you need? Like just go for it. And so that’s my favorite thing, you know, and just, just don’t worry about it. The core people in your life will love you. They’ll still be there for you. They’re not going to like, they’re not going to be upset with you or, or beat you up over it. They, I mean, they may beat you. My mom does make me make fun of me about it, but that’s like tough love, right? But like, um, she still loves me. There’s no change in her love for me as her son and her kid. And she still appreciates me and loves me. She just wants me to be happy and healthy. Like she just doesn’t care about any of that. And so fail as I fail, like who cares? I, I, I can tackle the world again as long as my mom keeps loving me.

Trisha Stetzel: Mhm. I oh my gosh. So, uh, y’all listening that are recovering perfectionists or would like to be. You know what? It’s okay to fail. Especially if your mom still loves you.

Young Han: Exactly. Exactly. Well, it’s also funny that you said perfectionist because if I can add one more note. I mean, part of the operating system is to not be perfect at anything. It’s actually to be mediocre at everything until you get to about 3 to $4 million in annual revenue. You being perfect at anything in your small business pre like 4 million is hugely inefficient. You want to be absolutely the like the most mediocre you can be at everything. Yeah.

Trisha Stetzel: Love that. Okay, my friend, tell the audience where they can find you again and then we’ll wrap up.

Young Han: Okay, so if you want to find me to know everything, like my podcast or all the companies, it’s always on.com. And if you’re a small business owner, that’s like sub 5 million. You go to owners dot club.

Trisha Stetzel: Fantastic. Thank you so much for being with me today. This is so much fun.

Young Han: Oh my gosh, thank you so much for having me. I apologize if I talk too fast, I know.

Trisha Stetzel: No, not at all. We crammed a lot into a short show, which I love and so much value, and I really appreciate your time today.

Young Han: That’s amazing. Thank you so much for having me.

Trisha Stetzel: All right guys, that’s all the time we have for today. If you found value in this conversation that I had with you today, please share it with a fellow entrepreneur, veteran or Houston leader ready to grow. And be sure to follow, rate and review the show. It does help us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

Beyond Transactions: Building Strategic Banking Relationships That Scale Your Business

April 30, 2026 by angishields

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Cherokee Business Radio
Beyond Transactions: Building Strategic Banking Relationships That Scale Your Business
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Joshua Kornitsky sits down with Srdjan Gavrilovic, commercial banker at First Citizens Bank, to unpack what growing businesses really need from their banking relationships. With over 25 years of experience, Srdjan shares practical insights on cash flow management, capital strategy, fraud prevention, and the hidden risks that can derail even successful companies. This conversation highlights how the right financial partner can help business owners move from reactive decision-making to proactive growth.

Brought to you by Diesel David and Main Street Warriors

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Srdjan-GavrilovicSrdjan Gavrilovic, SVP Commercial Banker at First Citizens Bank, earned his Bachelor’s degree from Kennesaw State University with a major in Finance. His career includes over 26 years in banking with most of that time spent in the Commercial Banking space.

Srdjan’s specific focus has been working with clients in the Commercial and Industrial space that are in the growth phase of the business cycle.

Srdjan is passionate about spending his time looking for creative ways to help businesses achieve the next stage. He’s also volunteered at several local non-profits by serving as a Treasurer and Board Chair and teaching financial education classes.

Srdjan and his spouse Ivana have been married for 16 years. They are the proud parents of two children who are 8th and 9th graders at the Westminster School in Atlanta. Srdjan’s family loves to travel both domestically and abroad.

Connect with Srdjan on LinkedIn.

Episode Highlights

  • The role of a commercial banker goes far beyond lending, acting as a strategic partner who coordinates financial resources and helps business owners make smarter decisions.
  • Many mid-sized companies lack true financial leadership, leading to major gaps between perceived performance and actual financial reality.
  • Rapid growth can create serious cash flow challenges if capital structure and working capital aren’t managed properly.
  • Fraud prevention tools like positive pay and ACH controls are widely available but often underutilized until after a loss occurs.
  • Strong accounting practices and accurate financial visibility are essential, since “cash is king and profit is an opinion.”

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Joshua Kornitsky: Welcome back to Cherokee Business Radio. I am Joshua Kornitsky, professional implementer of the entrepreneurial operating system known as iOS. And your host here today. I’ve got a great guest who’s got some real insight to share with us. But before we get started, I want to remind everybody that today’s episode is brought to you in part by the Community Partner Program, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, please go to Main Street warriors.org. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David, Inc.. Please go check them out at diesel, david.com. All right. Thank you again to the Community Partner Program. I’m very excited to introduce the guest that I’ve got here in studio today. He’s, uh, he’s become a good friend. He’s become a great associate and someone who just goes out of his way to try to help. I’d like to introduce my guest today, Srdjan Gavrilovic. Perfect. Gavrilovic. Perfect. Wonderful. So Srdjan is a commercial banker with 25 years of experience in the financial services industry, primarily working with closely held businesses. He’s also a father of two, Sarah and Nikola. 10th and ninth graders at Westminster Schools and is married to Ivana, a business owner with 15 employees. So I imagine working with businesses is something you literally do every day.

Srdjan Gavrilovic: That is 100% true.

Joshua Kornitsky: Well, welcome Srdjan. I’m really happy to have you here today.

Srdjan Gavrilovic: Thanks for having me. It’s a pleasure to be here.

Joshua Kornitsky: So tell us a little bit about your background. How did you end up where you are with and I didn’t do justice. Your commercial bank with First Citizens Bank. I’m sorry I neglected to say that. All right. So how did you get to First Citizens and what brought you into the financial world?

Srdjan Gavrilovic: So, um, I was one of the kids that always knew that the world of banking and finance was what interested me. I kind of chose my career at 14 when really back in what used to be Yugoslavia, uh, offered high schools that allowed kids to specialize and pick their future calling in at 14. And I picked up an economical or high school of economics or business, if you want to call it that. So I had accounting and statistics in high school. That’s not not not very common, but I knew that that was where my interests lied. Even at 14 years of age, a lot of my friends went to a high school that offered general education, and they could be ready for anything later in life. At 14, I let them go into one high school, and I picked the high school where I knew no one. But it gave me set me up for this type of a career. So, um, that was in what used to be Yugoslavia. It’s Serbia now. Um, I moved to Atlanta in 1992 straight out of high school. Um, and I went to Kennesaw State University, well, now University in 1995 when I enrolled, it was still a Kennesaw State College.

Joshua Kornitsky: Right.

Srdjan Gavrilovic: And, um, I declared my major immediately. I made a bet with my best friend at the time that I’m going to graduate in three years. And I could have graduated in two and a half, but I did win the Bet. Graduated in August of 98 with a degree in finance. And, um, one of my college friends, uh, I was waiting tables and interviewing. She walked in with a district manager for what they called an executive lunch. And I ran to the car and grabbed my resume and gave it to him. And I got the job. But what was a division of Wells Fargo 3 or 4 days later. Wow. And their management training program. And that set me on the course in financial services industry. Um, that was a consumer lending world. Um, so I was making loans to consumers only in 1998 2002. One of my coworkers left that world to come to what was then first Union, about to become Wachovia. And a couple of months later, he he pulled me in with him. So I started in Wachovia in 2002, um, and stayed with them through 2011, which at that time it was Wells Fargo. Um, and then I moved to SunTrust banks and I spent six and a half years with them. And every time I’ve gotten a job. So I’ve had four jobs in 28 years, I guess, since I’ve been out of college. Every time it’s been someone that knows me, that recruited me. So the first time it was a college friend in 2002, it was a coworker from Wells Fargo. In 2011, it was a coworker from Wachovia Wells that pulled me into SunTrust. And then in 2017, it was also a former coworker from both Wells and SunTrust that recruited me to First Citizens. So I’ve had four jobs, and every time somebody said, well, I know you like it there, but how about you talk to us and explore this career opportunity? And this has been the best move of my career.

Joshua Kornitsky: Well, I think clearly you’ve got a pretty solid reputation if people keep asking and inviting you along. And that speaks very well of you. So. So let’s start. Now help me understand what does a commercial banker do?

Srdjan Gavrilovic: It’s a very good question. So I coordinate a team of of professionals, cash management and otherwise that um, take care of business owners. So a typical business owner might be a 5 or 10 or $15 million company. And it’s usually owned by a handful of people. Sometimes it’s a single owner, sometimes it’s a family, sometimes there are several unrelated partners. Um, and they need a team that they can call on to take care of everything they need. So my primary role is on the credit side. So I have to know my clients well enough to know what drives the cash flow in their business, and I to recommend the proper credit structure so that they get the credit they need to keep growing their business. And the partners that I bring in are the primary partners are cash management partners. Those are the guys that open accounts, open, set up your online banking and check scanning and ACH and wires and fraud protection, everything that a business needs day to day. Um, and then different partners get involved as needed. Sometimes it’s foreign exchange. So I have some clients that do a lot of international business. They have exposure in foreign currencies and we help them take that risk of foreign currency fluctuations out by hedging their exposure in foreign currency. Sometimes there is a personal planning need, and I bring in a personal planning group that can help create trusts and estates and evaluate existing trusts and estates and different personal planning needs. Um, and sometimes it’s credit card processing and we bring in someone that evaluates credit card processing. Um, and it’s different. Every cash management function has a specialist that that is very good at that. And I need to recognize when do I need to bring in that specialist to help create a better process for this client to make them more efficient?

Joshua Kornitsky: So it sounds like you’re, as you’re explaining it, you’re sort of the lead collaborator, correct? You help understand what the needs are, and then you bring the right folks in to, um, educate and provide the information and or services.

Srdjan Gavrilovic: That’s exactly right. And I’m the officer of record for the client. So that means that anything that happens to that client, I’m ultimately responsible. So I have to coordinate the team and allow the client to not have to know 5 or 55 people. I need to reach inside of the bank.

Joshua Kornitsky: They just know you.

Srdjan Gavrilovic: They want wasn’t me and 1 or 2 other people that are their primary point of contact, but I’m ultimately responsible. So if all else fails, the buck stops here and I have to make it right. And that and that’s kind of the concept that we have a a person that’s in charge of the relationship. And I coordinate whatever resources inside the bank the client needs.

Joshua Kornitsky: You know, in an era where a lot of organizations are trying to, uh, avoid that type of accountability, it’s actually kind of cool to hear that it’s a financial institution that says, no, no, no, we have the, we, the buck stops with this person or this person or this person that that speaks to me very highly of the core values of your organization. That’s, that’s, that’s pretty strong. Um, one of the things that I see with, with the business clients that I work with as an implementer is oftentimes the best way I can sum it up is they kind of don’t know what they don’t know. And I imagine, you know, if a business has grown from, say, 5 million to $11 million over a set period of time, I know from a managing all of the moving parts of the business perspective, those are two vastly different animals as far as just managing the business from a from a cash flow or business banking perspective. Is that something that you’re able to help them navigate? Because I imagine without getting into details, because every case is going to be different, uh, there are pitfalls as, as that revenue number goes up that they need to be aware of, or perhaps tax implications or other things.

Srdjan Gavrilovic: Oh, absolutely. So the, the core principles are what, what matters and, and what changes primarily when you go from 5 to 11 is the team gets bigger in most cases. And with the complexity of team who owns what outcome? And you know, you and I are members of Vistage, and I try to read books that helped me elevate my knowledge. And one of the books that I read many years ago was the Ray Dalio, the process book that talks about understanding who on your team has what strengths and and skill sets and who owns which outcome. And for every outcome, there should only be one person that’s responsible. Couldn’t agree more because there’s there’s no finger pointing. If you are if you’re this, you own that outcome and you need to assemble the right team to get it done. And that’s the biggest difference between 5 and 11 is you’re going to need, you’re going to probably have an extra one, two, three, four key people. And you need to make sure that they have what they need to do their job from a skill set and tools perspective. And then from a banker’s perspective, you need to make sure you have an access to capital so you don’t run out, run out of cash growth if not managed correctly, can cause tremendous financial, um, disturbances and can really create stress that can be dangerous in, if not managed correctly. So my, my job or what I really enjoy about my job is sitting down with my clients every year or multiple times a year if necessary and kind of looking at, okay, so where are you today? How much capital are you using in your, in your business? How is that capital structured? Is it short term capital? Is it long term capital? Is it equity? And is that the right capital structure for your business needs? And then if everything goes well, what is your capital going to look? What are your capital needs going to be over the next 12 months? From a working capital standpoint, from an equipment standpoint, from buildings, from human capital, what does all that need? And once we identify what that is, how are we going to raise that capital? Is it equity? Is it debt? What type of debt is it? And that’s the conversation I want to have with my clients.

Srdjan Gavrilovic: And and then okay, well, that’s, that’s the most likely scenario we have. But what if things go wrong? What is your level of what type of cushion do you have to absorb things not going according to plan. And the bigger the uncertainty around the outcome, the larger the cushion you need to absorb the uncertainty. And that cushion can be anything. It could be personal wealth, it could be lines of credit, it could be a strength of the balance sheet. It could be strength with vendors, but it also can needs to be the nimbleness of the business. If all of a sudden your revenue starts dropping, you need to be able to cut expenses when your revenue starts dropping. And that’s one of the biggest pitfalls I’ve seen with clients that things didn’t go according to plan. Their revenues start dropping, they didn’t react quickly enough, and all of a sudden they’ve dug a hole for themselves that it’s hard to dig out of. And that’s the kind of things you want to prevent.

Joshua Kornitsky: Well, and I think you’ve you have indirectly but directly answered my other question with that, based on my own experience, the biggest difference between a $5 million company and a $12 million company or an $11 million company, is that strategic planning and that vision, that’s where you likely graduate from having something akin to an accountant to having closer to a CFO, somebody who’s going to look at things strategically and work with their banking partner to make sure that they have what they need on the lower end. Again, bank, bank relationships are very transactional. It’s where I keep my money and it’s where I get my money. But as you grow, you have to have that partnership in order to really help your business, not always be under the gun.

Srdjan Gavrilovic: That’s right. And you would be surprised.

Joshua Kornitsky: To me.

Srdjan Gavrilovic: You would be surprised how many 20 and $30 million companies I come across don’t have a proper CFO, and they have an accountant that calls themselves CFO but cannot do any cash flow projections, cannot tell them what are the drivers of cash flow, how to manage their cash flow, what their true margins are. And, and then it creates big headaches. If I have a client that runs a $30 million company and he tells me that he’s operating at 38% gross margins, and then they send me financials and they report 22% gross margins. Wait a minute.

Joshua Kornitsky: Where’s the rest?

Srdjan Gavrilovic: I mean, there’s a lot of things that are outside of our controls. Our gross margins should not be to that extent. I mean, gross margins.

Joshua Kornitsky: There’s going to always be a margin.

Srdjan Gavrilovic: But yeah, they can certainly fluctuate to some level. But 15 points is a lot in a gross margin world and that you should not see that. And that’s just it is surprising how many companies that get into ten, 20, 30, 40, $50 million range do not have proper financial staff and professional advice. And then I have to bring them the bad news that, well, this is what you thought you had, right? This is what your financial statements report. Those are not the same. How do we reconcile this? And that’s that can be a challenge, but it can also be where I bring the most value to the clients. Well, I point something out and they can change their behavior and change the results.

Joshua Kornitsky: Right? It’s it’s about that same level of accountability. It’s about being willing to say, hey, I know you think you’re here, but the numbers are the numbers are the numbers, and they show that you’re here. If this is news to you, that’s an internal problem. If it’s not news to you, then your math is wrong.

Srdjan Gavrilovic: Yeah. Well, it can be an approach to accounting. So.

Joshua Kornitsky: Accounting has variables.

Srdjan Gavrilovic: That’s right. Yeah. So the the one of the famous quotes that I got from a book, um, starts with cash is king. Profit is an opinion and it is a I. That may not be the whole quote. It’s been a minute since I’ve seen it.

Joshua Kornitsky: No, but it gets the point across.

Srdjan Gavrilovic: Those two points are true. Cash is king profits and opinion. And that opinion can change based on how you recognize revenue and how you recognize expenses. And it’s fine that it’s an opinion. You just need to be in the driver’s seat of that. And you need to understand when you’re making these decisions, what is the impact of those decisions? Um, and you know, I still see way too many businesses that are not cash based businesses that are still run their financials on cash basis. And it is very tough to figure out what is the true sustainable profitability of a business that plays games with their, with their cash accounting. Um, so.

Joshua Kornitsky: Well, so, so you bring up a really good point. And I want to ask you, what are some best practices that, um, business owners can use to set themselves up for better success. Uh, again, caveat is that it depends is the default answer. Yes. So speaking in generalities, what are some good best practices that that a business owner listening to this or hearing this should at least keep in mind.

Srdjan Gavrilovic: Of course. So correct. Accounting is very close. If you’re not measuring the right things and you’re not measuring them correctly, you’re going to come out with a with poor outcomes. Um, one of the last vestige or maybe in the last couple of months, we had a guest in our Vistage meeting that talked about the book, the goal that is a manufacturing process book. Um, and one of the first lessons you get out of that book is that they were measuring the wrong things and they, they measured success incorrectly. Well, if you measure the success incorrectly and you create, um, incentives To for bad behavior, you’re going to have really bad outcomes, and you’re thinking that you’re doing great because your metric is performing well, but you actually have the opposite of desired outcomes. So having that understanding that if you want to file your tax returns on a cash basis and the IRS allows you to do so, and it’s and it’s good for you absolutely do so.

Joshua Kornitsky: Right.

Srdjan Gavrilovic: However, if you’re not a restaurant that is truly collecting the money, um, collecting the money at the time of sale and spending the money that really virtually their receivables and payables are close to non-existent.

Joshua Kornitsky: Right?

Srdjan Gavrilovic: You should not be a cash based accounting business. File your tax returns however you want, but you should have true accounting that tells you what your true gross margins are and what your true net margins are, because it’s very hard to manage a business without it. Um, that’s on the accounting side on the, how do you manage your business correctly? Going back to the comment I made earlier around. The larger the variability in your income statement, the larger the stronger your balance sheet needs to be to absorb the variability. Because if you if you are not a utility where you get to send a bill and people have to pay you because you have the monopoly in your, in your market, you’re going to have some variability and you need to be able to absorb those as they happen. Um, the other aspect is understanding what are the true sources and uses of cash in your business. And inventory is a use of cash receivables are a use of cash. And every asset you have in your balance sheet is a use of cash. And if you’re not managing that correctly and you’re just willy nilly and only sending invoices once a month and then waiting for 60 to 90 days to get paid, you can run out of money even though you have intrinsically a successful business, right? So, and just that working capital management billing as fast as you possibly can, allowing your clients to pay you as fast as they can by transmitting that invoice electronically and allowing for electronic payments. Having the correct, uh, fraud protection in place so that you don’t find yourself sending the money to the wrong person.

Joshua Kornitsky: Can we talk about that for a minute? Because I feel like that’s one of those things that somebody listening right now might not understand in regards to banking, what you mean by fraud protection?

Srdjan Gavrilovic: Oh, absolutely. So there’s multiple avenues of fraud protection. One is having the correct cyber security, um, practices in place so that your, your employees are trained not to click on wrong links that can get malware into the system. Um, that’s on the basic side of it, right? Um, the other side is to make sure you have dual controls where the same person is not sending invoices and collecting payments.

Joshua Kornitsky: In the missile silo.

Srdjan Gavrilovic: That’s correct. That’s correct. Yeah. Because I’ve seen a fair amount of internal fraud, and it’s been folks that have access to collect the payments, redirecting them, or creating fake invoices or whatnot. So as a business owner, you need to make sure you have that separated so that, yeah, people cannot just create bogus vendors and start siphoning money out. Um, from the banking solutions banks offer something called positive pay. If you’re a check writer, you should be uploading your checks to the bank so that they know what checks get presented for payment.

Joshua Kornitsky: And there’s something that I had no idea existed.

Srdjan Gavrilovic: Correct. So you upload a file every time. So hopefully you have software that writes checks. You upload the file with with.

Joshua Kornitsky: That image of the check.

Srdjan Gavrilovic: Not necessarily the image. If you’re sending checks, you may not have the image.

Joshua Kornitsky: I see what you.

Srdjan Gavrilovic: Mean, but if the file should contain the check number, who is it payable to and the check amount. And if the bank knows that this check is check number 10,344, payable to Joshua Kornitsky for $589. And all of a sudden the pay gets washed. And we’ve seen large fraud where checks get intercepted. The fraudsters wash out the name and just replace it with the name. So if you’re not looking at that check image, you’re not going to know that you’ve been defrauded. So in some cases.

Joshua Kornitsky: It clears and it.

Srdjan Gavrilovic: Clears. And the check number.

Joshua Kornitsky: Except the guy waiting for the money.

Srdjan Gavrilovic: That’s.

Joshua Kornitsky: Exactly doesn’t get the money.

Srdjan Gavrilovic: That’s exactly right. And the time frames of this can be sometimes short. If you don’t report it correctly, you could end up eating the loss as the business owner. Sure. So and then there’s the ACH version of this as well. Ach being the backbone of electronic transmittals. You create an ACH monitor that says, here are the five people that are allowed to take money from me and these five people here are the limits. So if Georgia Power is taking your power bill every month, you know that they should not take ever more than $2,000.

Joshua Kornitsky: Right?

Srdjan Gavrilovic: And then if a sixth person shows up and tries to debit the account, they get rejected and you get a notice such and such. Just try to debit your account. Did you forget the atom as the authorized person, or was this a fraud attempt? And you know that. And then you get to say, oh, I’m sorry, I forgot to add, this is a new vendor for me. I did get let them do that and you manually override it and you add them. But in the meantime, you’re bulletproof. If you have ACH protection and you have check protection, you’re as bulletproof as you can be. I mean, obviously at the end of the day, there’s still.

Joshua Kornitsky: Fraud is fraud.

Srdjan Gavrilovic: Fraud is fraud. And you know, if they get if the employee goes rogue or somebody hacks into your system, there’s always.

Joshua Kornitsky: There’s always.

Srdjan Gavrilovic: A risk. But this is as close to bulletproof as you can be. So one is creating the right systems in place and the right people so that you have that you don’t, you don’t have a single point of failure from a human perspective and from a systems perspective. The other one is to create the right systems on the treasury side so that you can protect yourself from fraud in that way. And it is amazing. So when your checks clear, the banks are not looking at that image unless you have positive pay, right? If the banks are not looking at that image, the only time the bank looks at an image of the check is if you bring it to a teller, and that teller is going to look to see, does this look right? Does that signature right. But if they deposit through their own checks, scan or somewhere else.

Joshua Kornitsky: Right.

Srdjan Gavrilovic: Nobody’s going to be looking at that check image. So it’s very important that that somebody in your system is either uploading.

Joshua Kornitsky: Something I didn’t even know existed. And it makes perfect sense that it would. And I imagine it happens in this, you know, in the blink of an eye as far as checking to make sure. Correct. But it’s something great for, for a business owner, hearing this to be aware is out there and obviously for citizens must provide that as an available service. Of course. I mean.

Srdjan Gavrilovic: And I mean, it’s a standard banking practice. Most, most, if not all banks provide it. It’s just a matter of does the banker that’s talking to the business owner know how it works and when is it the right solution and what are the alternatives? Because there are sometimes it makes sense and sometimes it doesn’t. And you just need to have the right person in front of you to, to have the alternatives conversation.

Joshua Kornitsky: In a different lifetime. I spent a lot of time deep in the cybersecurity world, and I can tell you that typically they are the victim of that type of fraud, comes to their bank looking for a solution after, not not before. Very few people think of it proactively. So knowing that it’s out there and knowing that, as you said, it’s fairly commonplace. It’s something that if you’re not doing, I think it’s a good idea that you talk to your bank about that.

Srdjan Gavrilovic: Absolutely.

Joshua Kornitsky: Um, so just a couple other questions. If, if you look at the landscape as it is today, and I don’t want to talk about interest rates or things like that, because that’s, Mhm. That’s a roll of the dice, metaphorically, as to where we are at any given moment. What are what are you seeing as some of the top challenges that that your business customers are facing right now?

Srdjan Gavrilovic: So unpredictable unpredictability is one of them. Um, the, um, people are probably one thing that’s always true. Um.

Joshua Kornitsky: You percent of the problems come back to people.

Srdjan Gavrilovic: Year after year after year. When I talk to my business owners, they, they tell me, well, I could do this if I just could hire the right person to help me. Um, and hiring the right talent, whether you are in a blue collar service world and you just need a lot of them that just need to show up every day, they don’t need to have PhDs or anything. They just need to show up every day and have some work ethic to someone that needs a specific skill set. So sure. Um, sales has been a challenging hire for, for my wife, inclusive of, of other business owners by finding the right salesperson that it really knows how to sell and that will produce results. So people have hired folks with resumes that they pay a couple hundred thousand dollars a year for, and two years later, they have nothing to show for or virtually nothing to show for from that large investment. So, um, those are probably the largest. So, uh, obviously we live in some interesting times from a geopolitical perspective correctly. And, and then you have oil spiking and that’s gonna have.

Joshua Kornitsky: A long term impact on a lot of things.

Srdjan Gavrilovic: That’s correct. Yeah. And it bleeds into cost of goods in many different things. And the interest rates have been somewhat unpredictable. Um, and, uh, taxes have been somewhat unpredictable or tariffs for some folks, um, that, that impact of tariffs when, when you kind of all of a sudden overnight, you have a 20 or 30% cost increase that you have to pass on to your consumer that that’s tough. Um, and, you know, so the job market is a little softer now than, than it was. And ultimately we’re a consumer driven economy. So a softer job market is going to probably translate into softer numbers, although we have also held up better than most would have expected. If you look at where our numbers have been over the last 12 to 15 months, um, there were a lot of pundits that would have expected much worse results than what we’ve ended up showing. So there’s both good and, and things to worry about in the economy and the business world.

Joshua Kornitsky: Well, and if I can ask just your opinion, looking at it through the through the lens of your 20 years in banking. Mhm. Um, isn’t there always some form of instability, some form of chaos? I mean, so while it’s very tempting to say it’s the worst it’s ever been, I’m old enough to remember gas lines. I’m old enough to remember a whole lot of other things, right? There’s always something going on. Correct. You know, there’s very few quiet days.

Srdjan Gavrilovic: Absolutely. No, absolutely. I would not say by any means. We’re in the worst that I’ve seen in my however many years, 20, 30, whatever the case may be in this industry. Um, we’re, but we also have these things that could become large disruptors. So we’re, we’re certainly not there today. Are there things out there happening that if go, they go the wrong way instead of the right way could create problems that are much larger than what we’re seeing today? Absolutely. But I mean, but you’re right. You could say that at any point in time, there’s always some big boogeyman that, that, that if that things go wrong could turn into be a major, major impact to the US economy and to a lot of business owners that I serve.

Joshua Kornitsky: I tell my daughters that at some point in the distant future, billions of years from now, our sun will go out. It’s a scientific fact. That’s right. You can spend the rest of your life worrying about it, but it’s not going to change that fact. And it’s also not going to likely arrive in that time frame. So if you want to spend all your time worrying, you will end up exactly where you start. So last question. Let’s end on a happy place. Tell us, um, broadly speaking, 1 or 2 instances where you were able to really help a client where working together, you were able to get them to a good place or a good solution so that we end in a happy place.

Srdjan Gavrilovic: Well, I mean, it’s, it comes down to, um, just really understanding the client’s business and the client’s cash flow drivers and being able to present that to my, my team so that we can provide more capital to allow for further growth. Um, I’ve run into situations where the clients would present financial statements to look in a certain way. And I would go back and tell, well, that’s not what I understood from our conversation. And I go back to their accounting team and the accounting team says, well, you’re right, we didn’t think about that because from our point, what you’re talking about doesn’t make doesn’t is not important to us. And they don’t understand that what you do in accounting will, will have an impact on how the bank views a company. So then we have to go back and get them to, uh, fix things that they did incorrectly or to give us more details so that we understand what’s the true sustainable cash flow that the business provides. So I’ve been fortunate enough that I’ve been able to dig deeper and get things approved. That would have been declined had they come in.

Joshua Kornitsky: Just the surface.

Srdjan Gavrilovic: Level. Correct. If I didn’t go, go back and dig and ask for changes and fixes that, things would not have happened because on face value, the the the loan application would have been declined, the cash flow wouldn’t have been there. Um, and that’s something that I’m proud of, and I get a lot of satisfaction from is, is, is getting some things done that, you know, are not necessarily doable by everybody in every situation. So.

Joshua Kornitsky: Well, and I think you’ve clearly demonstrated just with the tone of this discussion, that you care about the folks that you work with, you care about the, the clients you work for. And it seems pretty straightforward that that it’s all about the relationship.

Srdjan Gavrilovic: No, absolutely. So I am fortunate enough, my goal is to work with people where I can truly help them. I’m, I’m, I’m not a commissioned salesperson, so I’m not looking to make a transaction for transaction sake.

Joshua Kornitsky: Right.

Srdjan Gavrilovic: But every client that I do something for becomes a client that’s in my portfolio that I manage for as long as they are with the bank. So I want to work with people that I can truly help, that I enjoy working with, and that they see value in what I bring to them. I’m not interested in a transaction that’s a one off and, you know, never talk to me again type of a situation. And that’s I’ve been very fortunate to have a number of clients that I consider personal friends now because they’ve been with me in some cases, 20, 20 plus years. I have one, one of my clients has been with me literally my whole career and a bunch of others.

Joshua Kornitsky: A great deal about both of you, really. It does.

Srdjan Gavrilovic: It does. Yeah. And, you know, a bunch of others have been with me for over ten years or 15 years. And that that’s just and it’s really what gives me pleasure. But I wanted to ask, um, to understand a little more about iOS and if you can give me an understanding, since a lot of my clients probably should be on iOS and they’re not, if I can understand the same thing from you, kind of what, what does a client look like before you come into the picture? And you know, what do they look like a year later? And, um, what, what’s one good success story that I can help? Um.

Joshua Kornitsky: So respecting the privacy as, as we have to. Yeah. Um, typically what a, what an iOS customer or an iOS, uh, organization that before I get to work with them, they are usually frustrated in one of a couple of ways. It’s important to note that iOS is designed for healthy business. It’s not intended for turnaround, and it’s not intended really for a startup. We we can do some work with startups to help them get foundationally set. But at the end of the day, having been part of two startups myself, um, everyone’s wearing so many hats in a startup that you sort of need to get the major things settled down. But that having been said, if you’re an organization that’s already got a leadership team in place, that’s usually the, the easiest litmus test for me to know that they’ve gotten to the point where portions of leadership are working on the business rather than just in the business. Now, sometimes they do both, but ultimately, the value of iOS is just a simple set of tools and resources that start with the leadership team getting aligned, getting everybody on the same page, understanding where we’re going to go, how we’re going to get there. Then we work with them on traction, on having the discipline and accountability to be able to execute on that vision. And ultimately, we get to a place where that leadership team becomes healthier. They are working together better, they’re having more fun.

Joshua Kornitsky: Ideally, they’re making more money. And then as goes the leadership team, so goes the rest of the organization. So if an organization’s kind of tried everything and it’s not moving the needle, if they are chasing the bus down the highway where the business owners, uh, find that the business runs them, not the other way around, uh, if they’re putting in all of those hours and not getting the return that they believe they should be getting, those are the types of businesses that I typically can work with and help them make the biggest difference by just introducing some very, uh, widely understood and accepted tools and resources and and approaches to making the business deliver what it is they want from it. The reality is, is, is like yourself, I am not a consultant, you know, I’m not there to tell someone what to do. I magnify the knowledge that’s in the room by asking the questions that are, that are important, that no one in the room has thought to ask. Because often we have to shake up the structure of the organization in order to get a different result than what we’ve been getting all along. Um, the, the most rewarding experiences that I’ve had are when that light goes on for my clients, because for, for the beginning of the process, we start, uh, after an initial overview meeting that takes about 90 minutes.

Joshua Kornitsky: We start by going in and having three different foundational days where we work to, to really build out the knowledge for the leadership team before they try to take it forward into the organization. And that gives them breathing room to learn and to stumble and to make mistakes and and to continue to refine their skills and abilities. Once we’ve got them working in a rhythm, that’s when we work with them to roll it out throughout their organization. It I always tell my clients, it’s, it’s easy. It’s simple. It’s just not easy. Um, it there’s nothing we make no promises of magic pills or silver bullets. Anybody that tells you that about any business methodology or banking system or stock or investment, it’s there is there is no such thing as a free lunch. There is no way to, to, to shortcut the success that the hard work is necessary. Uh, one of my friends and mentors, uh, has shared with me that he’s just a 20 year overnight success. You know, you got to put the time in, and I don’t make any promises about getting you there quickly, but I. Gino Wickman wrote a book called traction that iOS is based on. I always tell my clients that traction is a recipe, and if you want the delicious cake, you have to follow the recipe. If you want to tweak the recipe, you’re not going to get Gino’s cake.

Srdjan Gavrilovic: I’d be a great cake, but it’s going to be a different cake.

Joshua Kornitsky: Well, I’m, I’m living proof. I, I was, I was part of a leadership team that grew by our company by 20% running on iOS. That’s how I first met it in 2015. And then in 2018, I co-founded a simulation training company and built software. And we ran our company on iOS in 2022. I separated from that organization and became an implementer full time. And before I found Business RadioX, that was all I was doing. Now I get to meet wonderful folks like you.

Srdjan Gavrilovic: Thank you. That’s been a pleasure.

Joshua Kornitsky: So I have one one more question for you, and it’s for clarity for anybody listening. And thank you for asking me a bit about what I do, because I don’t truly understand how you engage directly. Are you yourself looking for new commercial clients or do those come to you through the through the relationship with the bank? In other words, should people reach out to you if they are interested in working with you? Or should they just reach out to for citizens and, and first citizens will help them find the right individual in your role or others to work with.

Srdjan Gavrilovic: Now, I mean, I’m always looking for new clients that need a, that are interested in a productive relationship with a banker that really knows them and is responsive to their needs. Um, and sometimes I’m the right answer and sometimes someone else on the team is the right answer. And, and I can make the introductions as necessary, but reaching out directly to first citizens, I’m sure the bank would love it regardless. Sure. Um, selfishly, for me, I’m always looking for folks that that I get to work with personally. But, you know, it’s really what’s the right thing for the client. And in my role, I only work with clients in metro Atlanta. So my, my, the bank expects me to know my clients personally and to sit across the table from them. And so I, every once in a while, I’ll get a referral and it’s in Florida or in California or it’s in some other part of the country. And I’ll look at my directory and see who is my counterpart in that market. And I make an introduction and then they take it from there. Um, so I appreciate you asking.

Joshua Kornitsky: And if it’s not inappropriate, is there a minimum size that you typically work with? I don’t I don’t want to have someone rule themselves out because they’re below X threshold. But I also want to make sure that, that if someone’s hearing this and you say from this point up is usually best, I’d rather that that get clean on the front end.

Srdjan Gavrilovic: Yeah. So it’s not necessarily a dollar amount necessarily that that drives it. It’s do they need me or can my branch partners handle it? Okay. So if my if their capital needs is a couple hundred thousand dollars, then the branch managers that can, can handle that. And you have a one stop shop where the branch manager that does both your checking account and those types of needs, as well as as the lending needs. And then they can bring us, if the, the position gets to be more complex. So I don’t mind being the first person that takes the call, and then we’ll figure out what their needs are. And is it something that I should be handling, or is it one of my my friends that that may be the better fit based on what the client’s needs are? But it’s not it’s not a hard dollar number per se. It’s really more and it’s not it’s not necessarily even where they are today. It might be where they’re going. So even if they are small but by some by some standards where it may not be me, but they really need someone with a little bit of gray hair and a little bit of experience to.

Srdjan Gavrilovic: Because they’re, they’re going to be, you know, a $20 million company at some point. So my ideal clients are, you know, 10 to 20 plus million dollar revenue companies. But I have some clients that are smaller than that, that I really enjoy working with that I think that I can really help. So it’s not really about dollar numbers per se. It is. Am I the right fit from what their needs are? And I don’t mind. I mean, I, I volunteer at a nonprofit that, um, that asked me to evaluate business plans for clients and they sent me their business plans. And like, if I hit it off the out of the park, I’m going to do $150,000 in revenue in the first year. Great. That is a great for you to be, to be a startup and to be a solopreneur and to do $150,000 in revenue. And, but, and I don’t mind donating my time and saying, well, here’s what you should be thinking about. I think you’re thinking too small. And this is a conversation I had three days ago. Three days ago.

Joshua Kornitsky: Right?

Srdjan Gavrilovic: Yes. This one thing can be 150,000, but you could have a thousand of these things and you could be publicly traded in a few years. If you can really execute everything you’re telling me, you can execute. And we’ve had that conversation and it opened the eyes of this business owner who was really creating a hobby, not a business. Because if you’re doing 150,000, you’re basically paying yourself maybe one other person’s salary, right? It’s not it’s a job, not a business. That’s right. But they had an idea that if executed flawlessly, could be very scalable. And I was able to point out some things that they didn’t think about and give them ideas that, hey, maybe this could really be up. Um.

Joshua Kornitsky: Well, it sounds like you’re a great sounding board. What’s the best way for folks to get Ahold of you?

Srdjan Gavrilovic: Um, so my first dot last name at first citizens.com and.

Joshua Kornitsky: We’ll publish that just so that it’s easier. You’re certainly welcome to spell it, but it’ll, it’ll make it easier for everybody. We’ll have that when we publish the interview.

Srdjan Gavrilovic: Yes, it is kind of hard to spell if you’re if you’re not from my neck of the woods. Fair enough. Serbian language is phonetic. If once you hear my name, you know how to spell it. There’s no questions about it. But if you’re not from there, it would be challenging. And my cell phone is (770) 686-6534. My business cell phone, people can always call me and I don’t pick up, just means I’m in a meeting. Leave me a message. I’ll call you as fast as I can. I live by a rule to return all calls by the same business day. 99.99% of the time. I’d be calling you back at 7 p.m., but I’m going to call you the same day you call me and I’ll tell you, yes, I can help, no I can’t. Have you thought about this? Maybe this is a resource, and I’m very happy to look into my Rolodex when I’m not the right solution and tell them, well, my bank doesn’t do that specific thing because we don’t have any experience in it. But let me see if one of my coworkers that I’ve known for 20 plus years. May may be able to help you and point him in the direction of someone that can help. So.

Joshua Kornitsky: I love your perspective. I think it’s that it’s that help first attitude and do what you can to help others advance. And I salute you for it. I can’t thank you enough.

Srdjan Gavrilovic: Thank you for having me. This was this was a lot of fun.

Joshua Kornitsky: My pleasure. Um, my guest today has been Srdjan Gavrilovic. Did I get it right? Gavrilovic. Uh, he is a commercial banker with First Citizens Bank with over 25 years of experience in the financial services industry, primarily working with closely held businesses. He is the father of two, Sarah and Nicola, 10th and ninth graders at Westminster Schools. He’s married to Ivanka. Ivana. Pardon me. Got it wrong. He is married to Ivana, a business owner with 15 employees. Um, thank you for giving your your knowledge and your wisdom and sharing it with everybody.

Srdjan Gavrilovic: Of course. Thank you for having me.

Joshua Kornitsky: And I want to thank also that the community partner program, that today’s episode was brought to you in part by our community partner program, the Business RadioX Main Street Warriors, defending capitalism, promoting small business, and supporting our local community. For more information, please go to Mainstreet warriors.org. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David, Inc.. Please go check them out at diesel david.com. Again, my name is Joshua Kornitsky. I am a professional EOS implementer. If you’d like to learn more, please reach out to me. And this has been another exciting episode of Cherokee Business Radio. I’m thrilled to be your host. Thanks so much. We’ll see you next time.

Investing with Impact: How Greenleaf Balances Profit and Community in Real Estate Development

April 28, 2026 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Investing with Impact: How Greenleaf Balances Profit and Community in Real Estate Development
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In this episode of Atlanta Business Radio, host Lee Kantor interviews Josh Friedensohn, co-owner of Greenleaf Management. Josh shares how he and partner Dave Codrea built a real estate investment company focused on acquiring and revitalizing distressed properties across Atlanta and the Southeast. Starting during the Great Recession, they capitalized on undervalued properties, renovating them to benefit tenants and communities. Their portfolio has evolved from multifamily housing to office, industrial, and retail spaces. Josh also discusses their investor-focused model, naturally occurring affordable housing, and their long-term stewardship philosophy of creating community value rather than maximizing short-term profits.

Josh Friedensohn is co-founder of Greenleaf Management and directs acquisitions, fundraising, and lending relationships throughout each asset’s life cycle. An adaptive and strategic leader, he has guided Greenleaf through multiple shifts in the real estate market and into new asset classes.

Greenleaf began with single-family and student housing investments before expanding into low-income multifamily housing. After eight years, the company grew its multifamily portfolio to 4,000 units and expanded into mobile home communities, NNN leased properties, and commercial office investments. Over the past 18 years, he has helped lead more than 150 acquisitions.

The relationships Josh has built with brokers, bankers, and investors continue to serve as catalysts for Greenleaf’s growth. He leads the company’s Capital team, which he has expanded to support new partnerships and investment opportunities.

He is also passionate about community impact. He supports nonprofit initiatives that create opportunities for underprivileged youth, including Camp Impact (20 years) and the Crazy Science Extravaganza (13 years). Greenleaf has also launched its own nonprofit focused on reducing everyday costs such as food, utilities, transportation, and education in the communities where it operates.

He graduated from the University of Texas with a degree in Chemical Engineering and lives in Peachtree Corners, Georgia with his wife and four boys.

Connect with Josh on LinkedIn.

What You’ll Learn In This Episode

  • Origins and founding of Greenleaf Management
  • Focus on buying and renovating distressed properties
  • Impact of the Great Recession on real estate opportunities
  • Challenges faced by undercapitalized property owners
  • Evolution of the company’s portfolio and investment strategy
  • Definition and distinction between affordable housing and naturally occurring affordable housing
  • Community benefits of revitalizing distressed properties
  • Investment approach and engagement with investors
  • Current market opportunities and property types of interest
  • Philosophy of long-term stewardship and community impact in real estate investment

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studio in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by Kennesaw State University’s Executive MBA program, the Accelerated Degree program for working professionals looking to advance their career and enhance their leadership skills. And now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor CSU’s executive MBA program. Without them, we couldn’t be sharing these important stories. Today on the show, we have the co-owner with Greenleaf Management, Josh Friedensohn. Welcome.

Josh Friedensohn: Thank you. Thanks for having me.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us about Greenleaf. How are you serving folks?

Josh Friedensohn: So my business partner, my business partner is Dave Coudray. Him and I started the business, uh, really right out of college. But while we were still working our day jobs. But we’ve, we’ve built a business of community and service. So we buy buildings that are distressed using investor money. So we pull together investors, buy distressed properties, and then make them better for the community and the people around us. And that also brings tenants into them. We’ve done that with everything from single family housing to multifamily housing to office buildings to industrial properties. And all the while, as we do this, it really brings up and lifts the area around us because typically a vacant building is a blight on the area and we’re looking to make it better.

Lee Kantor: So what was the genesis of that idea? Where did you see the opportunity?

Josh Friedensohn: Dave and I met through my college roommate and we were working at our day job. So my day job, I studied chemical engineering and I was I was a chemical engineer for Kimberly-Clark for seven years. Dave was a real estate finance guy, a consultant at Deloitte in D.C. and we were I was down here in Atlanta, and we were were looking for investment opportunities in a way to start a business. And Dave had a really strong background in real estate. And at the time, the great financial crisis was really, uh, was really under underway. So this is call it 2007, 2008, 2009. And Atlanta became one of the best buying opportunities for single family homes in the country. And so homes that were selling for 4 or $500,000 in 2006 were now selling for 80 to $120,000 throughout metro Atlanta and some even less. And so we saw an opportunity to buy a couple of these homes and renovate them and get and lease them. But also what we did was we saw that people were stuck in their houses and they couldn’t sell them, and they were greatly upside down. And so we started knocking on doors and saying, hey, we can help you solve this problem. We know you want to move. We know you want to sell your house, but you can’t right now. How about this? We’ll take over property management of your house. We’ll renovate, we’ll do the minimum renovation because we know you don’t have excess cash, get a tenant to move in, and that revenue for the rental revenue will help fix your debt to coverage ratio when you go buy your next house.

Josh Friedensohn: And so we went knocking on real estate offices, doors, and we started incentivizing real estate brokers to refer their clients that couldn’t move to us and enable them to move. And then the real estate broker got a commission for helping them by their next house. So we really started there. And that kind of led us into this, this thesis of how do we help solve problems? How do we fix, how do we fix issues? Led us into a low income apartments predominantly along in Atlanta, along Buford Highway is where we probably bought our first 20 properties and they were boarded up. Uh, the the water wasn’t running to them because the, the previous owner didn’t pay the water bill. Uh, gas lines were broken. People didn’t have heat. And we were able to buy these directly from the lender, renovate them, and make a better community for the people that live there. They fell in love with our commitment to them and the property, our management style, and they would bring their friends and family, and the whole place would lease up in a matter of weeks. So we really have just copied that model over the years and kind of led into other different building types.

Lee Kantor: So before you or when you’re not around the typical, like, why do those, um, areas get kind of distressed?

Josh Friedensohn: Yeah. So it’s a great question. Um, you know, the great financial, you know, the, the great Recession, you know, that that hit and give or take 2008 really just wiped out a lot of people’s pocketbooks. So real estate requires constant capital investment. And over, you know, if you’re let’s talk about a multifamily property, it doesn’t have to be big. You can talk about a ten unit property. When the Hvac goes out, you don’t really have the option to keep kicking it down the road. It’s gone. Especially on a 1960s, 1970s property. It’s probably on its fourth one, and you need to put the fifth one in. Well, if you don’t have three, four, or $5,000 sitting around to make that investment. Because of what? Because of your your the recession that’s happening, you couldn’t keep investing in those properties. And that led to a faces are out. Well, if a tenant’s Hvac is out, the landlord is now in violation of the lease and the tenant moves out to another property that has Hvac. So properties went vacant and things just got worse and worse and worse and really compounded in that direction.

Lee Kantor: So that, um, is it so it’s an undercapitalized kind of management company that is at the heart of the problem.

Josh Friedensohn: I would say undercapitalized owner is probably the is probably the answer. Um, and lack of liquidity in the market that, you know, if, if you, if you don’t have the liquidity, a lot of times if the property is performing well, you can go to a bank and get a renovation loan or get an improvement loan. Well, banks were totally wiped out during the recession. So there was not a lending option. People didn’t have the liquidity. So taking care of these properties, honestly, it just required a fresh set of capital to come in and recapitalize the deal. So a lot of the properties we were buying, the former owner had had bought them for, say, $50,000 a unit and they had $30,000 a unit of debt on them. Well, we were buying them for 25 to right below the debt amount, and we were only putting 10,000 a unit of debt on it. And the rest we were raising money for. And so we were, it was just a different capital stack that was able to improve the properties and fix the problem.

Lee Kantor: Now, um, we’re not in that financial situation right now. Are there still opportunities?

Josh Friedensohn: Correct. We’re not in a financial situation right now. Um, opportunities are fewer and further between. We’re in a very challenging market to find buying opportunities, distressed buying opportunities because the market has been so liquid, meaning that owners have free cash flow that they’re putting in their pocket and investing in their properties. Banks are lending decently healthy. Um, so you can get improvement loans. You can get new loans to buy properties and properties are selling at a really high value. So most owners of commercial properties or apartment buildings, they own more than one. And at times if they own five properties, they’ll sell one of them. And that will and that knew that all that new money that comes in will help improve the other ones. So it’s a, it’s a, it’s a much better, healthier market than it is now, so it’s harder to find deals. Um, we are still finding opportunities where like where we’re buying heavily right now is in industrial space. And industrial space has moved very quickly. So we can find opportunities that tenants are paying half of the market rent, and we can go in and renovate the place and get them to all the way to market rent. Or we can find properties that tenants leases are coming up and they’re not renewing. And it really just requires a fresh set of capital to renovate the place and bring a new tenant in. So yes, there’s still are opportunities, but they’re fewer and further between.

Lee Kantor: And your portfolio has evolved based on these kind of new market demands.

Josh Friedensohn: Absolutely. Yeah. So we, um, at our peak, we had about 4000 something apartment units and about 1500 mobile homes. So all residential. Now we’re down to about 20% of that. And we redeploy that capital into office buildings, retail properties and industrial buildings.

Lee Kantor: So that’s where you see the greatest opportunity in this market climate.

Josh Friedensohn: Exactly. That’s where we’re really finding that we can still buy, uh, really in any market. We can still buy in distressed pricing and bring improvement dollars. Because if a tenant’s been in a building for 20 years and they leave and the owner is, is basically stuck with a vacant building needing millions of dollars, and a lot of times they’re better, they feel that they’re better off selling that property so we can buy it as basically distressed, meaning that it’s vacant and put a bunch of money into it. Uh, one of one of those recent, I would say value add purchases was last fall we bought a vacant film studio. So as most people know, Atlanta was a hotbed for filming, uh, movies and, and TV shows, etc., etc. and still is, but a lot of that industry has moved overseas because of the complexity of using us domestic, uh, film crews here. There’s strikes. They cost a lot of money. Um, there’s a lot of red tape. So a lot of the film industry has moved abroad. And Atlanta built out all this infrastructure for the film industry. And it’s not being used as much anymore. And they’re perfectly built industrial buildings that the film industry doesn’t have use for. So we’re buying them vacant and repurposing the buildings.

Lee Kantor: Right. So that sounds like that’s kind of the model, right? Is look for distressed opportunities where you can come in and infuse it with new capital and maybe repurpose it. And then.

Josh Friedensohn: Exactly.

Lee Kantor: Do what you do in terms of providing that high quality management and that really caring for the end user.

Josh Friedensohn: Exactly. Yes.

Lee Kantor: Now, you mentioned starting in this kind of multifamily environment, is that do you call that affordable housing? Is that what when people refer to affordable housing, is that affordable housing?

Josh Friedensohn: So there’s two kind of definitions of affordable housing. One is, kind of the industry term, affordable housing, which would be a restricted rent based unit. So, um, the government will incentivize owners to limit the amount of rent that they’ll charge to potential tenants to make housing more affordable. That’s the technical term. The, the less technical term is what we do, which is, um, what we call it, uh, naturally occurring affordable housing, which means we have older buildings that are in good condition, but they’re still older buildings and they naturally attract a lower income tenant to live there versus a brand new building with elevators and pools and all that. We don’t have any of that in our buildings. Um, and so in a, it’s, it’s, it’s more, it’s a more natural way that we’re not restricted by the government on what we can charge. We can charge whatever we want, but our, but the market dynamics is we’re generally in the lower end of the, of the rental spectrum because of the age and condition of our properties. Does that make sense?

Lee Kantor: Yeah. I mean, I was always confused with the term affordable housing because if if there’s a subsidized housing for an individual, are they just getting lower rent to afford to live in a desirable area without any opportunity to build wealth for themselves? Are they just basically renting a nice place, a nice area at a lower price? I never understood kind of the logic there because any even an area that’s distressed, if it becomes more desirable, then the value will go higher. And if the person who’s paying the rent isn’t getting any upside, then, you know, it just didn’t make any sense. I didn’t understand conceptually the logic behind it.

Josh Friedensohn: So and then the other component that I didn’t really mention was on the kind of government side of things is, is the subsidy, the true subsidy, meaning that the tenant is getting a monthly check from the government and the government is and then they’re using that to pay their rent to us. So that’s the, I would say the additional layer, um, that that comes into play. We have a little, we have maybe 10% of that in our portfolio. Not much. Um, but we’re very familiar with and we’re familiar with the way it works. But to your point, um, these are in the most part, these, these tenants in these conditions are, are they don’t really have the luxury of looking ahead and saying, how do I build myself out of this situation? They’re more looking from a day to day survival mode on how do they pay their daily bills and how do they get their hourly paycheck? And, um, we, our, our goal is to provide them housing that a comfortable place for their family to raise a family with enough space in a, in a safe environment that they can afford to do that.

Lee Kantor: Right. Well, that makes sense to me. Like that the, that logic makes sense. I didn’t understand when the government’s involved in subsidizing people in an area that is appreciating in value and then somebody is getting the upside, but it’s not them.

Josh Friedensohn: Right, right. Well, there, there, I, I would, I would somewhat disagree with that because I do believe that that so we have a, we have an affordable, it’s actually expiring affordable housing. So affordable housing has a time limit when you have these restrictions. Um, going back to the government restrictions on the property, they’re usually a 30 year contract with the government. And then after 30 years that goes away. So we have a property like this in Alpharetta. Um, and it’s the only one in North Fulton. It’s the only one in Alpharetta. And the benefit is, is that the tenants that are paying the subsidized rent get to use these top tier schools and get to use the top tier amenities that an Alpharetta provides, versus if they have to live in a low income area in a low income property, the schools are usually catered to more low income, meaning that they’re a little bit rougher and the community around them is usually a little bit rougher as well and not really taking care of as much. So I, you know, I do think there are some, I would say, less tangible benefits of being in a, a nicer community to raise your family that you can’t necessarily afford on your own, that the government is helping you be in that community.

Lee Kantor: But I mean, in that case of Alpharetta, I mean, that happened probably towards the tail end of the 30 years rather than the first part of the 30 years.

Josh Friedensohn: In terms of being kind of.

Lee Kantor: The the quality of schools.

Josh Friedensohn: Right? I’ve been in Atlanta for 20 years. Alpharetta has always been a pretty, pretty gem to be in. Um, we’ve had this property for about ten years and Alpharetta has been top tier schools for a long time. So yes, yes, but I mean, Alpharetta has always been a.

Lee Kantor: And there’s one affordable housing place in Alpharetta, like compared to other parts of the city of Atlanta.

Josh Friedensohn: Correct. Yeah. Other parts of the city of Atlanta.

Lee Kantor: Do you want to compare the school systems and all the affordable housing? How do you think they’d fare?

Josh Friedensohn: Exactly. No, I agree with you on that front.

Lee Kantor: So, um, now has your companies evolved? Is it now a place where people can make investments into these properties? And, and this is now an investment vehicle? Like what, how would talk about the evolution of, you know, at one point you were doing this for yourself, or was this always a place for people to invest in, in your kind of vision?

Josh Friedensohn: Yeah. I didn’t really have any, uh, any money to invest, uh, for a long time. Um, so we’ve always raised money and pulled together investors. So, and the way we do it is we find the property, we evaluate the property for give or take about 30 days is our evaluation process. Once we determine that we want to go proceed and buy this property is when we offer it out to our investor community and show them, hey, this is the opportunity that we see. Here’s the physical nuts and bolts. Here’s how we plan to improve the property management of it. And here’s the dollars and cents of what an investment looks like and what we plan to turn it into. And a potential, you know, call it a five year hold horizon, what that means for your money. Um, we kind of look at investors two ways. One is the primary way is we want you to be part of our community. We want you to, to be involved with our company. Uh, we offer a lot of investor engagement into our, our operations, our property management tours. And also we do speaker series. We have a, we have a, every quarter, we do a growth day where we invite all our investors. We actually invite the whole community. You’re welcome to come to our growth day. It’s next Thursday. Um, and we have speakers come in and we talk about big goals that we have set and how we accomplish those goals. We have speakers from all different walks of life that will tell their story. Um, and so that’s, that’s the, uh, I would say nontraditional investor involvement. The traditional investor involvement is you write a check, you’re involved with one of our properties. We report to you every quarter. We pay distributions as they’re available by the property performance, and eventually we sell it. And we show you more and more opportunities to invest in now.

Lee Kantor: So the investors are buying one property at a time. There’s no way to buy kind of the portfolio.

Josh Friedensohn: No, we’ve always been, I would say a little bit grittier than the portfolio. What we found is like doing the fund or the portfolio approach. It’s, it’s less tangible. So like I’m like, hey, Lee, I have this great fund that has 50 properties in all over the country. You want to make an investment, you’ll make 10% a year. You’re like, well, where are the properties? What are they? Oh, they’re in the fund. I’ll send you, I’ll send you paperwork versus Haley. We just bought a film studio in Hiram, Georgia. Do you want to go on a drive with me? We can go look at it together. We can tour it together. We can touch it together. In three months from now, we can go look at it again and show you all the improvements. It’s just a lot more. It’s a lot grittier and more tangible. And that’s kind of our approach to business.

Lee Kantor: And then so you’re doing this in markets outside of Georgia as well.

Josh Friedensohn: So we’re probably pretty close to 70% North Atlanta. Um, we are in Chattanooga and Nashville, Raleigh, Durham, Columbia and Greenville and Charlotte as well. Uh, we kind of called the 85 and 75 corridors north of Atlanta. And, um, we’re looking at some, you know, we’re looking at some, some industrial development in, uh, north of Austin, Texas as well. Uh, so we, we generally like to operate everything we own and kind of be and have hands on people where we go. So that’s, that’s the only way the markets we’re looking at.

Lee Kantor: So you have partners in all those communities outside of Atlanta?

Josh Friedensohn: Yeah. I mean, outside of Atlanta, it’s my staff that operates them. Um, and in Austin, we have, we have an operating partner that we be working with.

Lee Kantor: And then, so what do you need more of? How can we help you?

Josh Friedensohn: Yeah. So we’re always looking for.

Josh Friedensohn: I would say, an opportunistic real estate deal. So, um, you know, if you drive a property, it looks boarded up, it looks vacant. It looks like it could use some love. We’re always looking at that, whether it’s retail, whether it’s industrial, whether office building. I mean, we haven’t bought multifamily in 7 or 8 years because there’s just so much competition in that space. Um, so yeah, my, my weekend when I’m driving my, I have four kids when I’m driving them between soccer practice and gymnastics and all that other crap. I’m looking at buildings everywhere I go. So, uh, if anyone, you know, I would say for the general audience, we’re always looking, we’re always looking for a buying opportunity and to make improvements. And, but we like the value add story. Like I’m not the group that’s we’re not the group that’s going to buy a Starbucks and just lease it to Starbucks and just kind of go to sleep at the wheel. We’re, we’re always looking to how do we make an improvement at this place.

Lee Kantor: So just for people, if they’re driving around, what are signals that maybe there’s a distressed property? Is it like when there’s a a fast food restaurant that’s closed and it’s empty? Like, is that a signal for you?

Josh Friedensohn: Yeah, that’s absolutely a signal. Um, I would say the obvious, which would be there’s a for sale for lease sign in the yard. Uh, the grass is overgrown. The windows are boarded up. Any one of these are signals that there’s something going on here that the person that the owner needs to get out, the owner might be a bank. They don’t want to own the property anymore. They want to get out. Um, also, you know, we’re always looking for expanding companies, expanding brands that want more space. So we, um, we’ve done partnerships with an operator at Zaxby’s where he came to us and say, hey, listen, um, I’m looking to expand stores. Will you guys help me buy a store and provide me renovation dollars? Right. Absolutely. And he signed a ten year lease with us when we did that. So, um, every, every of that. And then the other part of it is, you know, we, we have a podcast where we talk about our deals on a regular basis. Uh, we, we have an additional podcast where we interview government officials. So we interview mayors right now. We’re interviewing government governor, governor, candidates, um, on both the Republican and Democratic side because we have a big race coming up in the fall in Georgia. And, um, so we’re always looking kind of, you know, to tell the story of, um, of, of people that, that want to hustle.

Lee Kantor: And then, um, is there an investment you made that you’re most proud of or most rewarding? You can share.

Josh Friedensohn: Investment? I mean, oh man, that’s a, that’s a loaded question. Um, you know.

Lee Kantor: I mean, you don’t, it doesn’t have to be about the, maybe it’s not the financial gain, but it’s about the impact it made in the community.

Josh Friedensohn: Yeah, absolutely. I mean, I, I like talking about kind of more. I mean, we’ve done a lot of I have lots of stories from the apartment days, but it’s been a while since we’ve done that. So I want to talk about something more recent. Uh, the, over the last three years, we’ve bought about 1,000,000ft² of single story office buildings that were vacant. And these were grasses, overgrown dirty buildings. You know what vacancy you have people that do stuff in the parking lot that you don’t want them doing. Um, and they become an issue for the city and the owner. And it’s just a problem. We bought these single story office buildings and we ripped out all the old office. We put a roll up door in them and storage in the back by the roll up door and put a small office in the front and we lease it to, we call them office flex users, and they’re everything under the sun. They’re pest control companies, they’re Hvac, they’re plumbing. Um, and like, I have a pharmacy in the building in the unit next to me that I’m sitting in right now.

Josh Friedensohn: Um, um, I have car storage. We have, um, I, we have a um, a car parts distributor. So everything we have a pet crematorium in one of our buildings. Um, I, I’m very excited about that opportunity. I think that opportunity still exists that we buy single story office and convert it into this flexi, um, investment. And it does so much not only for obviously the tenants that come in there, but so much for the surrounding community. The building that I’m in right now, I live in Peachtree Corners. This building is in Peachtree Corners. My kid, I, I have to pass it every single day. I’m dropping my kids off at school, picking them up, driving them activities. And it was really just a, a pain in the butt looking building. Um, before we bought it and, and made this investment. And now it’s one of the, it’s just, it’s just one of the, the pretty shiny buildings in Peachtree Corners. It has a beautiful car lounge in it. Um, and it has just active use that just adds to the whole community around us.

Lee Kantor: And that’s really at the heart of this, right? You want to be a force for good and not just kind of squeeze every dollar out of what’s happening there. You’re trying to really positively impact the communities you’re in.

Josh Friedensohn: Well, what we found is that squeezing, squeezing every dollar out is not actually a good investment approach. There’s no long term commitment to squeezing every dollar out. That’s a very short term minded thing. And I think eventually everything just falls. If you’re squeezing every dollar, eventually there’s no dollars left and you’re giving that property back to the bank for someone like me to buy and actually love on it. So, um, a wise investor of ours said to me, um, that if you hold real estate, it will hold you. And it’s one of my favorite phrases and beliefs in real estate that if you make the right investments, if you take care of it and you do the things for the long, the long run, it will hold you back and take care of you back. And that’s just a general philosophy of our company.

Lee Kantor: And it sounds like that’s just the part of the culture of your organization is trying to positively impact the communities.

Josh Friedensohn: Absolutely.

Lee Kantor: Well, Josh, if somebody wants to learn more, um, where should they go? What’s the website? What’s the best way to connect?

Josh Friedensohn: Yeah. So our website.

Josh Friedensohn: Is Greenleaf mgmt.com. Um, we’re, you know, we’re on YouTube with our podcast. So you can look up Greenleaf, uh, you can look up my name. My business partners name is Dave Cordray. Um, and, uh, we, we just like, uh, we like building community. We like, uh, spreading the word about, uh, how to operate real estate. And we love hearing about other people’s operational stories, so we’d love to connect.

Lee Kantor: Good stuff. Well, Josh, thank you so much for sharing your story, doing important work. And we appreciate you.

Josh Friedensohn: Of course. Anytime.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

Tagged With: Greenleaf Management, Josh Friedensohn

Unlocking the Growth Code: From Founder Grind to Fractional Executive Powerhouse

April 28, 2026 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Unlocking the Growth Code: From Founder Grind to Fractional Executive Powerhouse
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In this episode of High Velocity Radio, Lee speaks with Andrea Beach, CEO and founder of Growth Concierge. Andrea shares how her company provides fractional executive teams to help growth-stage companies ($5M–$50M in revenue) scale profitably while giving founders more freedom. Drawing from her experience founding 22 companies, she discusses common challenges founders face, including growth plateaus, bottlenecks, and mindset shifts required for scaling. Andrea also emphasizes the importance of early exit planning and explains how Growth Concierge guarantees measurable results, including $300,000 in cost savings within 90 days.

Andrea Beach is an accomplished entrepreneur, investor, and business strategist specializing in scalable growth, improving profits, and consumer behavior.

In addition to having founded over 22 companies herself, she has helped CEOs and business owners scale rapidly while reducing risk and giving the founder more freedom.

She is the CEO & founder of Growth Concierge, that helps companies 5-10X their business with a team of seasoned operators, all for the cost of one employee. Andrea has worked with Fortune 500 brands, advised hundreds of growth-stage companies and is an in-demand speaker and media commentator – and fun fact…she’s a certified hypnotherapist and expert in human behavior.

Connect with Andrea on LinkedIn and Facebook.

What You’ll Learn In This Episode

  • Overview of Growth Concierge and its services for growth-stage companies.
  • Discussion of the challenges founders face as their businesses scale.
  • Explanation of the unique fractional membership model and its benefits.
  • Insights on identifying and overcoming growth bottlenecks.
  • Importance of mindset shifts for founders transitioning from hands-on work to building systems.
  • The concept of “invisible ceilings” and how they affect business growth.
  • Strategies for early planning regarding business exits and succession.
  • The role of seasoned entrepreneurial experts in delivering measurable results.
  • Advice for business leaders seeking quick wins and immediate improvements.
  • The onboarding process for new clients and how to assess their needs.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Lee Kantor: Lee Kantor here another episode of High Velocity Radio, and this is gonna be a good one. Today we’re going to catch up with an old friend, Andrea Beach, who is the CEO and founder with Growth Concierge. Welcome.

Andrea Beach: Thank you so much for having me, Lee. Good to see you again.

Lee Kantor: Well, I’m excited to get caught up for folks who aren’t familiar, can you share a little bit about Growth Concierge? How are you serving folks?

Andrea Beach: Uh, sure. Of course. So after 22 companies and doing it wrong almost as many times as I did it right, I started to see that there were some patterns and some, you know, continuity if it was done correctly. So as a business advisor and investor and everything else, I got a lot of requests for how do you how do you structure a business that can be profitable, scalable, but where I’m not completely tied to it, I want some freedom in my life. And that’s where Growth Concierge was born. People are familiar with the word fractional these days, but that’s, uh, a wide net on things that that can mean. All of our fractional experts are seasoned entrepreneurs. Uh, they’ve all started, grown and sold or IPO companies for hundreds of millions, and they’re just too young and energetic to golf all day. So they still want to be in the game. And we do that by helping grow stage companies. So we actually have a fractional membership model, which is very different. You’re not just paying for hours, you you get a whole team. And so that’s what we’re about is helping companies break through to the next level and find some freedom in their life and hopefully enjoy the ride.

Lee Kantor: So what, who was the initial target for this kind of an offering? Was it the small aspiring entrepreneur or is it the kind of the entrepreneur that’s plateaued, or just the person who’s tired of doing all the work and said, there has to be a better way?

Andrea Beach: Yeah, well, I would say all of the above, but initially we were thinking that our target was going to be founders that had maybe a 3 to 5 year goal of wanting to retire or step back. There’s a lot of baby boomers and older Gen Xers that are even looking at succession plans. And so originally when I came up with the idea of the company, I thought, that’s going to be my target, is people that have maybe grown the business for however many years. They’ve reached a certain level, they’re getting a little tired, and they know they want to jump out, either sell IPO or hand it off to someone in the next 3 to 5 years. And so they want as big a growth and as much stability before they do that. That’s all good and fine. We actually bring in a whole team, kind of like a special operations team with exit planners and strategists on valuation, and we can do that. But then the more conversations I had, the more I realized that other companies and other founders that said, no, I’m good, I don’t need to sell. And the next 3 to 5 years, I just want more profit, stability, and freedom. Can we still work together? So I actually expanded the offering quite a bit. So now we serve founder CEOs all the way from 5 million up to 50 million is kind of our sweet spot.

Lee Kantor: Now. Is there a story you can share about working with somebody who came to you with a challenge, maybe share the challenge and how you were able to help them get to a new level? You know, you don’t have to name them or the company.

Andrea Beach: Yeah, sure. Actually, one of our very first clients that we ever had as a behavioral health company who led by a psychiatrist, so not a business person by education or training, um, had grown the company to the point where he knew he wanted to entertain the idea of maybe looking at a PE firm and taking some kind of a, of an exit that would be good for his family. But he also knew that he had some cultural challenges. There were a couple of different sections of the business that didn’t get along, and so we almost treated them as two separate companies, which of course isn’t scalable or sustainable. And he was right around 40 million when he found us. Um, I can’t even believe this, but it’s really true. Lee, we did a 190 minute strategy session, and at the end of that session, we had gotten him from 40 to 50 million just by rearranging the Legos. Um, better and smarter. So that’s a obviously a great win for him. He immediately found some interested PE firms. I think he was courting several. And because of the work we did together, he didn’t have to figure it all out and juggle it all. We could sustain the new structure that he needed and give him a lot more valuation and a lot more leverage, and he got exactly what he wanted.

Lee Kantor: So now when you’re working with these leaders at that level, are you seeing kind of common threads amongst them in terms of what’s holding them back or, or mistakes that they’re they’re making?

Andrea Beach: Oh, absolutely. And I think it’s so interesting that founders think they’re on an island. They think, well, my company’s different or my situation is unique. And the more you do this, the more you realize that’s actually probably not true. Um, there are very predictable phases of business. There’s about five major phases. Phases that all businesses go through. And each phase has its own set of predictable patterns. And those predictable patterns are going to appear until you hit an invisible ceiling. And that’s when they tend to lean in like they want to work harder and grind harder and do the things that worked before, and they get confused and frustrated why it’s not working and they stop growing because effort stops equaling growth at that point. What has to change is their mindset, first of all, and then the behaviors and things have to change because what worked to get them there is not going to get them to that next level once they break through and make some of these changes, which of course, we can help them him with. But there’s ideas out there on how to change these things, but you’ve got to make sure their identity can handle it. You know, if they’re the hustler, they like to call themselves the grinder when the next phase comes along, where it’s about systems and automations and having your people become autonomous and empowered. That’s an identity shift for that founder. But yes, there are predictable phases, predictable patterns in each and every phase, and very predictable ceilings. And then thankfully, predictable ways that you can break through to the next level and keep going.

Lee Kantor: So you mentioned invisible ceilings. What do you mean by that? And what’s an example of 1 or 2?

Andrea Beach: So in the beginning, when a company is going through that grind and hustle phase, this is when efforts are scattered. They’re probably making more exceptions to the rule than any kind of structure. They’re basically selling to anyone and everyone because every dollar is precious. Um, the founder tends to be the one doing a lot of the sales or the negotiations, and there’s people behind him are trying to just catch all the balls as they’re coming across the net and do the fulfillment that works until it doesn’t. And so when you hit that ceiling, it’s because the ceiling essentially is the bottleneck of the founder and the fact that every day is a new day and there’s no predictability or stability. So what you have to do to get through that is narrow in on your right fit buyer, your ICP, your ideal customer profile. And that feels counterintuitive because they think, oh, I can sell my widgets to anyone. Yes, you can, but you probably shouldn’t because then you become invisible out there. You don’t you don’t actually have a brand. You’re not known for anything. So instead you become the company that sells widgets to veteran owned companies or however you need to narrow your focus, then you’ve got to build that repeatable sales process. And then you’ve got to start documenting and automating what’s working. That’s the only way you’re going to break through from you being the one kind of cooking the French fries all day, or making the donuts or whatever example you want to give to break through to that next level because more of you grinding is not going to equal more success in your business. You’ll plateau.

Lee Kantor: Now, when you’re working with a team, the team that you deploy of these, I don’t know. Do you like to call them fractional executives or what do you call your team members that you deploy?

Andrea Beach: Yeah. I don’t love calling them fractional because then it lumps them in with the corporate refugees who’ve worked for some big company until they got laid off. And now they’re, they’re doing fractional work on your dime while they’re job hunting. These are really successful seasoned entrepreneurs and operators. So I don’t love that word, but it is the one that meets people kind of where they are in the market right now. Um, but yes, we, we will deploy a growth team. So it’s always led by a chief growth officer. Our chief growth officers are, you know, black belt lean Six Sigma, multiple successful exits, best selling authors, and they come in and do the assessment. They’ll figure out where your bottlenecks, your gaps, your challenges are and your easy wins. And then whoever that additional team needs to have as far as a compliment, we usually bring in a CFO, we’ll bring in a COO and a CTO before we ever get to marketing and sales and things like that, just to make sure the infrastructure can handle it. Because sometimes, Lee, you have to go slow to go fast. And so we make sure we do the structure right. So when we’re ready to hit the gas, they can handle it.

Lee Kantor: Now when you’re deploying a team like that, is this something that the team has been trained on, the, uh, Andrea Beach methodology, or is this something that they’re experts in the niche or industry you deploy them in and you just kind of let them go and do what they do?

Andrea Beach: I would say both. So having started, own, sold, grown and acquired companies my whole career, there are certain things that I know to be true regardless of industry. There’s best practices. And like I already mentioned, the predictable phases and patterns. Folks that have had those kinds of experiences as well will nod and say, yeah, that’s right. It’s an 80/20 rule. Pretty much everything’s about the same. So on some of those, I would say they’re just standard. But when it becomes industry specific or becomes niche specific within an industry, we do bring in growth operators that have experience in that industry, but also maybe have encountered some of the same challenges. That’s when I’ll step back as far as the philosophies or the structure or the scalable patterns and say, hey, you’ve walked this step before, you’ve seen this movie. So whatever needs to happen to get them, you know, successfully navigated through the minefield, go for it. So I’d say it’s a really perfect compliment of tried and true proven structure and their personal Expertise, having been in that industry and walked that path.

Lee Kantor: Now, how do you go about vetting your experts?

Andrea Beach: That’s a great question because it is so important in such a distinction for what we do. Um, well, first of all, I’m very fortunate that after, you know, decades in business, I have met and mingled with people way smarter, way more successful and way more interesting than me. Um, and they have along the way, you know, remained friends or we’ve stayed in each other’s orbit. And when I came up with a concept for growth concierge, I really wanted the A players. I wanted people that no matter what situation I dropped them into, they were going to guarantee results, which we do, by the way. Um, and so I had a handful of those folks that I already knew and that I brought on board and they were totally down for this concept. But then as I started having additional conversations, there were people that said, oh, man, you need to meet so and so, or that sounds exactly like such and such. And then as I met people and went through the criteria, they have to be entrepreneurial. They have to already have walked that path and had a successful growth and exit at least one. And they have to understand more about human behavior than just spreadsheets. And you know, what goes on to like maybe a valuation or a term sheet. They need to understand people. So those are the main criterias that, you know, we look for as we’re bringing our cxos into the network. And currently we have 39. Well, about to be 40 by the end of this week, we’ll have 40.

Lee Kantor: Now, you mentioned, uh, human behavior and I know that’s a passion of yours and expertise of yours that you’ve had over the years. How much of the issues that your clients having are they mindset issues versus maybe operational or tactical issues?

Andrea Beach: Yeah, such a smart question, Lee. So I would say there’s a good combination of both, especially in the beginning where they do hit those break points and those bottlenecks ceilings. And then they’ve got to change their mindset and change their behavior to break through. But where the mindset shift becomes really personal is once you get to some of the later phases. So once you’ve brought in some leadership team and there is such a thing as the leadership illusion or like fake leadership where they might have the fancy titles, but everybody’s still coming to you as the founder for everything, at least the big decisions that is not going to get you to scale. So once you’ve actually architected, moved from operator to architect, and you’ve architected a system and structure that truly doesn’t need you on the day to day operations. This is where founders struggle with their behavior. This is the identity shift of, well, if I am not the smartest person in the room or the subject matter expert with all the answers, then who am I? You know, if I’m not solving problems and firefighting and leading this company, then do I really matter? And that’s a personal experience that needs to be addressed long before that moment arrives, in order to not slow that momentum, because a founder will say, yeah, I want freedom. I want to go spend time with my wife, my kids, whatever. But then when I actually get to it, they have a really hard time letting go. So I’m really proud of our team and our ability to work through those behavioral challenges before they become obstacles.

Lee Kantor: And it’s something that you really have to deal with those up front, right? That’s not something you wait till the end.

Andrea Beach: Absolutely not. And people will sometimes say, hey, I’ll call you when I’m, you know, six months to a year away from wanting to exit. And we’re like, no, no, no, uh, we need to think about that now because it’s not just how the company’s physically structured and who you bring in as far as team members, but it’s, you know, it’s everything from how you do the books to then what that founder focuses on. And sometimes it requires them multiple years in advance to shift that mindset in their behavior, to empower that next team of leaders so that honestly, the business runs just as well, if not better, without them.

Lee Kantor: Now, when people are thinking about exiting, are you finding that they’re having these kind of questions like way too late? Like this is something they should. Obviously, a lot of people believe that you should be thinking of that when you start, but for a lot of people, it’s also. Well, I think I’m ready. And then you got to cut to five years later when it actually happens.

Andrea Beach: Yeah. I mean, the earlier the better because you want to get them where they can actually have the most impact on the valuation when they’re ready. And the most impact is usually at least 3 to 5 years ahead. So if somebody still comes to us a year out and says, you know, or even a month out, they say, I’m ready, I’m ready right now, they’re probably going to get a smaller valuation. Maybe they get a one or a two X. But if we say, hey, if you will follow this path, this growth strategy and plan for the next 18 to 24 months. Do you have it in you? Can you still hang in there for the next year and a half to two years? If we can get you a six or a seven X sometimes Lee they’re like, no, I’m done. I’m burnt toast, I’m cooked, I’m ready to go. And shame on them. Maybe for not, you know, thinking about it earlier, but that’s okay. Everyone’s different. Other people say, heck yeah, I can get an additional 5 or 6 X on top of what I thought I was gonna get. Yeah, show me the way. And I think that’s probably more often we see that.

Lee Kantor: So when a person is about to exit or is taking the steps exiting, they, they contact you and you deploy your team. Is this something that your team is kind of coaching them? Or are they actually doing the things that need to be done in order to get that seven, eight X return?

Andrea Beach: Yeah, that’s another really big differentiator is we actually implement, I don’t know, a single founder or CEO that needs more on their to do list. And in cases of, you know, where they’re bottlenecked or they’re burnt out, they really can’t handle one more thing. They don’t need more advice. They need implementation. So we come alongside them and we have different levels of membership. So at our base level, they just get a chief growth officer, and they’re the ones doing the assessment and the strategy and figuring out what that founder should be focused on in what order. And they’re still the ones doing the work, but they’re doing it alongside the chief growth officer and only focusing on the things that matter at the next level up, they get a plus one. So a chief growth officer plus a CXO at a time, maybe they start with a CFO. That CFO is doing the work. They’re actually running the reports. They’re shoring up whatever the automations are. You know, they’re future proofing. They’re helping them attain, say, lines of credit or whatever they need for growth. So they’re not giving advice. We’re not consultants, we’re not advisors. Even though we all have that Capability. We are implementers. We’re operators.

Lee Kantor: And that’s a critical distinction because there’s, like you mentioned, there’s a lot of folks out there that will give you advice or sell you a playbook, but they’re not ready to roll up their sleeves to actually get things done and be held accountable for outcomes.

Andrea Beach: Yeah. And accountable for outcomes is key. You know, everybody’s great at giving advice or giving you a report that they charged you six figures for that sits and collects dust on your desk. But if you can actually not only be held accountable, but have ownership of outcomes, it changes the game. And that’s why right off the bat, I said, I want to guarantee that we find at least $300,000 in the first 90 days either in, you know, cost savings like immediate waste or cost savings or in low hanging fruit. And that’s found that’s not projected. That way. I can get the ROI conversation completely off the table, and we can just get down to business and everybody’s comfortable.

Lee Kantor: So now if somebody raises their hand and say, okay, I’m in. I want to do this. What is kind of the process when you onboard somebody or at least vet them to see if you’re the right fit or they’re the right fit for you?

Andrea Beach: Yeah, that’s a good question. The main thing is we will connect them with the chief growth officer that understands their industry, understands exactly where they are, what phase or stage of business and what their goal or trajectory looks like. So that has to be a right fit because that chief growth officer is your quarterback, their maestro. Um, then we will fill out the rest of the team based on that. Some of it has to do with industry, but a lot of it has to do with personality and who we think is going to work well with whom. Um, and then we also have 80 to 100 support staff that comes in up underneath and does things like rebranding, marketing, social media. You need a new website, you need your website to be ChatGPT, you know, crawlable all those things that require time and energy that maybe you and your team don’t have. That’s also included in your hours that you get based on your level of membership. So we’re taking all that off your plate. So we’re going to assign when you first get onboarded, your Chief Growth officer comes first. If you’re happy, you guys, you know, fall in love.

Andrea Beach: Everything’s wonderful. We then bring your full compliment depending on your membership level, um, how many additional team members you have? And sometimes you just need them at a time. You know, you need one at a time and you kind of go at a predictable and comfortable cadence. We still assign dedicated cxos to you. So even if they’re not up to bat, they’re still watching, they’re still paying attention, they’re still weighing in because these, these, uh, different areas of business really shouldn’t operate in silos when you’re trying to holistically grow the whole organization. So we assign that team and then we get to work and the first thing we do is assessment, of course. And then while we’re doing the assessment, we’re looking for quick wins. We’re not going to do a six month assessment. You know, like a lot of consulting firms, we want to get that founder some quick wins and some quick leverage. It’s in our best interest to do that so that we can, like I said, take the ROI conversation off the table, give them a comfort level. Okay, let’s dig in and keep going.

Lee Kantor: Now, talking about quick wins, do you have any advice for the listener right now? Maybe they’re not ready for you and your team yet, or maybe they’re would like to be ready shortly, but is there any advice for getting a quick win? Where do you look for quick wins if you’re listening right now? Where would you tell them to go and what would you recommend they do?

Andrea Beach: Yeah, well, it depends on the stage of business, but I would say if I had to pick a universal quick win, it would be do an honest assessment of where you as the leader or the founder, the CEO of the company, where are you the bottleneck? Where do all roads lead to you? Or where do you still block anybody else’s autonomy or ownership of a decision making process, and free yourself from as many of those roadblocks or bottlenecks as you can. That’ll give you some breathing room. And then think about what the ideal structure would be to actually grow or get to the next level. Do it on a piece of paper. You may not have those people yet, but even if you can step back and, and look at that as far as what I would need, what would have to be true at the next level for me to be able to get there and not be involved in every single sale, conversation, negotiation, or decision, that is the easiest win. Is figuring out how to get yourself out of the way. Because people always think it’s a strategy problem. They’re always looking for. What is the new strategy I need? You probably don’t need a new strategy. You probably need new structure because you have frankensteined together, the different systems, tech platforms. You know, the way people have done it. You know, if Janice comes in and has done your workflow of your onboarding process for clients a particular way for nine years, that’s just how it’s always been done may not be the best way. You may need to completely re-engineer that to get to the next level. So before you look for a new strategy, I would look for a new structure that gives you the support to be able to even get to the next level.

Lee Kantor: Now, how do you are there symptoms or signals that tell you that you’re the bottleneck in an area? What is it like? You’ve been doing it for so long you may not even realize.

Andrea Beach: Yeah, that’s absolutely true. And like I said, there’s an identity and an ego that’s kind of wrapped up and being the one that’s got all the answers or being the subject matter expert, but ways that you can identify if that’s the case is if you feel like, I couldn’t step away from my business for two weeks and go off grid and come back and it still be running, well, that’s probably your biggest sign. If you can’t step away for a couple of weeks and let your team manage and handle everything. You automatically have a bottleneck problem. The other way to know is if they have titles and they have particular roles that are more task based instead of outcomes based. So you look around at your leadership. If you’ve got managers or directors or VP’s or whatever levels you’ve got, if they still have to come to you for the big decisions, or if they maybe don’t have that authority, but they really still come to you for guidance, they don’t. It’s an illusion. So those are ways that you can immediately assess, am I the bottleneck? Because you probably are.

Lee Kantor: So if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, what’s the website? What’s the best way to connect?

Andrea Beach: Yeah, I appreciate that. So growth concierge.org is our website. We are on all social platforms as well. So I would say just, you know, reach out to us. We’d be happy to have a discovery call, an initial conversation, not a sales conversation per se, just a discovery conversation to see where are you stuck? Maybe give you some ideas or suggestions on how to break through. Hopefully then we earn your trust. And if you feel like having a sales conversation at some point, you know we can always set that up as well.

Lee Kantor: And then the ideal client for you is what range of sales annually.

Andrea Beach: Well, I would say in order to make the most effective changes, we really need a company to be doing at least 5 million. So that 5 to 50 million is our sweet spot. However, we do have a CEO club which is CEO club.online. That is for our founders doing a million in sales or above. And some of those we have CEO club members doing half a billion. Um, they just don’t really care if they grow too much or they’re a lifestyle business. They’re just looking for more profits, more stability, and of course, more freedom. But they also want to be around like minded, you know, growth minded entrepreneurs. So if you’re doing a million or more and you’re an actual company, meaning not a, not a solopreneur, not an agent or a distributor, if you’re a real company million or over, and if you’re looking for that kind of like the personal trainer, so to speak, or the, the team around you for growth concierge, that’d be over 5 million.

Lee Kantor: And the website for CEO club, again.

Andrea Beach: It’s the CEO club.online.

Lee Kantor: The CEO club.online.

Andrea Beach: You got it.

Lee Kantor: Well, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Andrea Beach: Yeah, thanks for having me on. It was good talking to you again.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on High Velocity Radio.

Tagged With: Andrea Beach, Growth Concierge

Inside the Mind of Charlie Ebersol: Building Tech That Syncs Sports Data and Empowers Entrepreneurs

April 27, 2026 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Inside the Mind of Charlie Ebersol: Building Tech That Syncs Sports Data and Empowers Entrepreneurs
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In this episode of Atlanta Business Radio, Lee speaks with entrepreneur Charlie Ebersol about his journey building Infinite Athlete, a sports data synchronization company recently acquired by Exos. Charlie explains how the technology unifies disparate data sources across major leagues like the NFL and Premier League, with plans to expand into healthcare and fitness. The conversation also covers Charlie’s expertise in fundraising, team-building, and delegation, his views on AI’s impact on entertainment, and his passion for teaching entrepreneurship to the next generation, including his own young daughters.

Charlie Ebersol is an award-winning television and film producer, turned sports and technology entrepreneur. As a seven-time founder with five exits, he has raised over $400 million across media, sports, and technology.

Most recently, he served as the CEO and co-founder of Infinite Athlete, an AI sports technology startup with partnerships across the NFL and Chelsea Football Club. In late 2025, Ebersol sold Infinite Athlete and its subsidiary Biocore to the global human performance company, Exos. He has always been rooted in storytelling.

He is an award-winning producer with credits that include Netflix’s “The Recruit,” CNBC’s “The Profit,” and ESPN’s acclaimed documentary, “This Was the XFL.” In 2019, he co-founded the Alliance of American Football and currently serves on the board of Tiger Woods and Rory McIlroy’s TMRW Sports (TGL), where he was one of the original investors.

He is a graduate of Notre Dame and currently resides in Atlanta with his family.

Follow Infinite Athlete on LinkedIn.

What You’ll Learn In This Episode

  • Entrepreneurial journey of Charlie Ebersol and the founding of Infinite Athlete.
  • Development of technology to synchronize data in professional sports leagues.
  • Sale of Infinite Athlete to Exos and expansion into other sectors like gyms and healthcare.
  • Insights on fundraising strategies and the importance of resilience in the face of rejection.
  • Team building and leadership qualities necessary for successful entrepreneurship.
  • The role of technology and AI in transforming sports and other industries.
  • Education and encouragement of entrepreneurship among children.
  • The impact of AI on the entertainment industry and the evolving landscape of content creation.
  • Comparison of traditional media events with modern digital audiences and monetization opportunities for creators.
  • The importance of self-reliance and confidence in sales and business ventures.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studio in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by Kennesaw State University’s Executive MBA program, the Accelerated Degree program for working professionals looking to advance their career and enhance their leadership skills. And now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor, CSU’s executive MBA program. Without them, we couldn’t be sharing these important stories. Today on the show, we have Charlie Ebersol with Infinite Athlete. Welcome.

Charlie Ebersol: Thank you. It’s nice to be here. Thanks, Lee.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us about Infinite Athlete.

Charlie Ebersol: Well, I sold Infinite Athlete about six months ago in October. And we’re we’re now part of a larger organization called Exos, which is the largest performance company in the world. What Infinite Athlete was focused on is building the technological infrastructure for the biggest sports leagues around the world, the NFL and the Premier League and other leagues like that. And now we’re focused on growing that to gyms and performance and health across all the commercial sectors. So businesses, healthcare, etc..

Lee Kantor: So what was kind of the the deliverable to these leagues?

Charlie Ebersol: Well, one of the biggest problems that.

Charlie Ebersol: Really any industry has with sports uniquely has is that you have a lot of disparate data sources that are being operated by third parties. And so in the case of a sports league, you have the broadcast company that’s got a certain number of cameras in the stadium, and then you’ve got your teams have cameras and you’ve got security cameras, and you have player tracking systems like radar and lidar and UWB chips, ultra wideband chips the players wear on them. And all of those systems work asynchronously. And so ten years ago, I started a football league with the NFL not eight years ago called the AAF. And at the AAF, we built a system that synchronized all of those disparate data sources into one thing, one single source. And when that league went away, I got a call from my friends at the National Football League and they asked if we could take our learnings from the AAF and build a universal solution for them. And so we started building a system that we called Tempus Ex Machina or Time from the machine. And what that really did is it allowed them to have any type of technical system running simultaneously. And we would tie those systems together so that people could build on top of them. The best commercial example of something like this, existing somewhere else, is 15 years ago, Google built something called Google Maps, which, for those of you old enough as I am and I imagine you may be, they remember things like MapQuest and Garmin navigation systems.

Charlie Ebersol: Most people thought that the reason Google started Google Maps was for that solution was to compete with them. But really what Google was building was a synchronized map and GPS system that companies could build on top of. So they built the Google Maps and then companies that got invented around that time, like Travis Kalanick and Garrett Camp invented the company Uber. And the only reason they were able to launch Uber is because they could license access to Google’s mapping system and then build Uber on top of it. So Google made hundreds of billions of dollars off of that business. They make more than $1 trillion a year off of that business, synchronizing maps so that people can build companies on top of them. And so we did the same thing for sports. And so now a lot of the technologies that are built around player health and safety and replay and rules, etc., across all kinds of different sports are built because they have access to this foundational software and hardware that we, we built and distributed across the major sports leagues.

Lee Kantor: So now because of you, we’re going to know if a person really went across the goal line or the first downs, really a first down.

Charlie Ebersol: Uh, well, definitely not because of me. It’s because of much, much, much smarter engineers, um, that, that actually come up with those solutions. But, uh, I would say theoretically that is correct. I look forward to seeing it in action this year and seeing how it plays out.

Lee Kantor: So are they. I mean, it sounds like they’re okay with putting all these trackers on the people, but are they hesitant to put it on the ball?

Charlie Ebersol: No, it’s on the ball. The tracker. The NFL has had as an example, and this is true for a lot of the NFL has had a tracker on the ball for 12 years, give or take. And they’ve had. Same with the players on the chips. Um what we what we really were focused on is how do you make that, uh, data sync exactly right. With what’s happening on the field and what’s happening in the camera and what’s happening in all the other technologies. Because, for example, at a Premier League soccer match, they have chips on the ball, they have chips on the players, they have radar tracking the ball speed. They have lidar, which is what’s on like a, um, like a Waymo vehicle tracking player movement. And then they’ve got computer vision running. All of those systems are completely different. What are called codecs. They’re, they’re, they’re, um, sync. The code comes in at a different pace and in a different language. And so by building a synchronization system, smart engineers could take the best parts of all of those different streams and then build solutions across them. And really what I do like, I mean, look, I’m, I’m a non-technical CEO. Like I, I don’t build technical solutions. My job is to, um, successfully fundraise and successfully bring commercial partners in and then bring the right smart people together and create a sandbox that they can play inside of and be protected inside of. And so when we sold Infinite Athlete and I also am an investor, so I was the first investor and I’m an a board member. I am a board member at the at tomorrow’s sports, which does the TGL and does flag football. I’ve sort of taken the learnings of the companies that I’ve started and started applying them to my partnerships where I. One of my skill sets is fundraising. One of my skill sets is bringing good people together and protecting them. And so that’s really become my primary focus in this approach.

Lee Kantor: And then, um, now you’re trying to take what, uh, was being done at the highest sports levels and then kind of trickle it down everywhere.

Charlie Ebersol: Yeah. I mean, like, yes. And, and I think what you see there, and this is really what Exos has done very expertly is Exos for the last 20 years has taken has used sports as a place to battlefield test the best techniques and products and services and then bring them to the masses. Um, now I think what we’re doing is doing the same thing, but with software and AI, so that you can scale that across tens, if not hundreds of millions of people instead of having to do it on a 1 to 1 basis.

Lee Kantor: So now getting back to your superpowers of fundraising and bringing the right people together, what are some of the lessons you’ve learned in that regard of, of what makes a person good at that, and what are the qualities you look for when you’re putting a team together.

Charlie Ebersol: Well, fundraising, the number one quality in fundraising is, uh, is not being afraid of rejection and embracing the fact that you’re going to get rejected 99 times out of 100. And then the second most important thing in fundraising is asking questions and listening. Um, whenever people ask me for advice on how to go out and raise money and I’ve raised, you know, something like 450 or $500 million across my last couple of companies. Um, what I tell them is that every pitch meeting should start with asking questions. Um, so if you go into an investor, your first question should be, so what do you look for when you’re looking to invest? And what are your, you know, key requirements or what are the never going to happens or, and really listening to what their answers are and really trying to piece together what it is and then understanding that you need a lot of reps, like, um, Aaron Judge and Shohei Ohtani are not the two best offensive players in Major League Baseball because they don’t take a thousand pitches a week in batting practice. That’s why they are. And so I think that what I encourage people to do is to get out and have as many meetings as possible and start asking and operating from a position of when someone says no, find out why they say no. So you can start to adapt and understand where you are short and where maybe where you have a shortcoming, or where it wasn’t a good fit for that investor, and then applying that the right way.

Lee Kantor: Are you when you’re having those kind of conversations, it sounds like you’re vetting them as much as they’re vetting you.

Charlie Ebersol: Yeah. Well, I.

Charlie Ebersol: There’s a great Danny DeVito quote that says, if you have one script, you take it. If you get two scripts, you take the better one. And when you’re trying to make a movie, and I think the same is true with investors. My my rule of thumb with investors is, in an ideal world, if you have choice, the investor’s money should be the least important thing they’re giving you. Like you, you should be seeking investors. Like, for example, I was very, very fortunate in my last company, Infinite Athlete, that my very first investor was Andreessen Horowitz, because Andreessen Horowitz is it’s obviously a great brand name investor, but more importantly, they have an entire infrastructure of human resources and lawyers and intellectual property attorneys and accountants. So when you get $10 million from them, for example, to start a company, they really show you what to do with that, because I think people grossly underestimate how complex it is to start a business wisely. Um, which is one of the, I mean, you know, it’s funny, one of my focuses these days, I have a seven year old daughter and a four year old daughter.

Charlie Ebersol: One of my focus is that they have a lot of interest in, you know, I’m an entrepreneur. My wife is also an entrepreneur. She. She is the founder CEO of the largest beauty booking website in the United States. And so they see us working on business a lot. So they ask a lot of business questions. And one of the things I’m focused on right now is how do we educate kids on what home economics was 30 years ago in high school? How do we bring that education to entrepreneurship so that kids understand what it is to make money? Because I think AI above everything else, AI is going to disrupt the out of coming out of high school or coming out of college and getting a first job. And I think the number of people who need to understand how to go create their first job and start their first business is important. And a lot of that is about just understanding what are the key tentpoles to being able to start something, because it’s a lot less complicated now than it ever was before.

Lee Kantor: And like you were saying earlier with the baseball players getting reps is important. And why not get reps when you’re young, when there’s no stakes as opposed to I.

Charlie Ebersol: I recommend to every parent I know to. There’s a board game that I tell everyone to buy. Do you remember the book? Um. Rich dad, poor dad. Yeah. Okay. So he created a board game called Cash Flow. And I tell every parent that they should. That’s the board game. They should play with their kids once they get to like, 5 or 6 years old. And the basic premise is, it looks like it kind of looks a little bit like the game of life and monopoly had, uh, like a baby, but it teaches you the concepts of assets and liabilities. And I’m constantly shocked when I talk to 22 year old kids that are playing for jobs, to work at my companies, or 35 year old people who are going out to start their own companies, that people don’t fundamentally understand the difference between an asset and a liability, or, you know, how to build a P and L, and a lot of that, to your point is just I started my first company when I was 12 and it was a magazine and my parents made me, you know, um, pay them back for the paper and the ink and these things. When I was first starting the company, I was fortunate the company became very successful, but I learned at a very early age that there’s a cost to starting a business and how that works. And so when my daughter started her cotton candy sales business last summer, I rented her the cotton candy machine against her profits. And so she was like, oh, I made $60. I was like, well, actually, you know, the cost of the cotton. You know, that basic understanding and then doing that 25 times so that by the time you get ready to start your real business, whatever that is, you really understand it. I think that’s wildly under taught and trying to figure out how to bring that to the education system is kind of becoming a pet hobby of mine.

Lee Kantor: Yeah. One of my pet peeves is, especially this time of year when you have the Girl Scout cookie sales, which to me is the easiest sale. Like that’s. That’s a great way to introduce selling to a child. But then when you have the parents bringing in the sheets to their work to get the their friends to buy it, you’re defeating the whole purpose of the exercise. It isn’t to sell the most cookies, it’s to get the kid comfortable selling anything.

Charlie Ebersol: 100%, 100%. And also ultimately, look, you asked me a question a little while ago about what I look for when I’m bringing people together. Um, I believe fundamentally that the key is that you got to find people that all want to row in the same direction. And you similar to what we were talking about with reps before you, you got to put in the reps of hiring people and then recognizing when someone’s not a good fit and moving on from those people as quickly as possible so that you can understand what the team dynamic and culture looks like. To your point about, um, the Girl Scouts. The entire point of the Girl Scouts is about building self-reliance and self-assuredness. And to your point about sales. Sales is about getting set. Getting a lot of no’s like that is really the key to sales is you’ve got to just, you know, I tell almost anyone who wants to start a business, I say that they should go do some sort of cold calling business for 3 to 6 months right out of college. Because if you can get good at that, if you can get good at, you’ve got two seconds at the beginning of a phone call to get somebody to like at least have the conversation with you, you’re going to be able to do just about anything in sales. And I’m always dumbfounded by the people who show up and are like, oh, I worked in sales. And then you realize they really didn’t. They either existed in a sales system that was completely built for them, or they never actually interact. They were sending emails or, or some sort of like passive interaction. And a lot of it is because things like the popcorn for the Boy Scouts and the cookies for the Girl Scouts are basically become parent, uh, homework assignments.

Lee Kantor: Right? Which defeats the purpose of the exercise entirely. They miss the point. The, the point is to get the kid comfortable in those situations, not to have them avoid being in those situations.

Charlie Ebersol: Yeah. And that, by the way, when I look, I started, like I said, I started my first company when I was 12. I’ve had employees since I was probably 13. I don’t think I hired my first employee in the first year, but but around the time I was 13, I’ve had employees working for me. And one of the things that I am always surprised by, and I had to learn this lesson the hard way was I. My instinct was always like, I don’t ask anyone to do anything I haven’t done or I wouldn’t be willing to do. And it has taken me 20 plus years of running companies with employees to understand that that is actually not a great leadership dynamic. You want people to see that you’re committed to the company and you’re passionate and you’re hard working. But actually, you want to find people who can do things you can’t do. Those are the people you. Those are the people you should be hiring is the people who do things you can’t do, or the people who are doing things that you shouldn’t be doing. And in either case, you doing that job inherently is defeating the purpose of the exercise. And I am constantly shocked by the number of founders that I know that, you know, every decision runs through me.

Charlie Ebersol: It’s like, that’s a terrible way to run a business. Like you want you want to take the American military approach to the special forces, which is we’re going to train you to the best of our ability. We’re going to give you the right equipment. We’re going to give you the right team around you. And then we expect you to understand that the outcome is the requirement of the mission and that you follow these sort of ground rules, but you don’t need to keep coming back to us and asking for permission to do every step like that defeats the concept of asymmetric warfare. And yet constantly I’m seeing companies where every decision runs through the founder. And it’s I’m just like, not only are you never going to scale, when are you ever going to sleep? Like, what’s the point of making all the money or doing all the hard work if you can’t have dinner with your kids every night at, you know, 5:00 or take them to school every morning, or not have to have your phone out at 8:00 at night. I think those fallacies of leadership lead to terrible cultures inside of companies.

Lee Kantor: Now, why do you think that is, is that a fear thing? Is that an ego thing? Like what? What would keep a person, you know, having their fingers in every pot if they know the outcome that they desire is to, you know, build an empire.

Charlie Ebersol: I don’t think people realize, well, here’s what I’ll tell you. This might be less true now because of all the political stuff that’s tied to him. But I would say for the better part of the last 15 years, the most celebrated modern business person is Elon Musk. And all of the stories of Elon Musk are he slept on the floor of his factory. And he, you know, willed these companies into existence. And those things are true, but they really miss the point of Elon Musk, which is Elon is running 5 or 6 companies right now, and he has extraordinary CEOs running every one of those companies. And I assure you, Elon is not having conversations about, uh, vacation policy at any of the companies or making decisions about what vendor they’re using to bring in food for the people that work at his headquarters in Austin or whatever. He understands the delegation is so that he can maintain 80 to 90% of his brain. I had an amazing mentor tell me once that the job of a CEO is to hire people that are ten times smarter than they are, and have them solve every problem the company, and that the only job the CEO has after he hires those people is to solve the problems that those people can’t solve.

Charlie Ebersol: So it’s like you hire the smartest people you know and have them solve everything they can, and then they come to you with the problems because the problems they can’t solve generally are not like science problems. They are 300 zero foot, uh, command decisions that have to be made. And the mistake I see so many founders make is that they think that brute force and I just, I work harder and I go longer. You know, the, the adage of work smarter, not harder is so true and yet totally ignored by the vast majority of founders that I see when I hire people, I say, I’m hiring you and I’m paying you, and I fully expect you’re going to make a bunch of mistakes. I just expect you won’t make the same mistake twice. But I don’t want you thinking that I’m going to be upset at you for making a mistake, for trying hard. Um, because I don’t want to be. I don’t want that person trying to clear everything with me because they need to cover their CYA.

Lee Kantor: Right. But don’t you think that that’s where kind of startup and technology firms have such an edge over maybe more established 100 year old firms where they just have so much bureaucracy built in and there are so many kind of stagnant systems that they they give lip service to trust and vulnerability and risk. But anybody who does that and fails is fired or displaced.

Charlie Ebersol: Yeah, 100%. But it’s also why I think you’re going to see over, I think, the next 50 years of businesses in America or in the, in the, in the capitalistic society. I think you’re going to see are going to be a much higher, a much higher rate of evolution that you’re going to see the General Electric’s of the world grow to a point and then get broken up, and that you’re going to see these upstarts come and take them down. I mean, if you look at what’s happening in Hollywood, if you look at what’s happening in technology, I mean, look, I keep pointing at, uh, anthropic because Google is. A million times bigger than anthropic is. And they have all of the information. They have all of the ad data. They have all the user data, they have all the YouTube data, they have all the ad and Android data. And yet anthropic, the, uh, Claude’s revenue is dwarfing OpenAI and Gemini. Uh, and OpenAI has all of Microsoft’s data. And yet anthropic is dwarfing. And it’s because, uh, the younger, hungrier, smaller, nimble company that can sort of like move and make moves is extreme is way more effective. I mean, all you have to do is look at the fact that meta had to buy Manus to get their AI platform up. Microsoft had to basically buy OpenAI. Um, Google is the only one that built it from the inside out with Gemini, and they’re all playing catch up to a company that 18 months ago, I think was doing like 5 billion annualized revenue, and now they’re going to do like 5 billion a week or something like that. Um, this year it’s, it’s, it’s astounding.

Lee Kantor: But is it sustainable? Like, you see that there’s in China, there’s companies that are obviously not as, um, innovative, but they’re, you know, playing catch up pretty quickly and at such a less cost that, um, you know, they become an issue also. Yeah, the fast, the fast followers in this world when things are moving this fast is not the worst place to be.

Charlie Ebersol: No, not at all. I think the challenge is that, to your point, I think the bigger companies are going to have a really hard time competing with them. I mean, SpaceX is the best example. Could you imagine what would happen if Boeing blew up one rocket on the rocket pad, let alone nine? Like they’re a publicly traded company?

Lee Kantor: Right.

Charlie Ebersol: Would end. Space blows up a $100 million rocket like every four weeks. You know what I mean? Like they’re but they understand fundamentally, they come from. We forget, I think, that we as leaders constantly forget that the era of innovation in America, which to a huge degree was the 50s and the 60s, which got us to the moon. So much of that innovation that that allowed us to, to put somebody on the moon in the late 60s. So much of that was a function of the fact that you had a bunch of 20 year old something kids, which was basically what NASA was. Nasa was a bunch of 20 year olds with, you know, all being led around by Wernher von Braun. That these 20 year old kids were willing to risk everything and try new things and challenge all of our understandings to sort of reach for the stars. And then I think what happened was we codified that concept as like our national ideology in the in the 70s and the 80s. And there was obviously a lot of countercultural pushback, but then we monetized it in the 80s without actually building the businesses anymore. And so, you know, we had to fight in the in the 80s and the 90s because Japan was out innovating us. And then in the early 2000, San Francisco and really the state of California basically started out innovating the rest of the planet.

Charlie Ebersol: And then I think what we’re seeing now is we’re in this new wave where China is. I think China is massively out innovating us right now. We’re just seeing the tip of the iceberg because they really do keep so much of that internal, um, in terms of how they’re doing development. And I think a lot of that is because we, to your point about the really to go back to the Girl Scout cookies, like there’s a lot of back slapping about, like we’re selling a lot of cookies and there’s not a lot of questioning, like who’s actually making the cookies and who’s actually selling them. And I think that you’re seeing that across the economy. And so these small, I think our, our, our salvation as a country has always been at the hands of, uh, iconoclastic, idiosyncratic, idiosyncratic founders, you know, the, the, uh, the JP Morgan’s and the Walt Disney’s and the Steve Jobs and, you know, Dario at anthropic, etc., and not the, um, financial engineers. Um, and I think what you’re seeing is you’re seeing the separation at cloud, for example, from open AI because it’s, it’s the meritocracy actually works when it comes to that type of, of innovation.

Lee Kantor: Now let’s shift gears to entertainment. I know you have a background in that, and I’m really curious about your take on the speed in which AI is, um, is touching that world and the, uh, the fact that so many of the creatives just abhor Just the word AI. Um. How are you gonna like, what’s your, your take? If you were to look at a crystal ball on, on what that’s going to look like, um, down the road.

Charlie Ebersol: There’s a great quote by the doctor who runs the University of Colorado’s medical program. He’s got 11,000 something doctors under his stead. And he said in a quote, I literally just heard this today. He said in a quote, AI will not replace doctors, but it will replace doctors who don’t understand AI. And I think that that is probably the best answer for the entertainment business is people who AI is not going to replace Tom cruise, but you. If you want to succeed in entertainment, you have got to figure out how to use AI. Because AI is a tool. Ai is a. There’s a lot being said for like people talking about agentic And. It’s gonna it’s gonna take over, you know, all this other stuff, which, you know, look, that may be true. I can’t think of another time in the history of the universe where a superior intellect didn’t supplant the inferior intellect. But we’re not there yet. Like AI for the next ten years is an exceptionally good, um, data retrieval device, I think. And executor. But ultimately, you know, is it going to write a symphony? Is it gonna write? Um.

Lee Kantor: Well, it’s writing a lot of songs that are in Spotify top 100.

Charlie Ebersol: Yeah. But they’re not. Yeah. But they’re not net new. Like when you think about transfer, when you think about music, there’s the, there’s the great speech in, uh, The Devil Wears Prada, the first one where Meryl Streep where where Anne Hathaway sort of scoffs at her choosing between two blue belts. Right? Yeah. And she scoffs her and she gives her this speech about you don’t know what went into this, but you think you made a choice, but you didn’t make a choice, right? We made that choice for you seven years ago, and then you picked it out of the bargain. You know, a basket. Similarly with AI, it’s like you have transformational artists. Like when you think about the, the, the advent of hip hop, um, that was a net new piece of art that then defined the whole next generation. And you’ve had these sort of touchstone moments that have changed the way we think about things. When you think about like, you know, how modern art works, etc., they, they require like Christopher Nolan, AI is not making a Christopher Nolan movie like inception until someone has made something like inception. And then AI will iterate on top of that. And I think what you’re going to find is the artists who figure out how to utilize their creative mind, the the spark of life that makes the human spirit that causes artists to be able to create what they create. When, when an artist figures out how to use AI to supercharge that concept, you’re going to get net new pieces of art, which then AI will obviously, to your point, be a fast follow on and build on. But evolution comes from innovation, and innovation has to be an individual. It’s an individual experiment. Experiment.

Lee Kantor: But how do you see the entertainment world kind of adjusting to the new reality of our attention being so fragmented? Um, like there’s no, it’s not a monoculture anymore. There’s not kind of the, um, water cooler. Talk about the Seinfeld finale. Like I don’t, you know, you’re watching things that I never heard of. I’m watching things you’ve never heard of. And there’s not kind of that common language. And it’s so fragmented. How does an individual artist, you know, monetize their work? Uh, in a world I know there’s a lot more opportunity. Um, but there’s going to be a lot more opportunity than making a lot less than they did previously.

Charlie Ebersol: Well, there’s two points here, I think that I don’t see it as the death of content. And creativity I see is the death of old, of the old school way of doing it, where you had gatekeepers like Mr. Beast could not exist.

Lee Kantor: Right back in the day. Look, the irate dogs guy couldn’t exist. I mean, there’s, there’s people that have niches that have figured out how to monetize it. But when everybody’s attention is so, um, is, is just built on just these little mini things. Like there’s a whole industry now of just those vertical phone serials that AI is cranking out scripts for that are, you know, 100 episodes. And then people are paying a little bit for each one just to know what happens next. Like there’s new industries happening in entertainment. It just as an artist, how are they like, are you going to have to be your own kind of production company and distribution company in order to, to make it in, uh, as a creator nowadays.

Charlie Ebersol: I think you have the ability to be that, but I don’t think you have to be that. I mean, I think the reality is, um, 150 million Americans tuned in to watch Bad Bunny together and.

Lee Kantor: Right. But that’s one singular thing, like most.

Charlie Ebersol: But I don’t think, but but but Lee, I don’t think that that’s. I can probably name a half a dozen TV shows and I say TV with air quotes because the how you consume them is probably different now with respect to streaming and phones and iPads and all this other stuff. But there are there have been massive cultural touchstones. I mean, if I have to hear the, uh, demon Hunter. The K-pop demon Hunter song. One more time. Um, I’m gonna lose my mind, but I’m in good company. There’s half a billion people listening to that, you know, stream that stream that show on Netflix. I think that you still have mega, mega content moments. But I also think that what’s happening now is the number of people being served by content now is higher than it has ever been in history. And that is because we can serve bespoke content to so many of them. So if you have a niche that you’re interested in, where you where it used to be that you would have to go find, you know, there was a comic book series when I was a kid called spawn that was only sold in certain comic books. It eventually got made into a movie because the fans found it, and they went to the Newbury Comics of Boston and all these other places to find the comic book, and it turned into something.

Charlie Ebersol: But I think if you looked at the gross number of people who ever read the spawn comic book, it was probably hundreds of thousands of people today. To your point, there are there are people that are doing garage laboratory experiments on YouTube that are doing 30 million views. I think that the scale is completely different. I also think that we what what basically happened in my mind is that we democratized access to excuse me, we democratize access and ability to create and distribute content. And then we empowered every human being in the world to carry around Steve Jobs, you know, internet communication device, so that now every single person with access to electricity has access to every single piece of content that has ever been created in human history. And so now I think what you’re seeing is a shift in the ideology of content commercialization and content distribution, but you’re not seeing the death of mega content because the reality is human beings are communal in inherently. And so, I mean, look, they are a hail project. Hail Mary did box office numbers that were in line with the box office of pre-pandemic numbers. That’s because people are looking for an excuse. They’re going to do it for Chris Nolan again, with with with Troy or not Troy. Um, the Iliad and the Odyssey.

Lee Kantor: Odyssey.

Charlie Ebersol: Yeah, the Odyssey. So I think they still exist. I just think that people are being served at an individual level now too. And so it seems like it’s less, but the reality is there are more people watching things. When my dad retired in 2011, The New York Times said that he produced eight of the ten most watched events in the history of the world. Like he produced the opening ceremonies of the Beijing Olympics and the Atlanta Olympics and Super Bowls and all this other stuff. And I think that all eight things that he produced by audience were have been have been dwarfed by internet only videos now in terms of now. His was a concurrent audience, which I think he’s probably still safely in the top 25. But if you think about it, Justin Bieber’s videos are doing a billion, a billion, five views, which is, you know, inconceivable 15 years ago.

Lee Kantor: Right. Well, you mentioned the, um, K-pop demon Hunter thing. Uh, how much money would that person if that was released? And it even got to the point of where it is today. How much more money would that have been to the creators and the participants of that if it was, you know, ten years beforehand? I mean, they would have made lots more money. You think they would have gotten screwed there first?

Charlie Ebersol: Yeah, it was their first project. They would have gotten a terrible record deal. Ask Miley Cyrus how much money she made on Hannah Montana. Like that was a blowout runaway hit. Or asked the High School Musical kids how much they made on that. Those guys were under Disney contracts. They made, you know, whatever Disney scale was at the time. They didn’t own the music. I mean, Hannah Montana, the, the, the Masters and the recordings of those songs are actually owned by Disney. Like they are written by the Disney Corporation. So I in reality, I think those people probably make more money now because unlike 15 years ago, there’s a whole apparatus where those three women who wrote the songs and sang the songs, all this other stuff, can now go online, become famous and have live shows that are outside of Netflix’s reach. And so Netflix has to pay them so much more money to do what they do.

Lee Kantor: So that would would that be your recommendation? If you’re an artist nowadays, a creator is to just kind of choose yourself and build your own following an audience, and then that’ll make you more money over the long run, as opposed to an actor that maybe got residuals back in the day if they were on a sitcom somewhere.

Charlie Ebersol: Well, yeah, that’s exactly my advice I had in my career in the last 15 years. I had the number one show on CNBC. I had the number one show on TNT. I had the number one show on Netflix for a period of time and all these different places and meaning a show I created that I put on television that aired multiple seasons in those in those shows cases. And I would have made infinitely more money if I had produced any of those shows today on YouTube.

Lee Kantor: So that’s the lesson, is choose yourself and build a team around you.

Charlie Ebersol: That is always my advice. My advice is always be an entrepreneur and build it yourself. Because the worst thing that can happen is you fail. The best thing that can happen is you have economic and you have emotional freedom, which I don’t know that there’s really a price tag on. And if you want to make money, anyone can make money. There’s a thousand ways to make money. Making money on your own is always better than making it for someone else.

Lee Kantor: Well, Charlie, it’s been a joy chatting with you. I really enjoyed the conversation. Um, now that you’re, uh, I guess is your. What’s the best way to get a hold of you? Or do you want people to get Ahold of you? Um, what is the, uh, the best way to connect with you?

Charlie Ebersol: Um, I’m at Charlie Ebersol on Instagram and I tell people if they want to try to connect or reach out, that that is always the best way to send me a note and connect.

Lee Kantor: Well, congratulations on all the success and thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Charlie Ebersol: Hey Lee, thank you so much for taking the time means the world.

Lee Kantor: All right, this is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

Tagged With: Charlie Ebersol, Infinite Athlete

Justine Carino: The Truth About Work-Life Balance for Ambitious Women

April 22, 2026 by angishields

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Houston Business Radio
Justine Carino: The Truth About Work-Life Balance for Ambitious Women
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01716-2-JustineCarino-CopyJustine Carino, LMHC is a licensed psychotherapist and host of the “Thoughts from the Couch” podcast. Justine was recently awarded the 100 Women to Know Across America award in 2025 by the Know Women Network and Top 10 Health Voices to Follow in 2025 by MSN.

She currently maintains a group psychotherapy private practice in New York where they help individuals, couples and families decrease symptoms of anxiety and depression, improve their relationships and set better boundaries to create lives that are in alignment with their values. Justine also teaches ambitious women how to manage perfectionism, anxiety and stress through 1:1 coaching programs.

Justine’s advice has been featured in various media outlets such as The New York Times, CNN, Cosmo, The Huffington Post, Forbes and Very Well Mind. She has also been a speaker at top corporations including Eileen Fisher, Lockheed Martin, Know Women Media and interviewed on over 50  podcasts.

LinkedIn: https://www.linkedin.com/in/justine-carino-lmhc-39a84615b/
Website: http://www.justinecarino.com

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio is my pleasure to introduce you to my guest today, Justine Carino, a licensed psychotherapist, speaker, and host of the podcast thoughts from the Couch. Justine remains a group maintains a group psychotherapy practice in New York, where she works with individuals, couples and families to help reduce anxiety and depression, improve relationships, and build healthier boundaries so people can live more aligned lives. In addition to her therapy practice, Justine coaches ambitious women through her program, the balanced Boss, helping them manage perfectionism, anxiety and burnout while building careers and lives that feel sustainable. Her insights have been featured in major outlets including The New York Times, CNN, Forbes, cosmopolitan, and The Huffington Post, and she was recognized as one of the 100 Women to Know Across America in 2025 and named among Msns top ten Health voices to follow. Justine, welcome to the show.

Justine Carino: Hi, Trisha. Thank you so much for having me. And thank you so much for that intro.

Trisha Stetzel: Oh my gosh, I’m so excited to have you on and have you on the other side of the table. We’re going to talk a little bit about your podcast today. Before we get there, I would love for you to tell us a little bit more about you.

Justine Carino: Yeah. So in addition to what I do with my career, I’m also a wife. I’m a mom. I have two little kids and a third on the way, actually due in June. So I have my hands full, I can tell you that. Um, I was a trained dancer. I grew up in the dance studio doing ballet and spent summers in Manhattan training. And I thought I wanted to be a dancer until I was a freshman in college and said, nope, I want to do this instead. Um, so and then my newest hobby is horseback riding, which has been a dream of mine forever. And I finally made it a priority for myself this past June, almost a year ago, and started taking lessons. But now that I’m six months pregnant, I’m not getting on a horse. So I had to pause that for a little bit.

Trisha Stetzel: That is exciting. Well, one congratulations on the bun in the oven. That is amazing. And I, I love that you are Are who you spend time with. Even in your business. I think that that’s really important because you can not just empathize, but sympathize in some cases around being that bold business owner as well as a mom and a wife, and enjoy some hobbies on top of that, I love horseback riding. That’s fun. Okay, um, why don’t we start with your podcast? Because I’m very interested to learn more, and I know that listeners on my show will likely be very interested to know more about your podcast so they can tune in. So you host thoughts from the couch?

Justine Carino: Yes.

Trisha Stetzel: Tell us what inspired you? Number one, to start that and then let’s talk more about what the show is about.

Justine Carino: Absolutely. So I have been a listener of podcasts for years and driving around in New York, there’s always a 30 minute, 30 minute commute somewhere, So I was like, I need my podcast, but I always used podcasts to learn. I’m not the one listening to the crime stories. I have always picked topics that teach me something, whether it’s nutrition, fitness, self-improvement, how to run a business. So I always admired the podcast I was listening to. And so I always said to myself, maybe one day I’ll have one. Maybe I will have something to teach people. And so, lo and behold, it was the pandemic and the world shut down. And honestly, my practice was thriving. I mean, it was a mental health crisis. People from all walks of life were reaching out for support. And so I went fully virtual as a therapist. And before that, I was such a hater of virtual therapy. I’m like, who would do that? Like, I want to see my therapist in person. Well, things change. You comedy, but I had a little extra time because I wasn’t commuting as much and I said, maybe I will start a podcast now. The world needs mental health conversations. So I figured out how to record, and I bought a microphone and one thing led to another. And I remember being in the grocery store just downloading ideas of guests I could have on. There was no rhyme or reason. There was no theme. It was like, oh, this friend of mine is excellent with this, this, this colleague’s excellent at that.

Justine Carino: And I had 20 guests by the time I was done shopping at stop and Shop. So then I just put it out there into the world and that’s how it started. But it has transformed. So at one point I learned, okay, I can’t just have a mish mash of topics here. One week I’m talking about this, the next week I’m talking about that. How do I get like a listenership here? So I pivoted to specifically talk about anxiety. Perfectionism because I’m an anxiety treatment expert, so I treat generalized anxiety, social phobias, um, you name it, all the anxiety disorders. I do a lot of exposure therapy and cognitive behavioral therapy. So I pivoted to those conversations. Once I started doing that, that also then pivoted to a female audience and it turned into how do I support specifically women struggling with anxiety and perfectionism that are running households and working? That then took another pivot to be even more specific to female entrepreneurs who are struggling with burnout. And how do I maintain all these roles in my life? Like, I love my business, I’m so passionate about my career, but I want a family. But how the heck do I even find time for myself. And like you said in the beginning of this conversation, it’s kind of speaking to people like me that want to have a family and hobbies and a career.

Trisha Stetzel: Yeah, because that feels practically impossible, especially when you’re starting a business or you have a business. Yeah. Oh my goodness, I, I love that your show has taken such a journey over the years. Uh, I’m in the same boat. What started as not where it is today, although the, the premise of it, the idea, the vision, uh, the reason why is still the same. And I feel like yours is too. So, um, I’m sure that people can find thoughts from the couch on all of their favorite podcast channels. Yep. Tell me more about your listenership. So who out there should be listening to your show?

Justine Carino: This is, um, a woman who is really Ambitious, really excited about something she wants to create. She doesn’t wait for people to do it for her. She’s doing it herself. She’s learned if I want to make something happen, it’s going to be on me. So she’s very resourceful and kind of fearless at the same time. That can lead to overwhelm. That could lead to stress because she cares about other things, too. She’s passionate about the business, but she’s equally as passionate maybe about her marriage or having a family life or travel or whatever else it might be. She’s learned that she has to and wants to divide her attention as equally as she as she can. And we talk about the word balance like there is no balance. It’s hard. Nothing’s perfect like cutting a pizza pie. And you have eight perfect slices. They equally get attention. It’s more of how you define what balance might feel like. You might feel balanced working 25 hours a week so you have more time for other things. Maybe for you, balance is 50 hours a week because that’s the priority at work. And then there’s, you know, the other 50% is elsewhere. Who knows? You get to figure out how to define that. And I’m trying to help women figure that out through these various episodes and guests that I have on that can talk to that type of woman.

Trisha Stetzel: Mhm. I love that. All right, ladies, so you know where to find it. Thoughts from the couch on your favorite podcast channel with Justine Carino at CARINO. If you’re looking for the host name, uh, you meant we mentioned you’ve mentioned a couple of times perfectionism. So let’s dive in just a little bit. I know you work with a lot of ambitious women. Those are the women that are attracted to the work that you’re doing. So how does that perfectionism that many of us have often lead to anxiety and burnout.

Justine Carino: Absolutely. Great question. I think for many of us, perfectionism was a coping mechanism, a way to handle life, um, in reaction to any challenges we may have had. So, you know, being a therapist, I’m going to go back in time. I’m going to talk about your childhood and your adolescence and your role in your family of origin. That perfectionism, um, was reinforced because you were rewarded for it in some way, either by parents, either by your social life, by teachers, by yourself. You just felt better by doing things really well. But it’s also a shield from shame. Sometimes we’re so afraid of failure and mistakes. We think if I do everything perfectly and everything well, I won’t have any criticism. No, there won’t be negative feedback. Because if I get that, I’m going to feel ashamed of myself. So let me just do it all perfectly. So it’s a shield against shame. And so when we’re living our lives through that lens, it’s really hard to pivot. It’s really hard to let go. We become very rigid. Things have to be a certain way. And I always say there’s three thinking traps perfectionists struggle with. The first is catastrophizing. We take one little piece of information that can be a little risky or threatening to ourselves or our business, or whatever it is we love, and we blow it out of proportion and we become really reactive.

Justine Carino: So then we try really hard to avoid the catastrophe. Most of the time that catastrophe is not happening. We’re just worried that it could. The second is the shoulds or the should nots. I should be making this much money. I shouldn’t ever make a mistake. No one should ever be mad at me. Right. Um, so these shoulds are like these rules we also create that are rigid. And if we go against them, which we will, because most of the time they’re very unrealistic. We feel the shame and the guilt. And then the third thinking trap is this all or nothing? I’m either a success or a failure. That project was excellent or it sucked, right? I’m an expert or I know nothing. There’s no room for that middle ground. So when we get used to thinking in these ways, we create tremendous anxiety and stress for ourselves. And then we get burnt out because we’re constantly striving for something that we may not be able to actually realistically attain.

Trisha Stetzel: I’m just sitting with all of that information, by the way. Thank you for sharing all of that. And perfectionism is a way for us to deal with shame, which then leads to anxiety and burnout because of all the should and shouldn’t and the Astrophe isms, I think. I think that’s what you said. I’m trying.

Justine Carino: Yes.

Trisha Stetzel: Catastrophizing. Yeah. Uh, but really making things bigger than they should be and the all or nothing. Uh, those are things that I, I know I struggle with, and I’m sure that women who are listening today have struggled with that as well. I do want to talk about balance because I think that’s important. But before we get there, I know there are some ladies listening already, Justine, that would love to connect with you. So what is the best way for them to do that?

Justine Carino: Absolutely. My website is Justine carino.com. Um, so they can set up a direct inquiry through the website there. My email is Justine at carino counseling.com. It will be me answering that. And I’m also on Instagram and I’m always in my DMs. And that is, um, at thoughts from the couch.

Trisha Stetzel: At thoughts from the couch, I love that. Thank you. All right, let’s talk about balance. You’ve already mentioned it a few times. And I think that even perfectionism and the anxiety and the burnout that come from that create this imbalance in everything that we do because we want to be great at everything. So, so many of us struggle with this idea of work life balance. I like to call it integration because it is all just part of life and the work that we’re doing. Do you think that having balance is actually possible? Or how do we get to a place that we’re comfortable, even if there is no balance that’s possible?

Justine Carino: It goes back to uncovering how we define what is successful in our life, and how we do. That is getting very clear on what we currently value. And once we get that clarity, we set boundaries around those values. And then it starts to feel like balance for us, right? So it’s a little formula that I teach women to uncover. And then once they get there, they feel like a sense of relief, right? And we have to be flexible because what we value changes based on our life cycle stages. Just naturally, what you valued as a high school student is going to be different than what you value as a college student. What you value as a single person is going to be different than what you value in a partnership. What you value as a woman with no children may be very different than what you value with children, and the more children you have. So we every life cycle phase has to be a trigger for us to say, okay, what is important right now? Where do I want to put my efforts in energy? Um, I’ll use myself as an example. Life got really easy. I have an eight year old and a five year old and I was like, whew. Like I have some Freedom again, and I’m killing it with work. And I’m going to these meetings and I’m signing up for every networking group because I have more time. And then boom, oh wait, we’re having another baby. So it’s the grief of, oh no, I’m not going to have my time. Damn it. Um, but I know I’ll get it again, but I’m already sorting out. Okay, I’m doing June. What am I saying goodbye to for now. It’s a chapter, but then putting boundaries around those values and priorities for the season I’m entering. And I think women have to constantly be flexible with shifting those values around and prioritizing the boundaries around it. Then they will feel the balance.

Trisha Stetzel: Mhm. Yes. Yes and yes. And I never even thought about the things that we value having a life cycle or a cycle that goes along with where you’re at in life and what’s most important to you. Thank you for sharing that. Yeah. How do we how do we go about or even start setting better boundaries so that our lives align with our values? I hear you say, okay, well, I’m having another baby, so I’m just going to set boundaries. And that’s just the way it is. So many of us struggle with that dominant, just this is what I’m going to do. So where can I start if I just can’t make a decision on where those boundaries are?

Justine Carino: Absolutely. So I first want women to like, really, you could Google a list of values. There are decks on Amazon value decks, like get some clarity to get you brainstorming of like, what are the top five things that I want to prioritize? Is it connection? Is it community? Is it family? Whatever it is, once you have that clarity, take a look at your actual life. Take an inventory, look over your month calendar and see where you’re spending your time, how you’re spending it, and if that flow feels good, including the energy output for that flow. And get real, get honest and say, is my current life really a reflection of these values? Sometimes it’s yes. Many times it’s no. And that’s where you’re going to start. And you’re going to look at and say, okay, this thing that I’m doing, maybe I’m the coach of the cheer squad for my daughter. And that was fun. But now I’m realizing I can’t show up 100% to that and the way I want to. But another mom, take that over. I’m going to let this go. So when the signup comes next time, I know this is the one thing I’m going to say no to or clear out, right? And it doesn’t have to be as big as declining a volunteer role.

Justine Carino: It could be little things, right? Look at your calendar. How much time are you spending working outside of your work hours? Maybe we just pick one night that you’re not doing that right. So we take little baby steps. And psychologically, the baby steps are helpful because you’re scared to make this change. You’re worried something bad will happen if you give up this task. So you need a little baby step. So your brain accommodates and says, mm, that wasn’t as scary as I thought. I didn’t work till 8:00 at night on Wednesday, and everything was fine and everyone survived. And maybe I could do two nights a week of that and you start to learn it’s not as scary as you thought it would be. And those baby steps over time accumulate, and within six months, you kind of have a whole new schedule that is reflective of your values.

Trisha Stetzel: Mhm. Which all comes back to where we started, which is the we’ve got to get out of that perfectionism mindset and really give ourselves some grace to do things that we don’t need to do right now? Yes, because things are not going to fall apart if you don’t work for three hours on Wednesday night. Did you guys hear that, ladies? You have permission to not work on Wednesday night? Yeah.

Justine Carino: Exactly. Because we’re the women that want to do it all and actually can have some fun with. We like all of those things, but we have to pick. Unfortunately, we have to pick. That’s the reality.

Trisha Stetzel: Yeah, absolutely. All right. I want to talk about your coaching program because not only are you seeing patients one on one, but you also have a coaching program, the balanced boss.

Justine Carino: Yes. Tell me more about it. I have to say my own inspiration. I wish I had a coach at one point that understood all of this. Like I’ve had business coaches who really focused on strategy and that was helpful, but they couldn’t really relate to the other parts of my life outside of my business. Um, and some of the business coaches I’ve worked with, like work like 1,000,000 hours a week. I’m like, well, I don’t want that. And I, you’re giving me all these tasks and I can’t get it all done. Like, I got two kids at home too. Did you forget? So I wish I had that. So I was like, you know what? There’s got to be other female entrepreneurs that want to combine strategy with psychology. And that’s what I dig into. And I really have found that the perfectionism a lot of these women struggle with block their income. Um, they’re a bottleneck to making more money because there’s the over control, there’s a fear of taking risks. I’m afraid to delegate and hire more help. I’m going to do it all myself. That leads to burnout. And actually, um, gets you stuck in a plateau because you’re not scaling ways that you could if you just let go a little bit. So this program is a three month coaching program, one on one with me where we meet an hour a week and I go through everything with you.

Justine Carino: I want to know your family of origin, what your great grandmother did as a career, if she had one, where they immigrated from, how those beliefs form who you are all the way down to. What do you literally do every day? I want to know every minute of your schedule and see where we can switch things around. And I want to know your business and the business goals you have and what could be blocking. So we unpack it all psychology and strategy. Um, and we also talk to each other between sessions via Voxer. It’s this like little walkie talkie. So clients live can be like, oh, I tried to set that boundary today and I didn’t do it. What do you think? How can I pivot? So it provides that in-between session access. Um, and I have a ton of PDFs that help reinforce the skills they’re learning. I provide resources to other podcasts, books. I just want people to really dive in and do it consistently for three months and come out of there just feeling better about their life overall, because it’s more in alignment with what they’re trying to do.

Trisha Stetzel: Mhm. Okay. So where can listeners find out more about the Balanced boss?

Justine Carino: Yeah, it’s right on my website. Justine carino.com. Right on the front page there. There’s a tab, click it, it’ll tell you all about it. And I offer consult calls to see if people are fit.

Trisha Stetzel: Mhm. I love that. What a, what a very interesting, you know, being a leadership coach myself and even thinking about digging into someone’s history and beyond just their parents, but their grandparents and their great grandparents and the insight that you can gather, uh, as a psychotherapist from that information to help them really figure out where they are. Wow. That’s awesome. Yeah. Yeah.

Justine Carino: It’s fascinating, actually, so much how we show up as a business owner is really coming from so much history. The roles we played in our family of origin is probably the role you’re playing as a business owner, and we gotta see what’s working for you or not.

Trisha Stetzel: Absolutely. You brought up something that I think is really important, and we’ll tackle this last thing before we get to the the really hard last question that I’m going to ask you. But you talked about the control as business owners that that we have. And I think as women we do maybe even do that more so. And we’re not making the type of money that we could be because we’re the bottleneck in our business and not hiring people. And not all of those things where it’s this founder trap. What would you say to the ladies out there who are listening? They’re like, yeah, that’s me. I’m a either a recovering control freak or maybe I’m just, you know, finally, finally coming to terms with I’m, I’m a control freak. Uh, or just knowing that you’re that, that bottleneck. As the founder.

Justine Carino: I, one of my homework assignments for the women I coach is for the next week, I want you tracking all of the things you do in your business, literally. And it doesn’t have to be, it could be bullet points, right? And then at the end of the week, we’re going to look at it in the next session and say, okay, do you are you the person that literally has to do this task? Or can we train someone else to do it? And then we do the math. Okay, if that hour a day was spent serving a client, and if you charge X amount that hour a day, and then you paid someone else to do those tasks for that hour, usually the math is math that you are still going to bring a profit home. If you took on maybe 1 or 2 extra clients a week and delegated some of those tasks. So we take an inventory and then we we start slowly. Can we hire one contractor to take over this load. Can we increase each, um, client fee by 2%? 5%? We do a lot of math to figure out how this will work in your business. And before you know it, people learn to love. Oh my God, how did I survive without this help before? And I’m making more money and have a little bit more time.

Trisha Stetzel: Mhm. When you look at the hourly rate that your your own hourly rate in your business and you’re changing the trash can liners or sweeping the floor. Is that really what you want to get paid for? That’s a big deal. I love that you’re bringing that to light with these ladies you’re working with. Okay. So as we get to the back end, just one last question. If someone’s listening today, if a ladies listening today that feels overwhelmed trying to do everything perfectly, like everything we’ve talked about today really resonates with her. What’s just one small step she can take this week to reduce the stress and move toward a more balanced life.

Justine Carino: I have so many different responses, but I’ll pick one. Go back on your word meaning if you have all these commitments this week and you you’re saying, oh, I wish I did not have to do that this week. I dare you to cancel it. I dare you to text that person or send that email and say, I’m sorry I committed to this, but I’m unable to do it this week. I hope you understand. Period. Day one. And then deal with those feelings. It’s going to be uncomfortable. You’re going to have some guilt to manage, but it’s okay. You’re allowed to change your mind. You’re allowed to pull back on a commitment and put yourself first, and you will start to learn more and more what to say yes to and what to say no to.

Trisha Stetzel: And the person on the other side of that note is more forgiving of you than you are of yourself.

Justine Carino: Always. And if they’re not, you got a question that.

Trisha Stetzel: That’s right, then they shouldn’t be in your circle. Yeah. Bottom line. Absolutely.

Justine Carino: Absolutely.

Trisha Stetzel: Justin, thank you so much for spending time with me today. This time went by so fast. I want to have you back so we can just talk about saying no. I think that’s a really big thing, especially for women. We say yes to a lot of things that we really shouldn’t or no we shouldn’t, and we do anyway. So we’re going to circle back on that topic the next time you come to visit.

Justine Carino: Yeah, I’d be more than happy.

Trisha Stetzel: One very last time. Where can people connect with you best?

Justine Carino: Absolutely. Um, Instagram. I’m always there in the DMs. My handles thoughts from the couch. My website is Justine carino.com. And if you want to email me, it’s Justine at carino counseling.com.

Trisha Stetzel: Awesome. Thank you so much. And you guys go to your favorite podcast channel and listen to at least one episode. You probably should just follow thoughts from the couch with Justine Carino. Thank you again.

Justine Carino: Thank you. Trisha.

Trisha Stetzel: All right, you guys, that’s all the time we have for today. If you found value in this conversation that Justine and I had, please share it with a fellow entrepreneur, a veteran or Houston leader ready to grow. And be sure to follow, rate and review the show. Of course, it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

Wendi Pannell: Building Execution Discipline with the Business Gym Model

April 20, 2026 by angishields

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EmailSignatureLogo-WendiPannellWendi-PannellWendi Pannell is a dynamic business strategist and founder of Pannell Consulting. With over two decades of experience leading operations and teams at companies like HP and GE, Wendi specializes in turning ambitious visions into executable realities for tech CEOs and growing businesses.

As a fractional COO and operational partner, Wendi doesn’t just deliver roadmaps—she stays in the room while execution actually happens. Her approach transforms how leaders work: decisions stick the first time, progress becomes visible without chasing updates, and teams learn to navigate ambiguity with confidence.

Wendi is also the creator of Business Gym, an exclusive 90-day program for women entrepreneurs and leaders. Like physical fitness, business success requires consistent practice. Business Gym provides women with the regular training needed to strengthen vision clarity, communication rhythms, and accountability—creating sustainable growth through structure and community.

Known for her practical, no-nonsense approach combined with contagious passion, Wendi has earned recognition as a Regional Leader of the Year. She’s a passionate advocate for women in technology and balances her entrepreneurial ventures with life as a wife, mom to three boys, and dog mom to two border collies in Blacksburg, Virginia.

LinkedIn:https://www.linkedin.com/in/wwp/
Website: https://wendipannell.com & https://bizgym.wendipannell.com/

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. It is my pleasure to introduce you to my guest today, Wendi Pannell, today founder of Pannell Consulting and creator of business. Jim. We’re going to touch on that in a few minutes. Wendi is a business strategist and fractional COO who helps growing companies turn ambitious visions into real execution. With more than two decades of experience leading operations and teams at companies like HP and GE, she works with founders and leadership teams to bring clarity to priorities, install strong execution rhythms, and reduce founder dependency so businesses can scale effectively. In addition to her consulting work, Wendi recently launched Business Gem, a structured 90 day accountability program designed to help women entrepreneurs strengthen their leadership, build momentum and grow their businesses through community and disciplined execution. Known for her practical and direct approach, Wendi helps leaders move from ideas to measurable progress. Wendi, welcome to the show.

Wendi Pannell: Thank you so much. I took notes on several of the description items.

Trisha Stetzel: I saw you doing that in the background. I’m like, okay, is this a good thing or a bad thing?

Wendi Pannell: So it was good. There’s lots of dialog.

Trisha Stetzel: Yeah. So tell us a little bit more about you.

Wendi Pannell: Yes. So, um, I have three boys. I’ll start with that because I think that paints a picture of the chaos in my personal life that I also have to keep under control and also just let happen. Um, and yeah, live in a small town in southwest Virginia. So Blacksburg, Virginia, home of the Virginia Tech Hokies. A lot of people know about and, you know, I just, I really love what I do, both from a, you know, fractional COO with small to medium sized tech companies to my recent kind of role in creation of the business gym, which is truly a passion project that allows me to honestly just be more present in my hometown and engage with the community. Um, and that’s just brought me so much unexpected joy. So I’m really getting to like do passion projects and my day job that pays the bills, um, all the time. And yeah, I’m just loving it.

Trisha Stetzel: I love that. That’s fantastic.

Trisha Stetzel: So it brings something to mind. Wendi. And I think a lot of us women struggle with is the, uh, the old adage of work life balance, which is now really integration, I believe. How do you keep it all together?

Wendi Pannell: Definitely a lot of plates spinning, I think. Uh, when I first had not first had kids, like I was maybe ten years in, I realized it wasn’t about balance. It was about being present in the times that I needed to be present. Um, it was some days I was 100% a mom or 75% mom and 25% an employee probably at the time because I didn’t have my own business. But it’s also about setting expectations, right? With my husband, with my kids, with my employer. Now it’s with myself. I have lots of conversations with myself, but setting those expectations and knowing that sometimes somebody’s getting more of me than the other, and that’s perfectly okay.

Trisha Stetzel: Oh, did you guys hear that it is okay to be a mom on a day that you need to be a mom, and it’s okay to be a business owner on a day that you need to be a business owner. And what I heard you say, Wendi, and I think it’s great advice is you got to have guardrails or guidelines with your family, yourself and your business.

Wendi Pannell: Yeah, 100%. It’s setting the expectations that, um, you know, this is how I’m going to be showing up or not showing up like, hey, I’m sorry, I’m going to miss the practice or the game or the event or to my employers, the same. The other thing my husband and I kind of decided on early on is when one of us would take a new role for three months, we could be less at home because we knew we were getting integrated into this new role, this new job. And so that kind of communication expectations just just rolled into when one of us have a big project or a client delivery, we just know what’s going to be there or not be there.

Trisha Stetzel: Yeah, absolutely. Okay, so this reminds me that you’re a fractional COO, or that’s the role you typically take when you’re working with other companies. Can we talk about that? There’s a lot of fractional C acronyms out there these days. So when we when you say fractional COO, what does that mean?

Wendi Pannell: Well, when I first went out on my own, you know, I, when I worked for any company, I was all that always that person in the organization that you could just drop in and ask me to go fix something, go figure out what they’re doing, like make it better, make it more efficient, make money, shut it down. Maybe. Um, so when I decided to go out on my own, I didn’t know what I was. I was like, aren’t people just going to hire me because I get stuff done? Um, because I’ve never done like the sales and marketing. I didn’t understand when you’re out on your own, you have to tell people what you do. They don’t just know what they do. What I know, and quite frankly, a lot of my contacts were in big fortune 500 255 companies, and that’s not who I was wanting to help. So I actually joined a cohort of other like minded and kind of same space, same season. And I explained to them what I wanted to do, which was to go in and help companies be more efficient and get things done and execute. And one of them were like, well, you sound like a fractional COO. And I was like, oh yeah, that makes perfect sense. Now the fractional space is definitely more saturated than it was, which is good because more businesses understand what a fractional consultant can bring.

Wendi Pannell: And essentially it’s you are getting the full breadth and depth and season of a professional of a person at a fraction of the cost. For me, it’s about working with companies that are not ready for a full time CEO. Maybe they’re in that scaling stage, or maybe they have a COO, but they are growing so fast they need other focus or expertise or another set of hands. Um, so because I’ve been in the tech space for, I hate saying two decades or 25 years, it sounds so long, but for a long time, um, I have just seen a lot of different things. I have a lot of different experiences, so I’m able to jump into a company and get acclimated very quickly. I think that’s one of my superpowers. I can kind of look around and absorb what’s going on and listen. I don’t come in and say, we need to do this right away unless there’s a very clear and obvious problem. Um, but the things that I do implement right away are just basic standards that, quite frankly, any company, I don’t care where you’re at if you don’t have these three things, they’re the things that you need to do right away. So fractional is just really enabling growing companies to get super focused and make sure that they’re executing.

Trisha Stetzel: Okay, so let’s talk about that execution piece. Um, I’ve heard you say, and we connected on this, that a lot of companies think they have a strategy problem when they really have an execution problem. So what does that look like in real life or what have you seen play out?

Wendi Pannell: So it’s funny. That is what I wrote down because I had the business at the beginning. You’re like business strategist. I really need to reframe that differently. The strategy is honestly to do more execution because a lot of companies will spend a lot of time talking about or figuring out what that strategy is, but then they put it up on the shelf that I had over here, and they don’t talk about it again. So what I really am going to bring in to companies is making sure they know exactly what matters. What is that one, two or maybe three things that need to get done this quarter this month. I usually think in quarters that’s just the corporate side of me. Um, you know, what is that that needs to get done and let’s talk about it every week. Like with the people that matter with your execution team. Let’s talk about that one thing and give it a status, because we’ve been really clear about what good looks like, what success looks like. Um, one of my favorite analogies, I love prosecco, but I say champagne. I want businesses to know when they can pop that champagne. Like when do they need to start chilling the champagne? So they can pop that champagne. And you can’t do that unless you know specifically about where you’re going. So a lot of companies feel like they have goals and they probably do, but they probably have conversations too often about, well, are we there? Did we reach it? Is this. You know what? No it’s not. So helping them get super clear about what that goal is, um, is I think, a game changer. And then talking about it, taking that strategy and putting it in action, you know, building a roadmap so that everyone can kind of see where we’re going and, and they know, yes, we’re going to do that, but not yet because we need to get these few things in line first. So it’s really about my strategy is just about more execution and talking more about what you’re executing on.

Trisha Stetzel: Yeah, absolutely. Okay. You guys are hearing it now, this practical and direct approach that Wendi has and something that I really, really love, something else that you focus a lot on is this founder dependency. And I, I think that we talk about it a lot and our founders are hearing it, but they’re not actually doing anything about being that dependent or the dependency being on the founder. So how do leaders start building systems and leadership inside of their company? So it doesn’t just become dependent or stay dependent on them?

Wendi Pannell: This one is tricky because it’s also very much a feelings thing and a trust thing, which is something that a lot of business owners or founders don’t want to talk about or don’t even recognize, like they probably see the dependency is, oh, the team needs me or I built this company. Of course, I’m supposed to know and do and be responsible for everything. Or, you know, I am so busy and, um, and it almost feels good because you are needed even as the company is growing, which I get it like that all does feel good. Like there’s a side of me as a mom that I’m like, oh, you don’t you don’t want to come home even though you’ve graduated. Like you don’t want to hang out. It hurts, I get it. Um, but not, but, and I think that a lot of founders get burnt out and frustrated and are kept up late at night because they’ve got a great team, but things aren’t moving. They haven’t seen progress. Progress. They can’t name the progress. If they have a board, they don’t have clear visibility into. These are the things we’re getting done. Here’s how we’re using your money. Um, so I think founders first need to recognize that they are the bottleneck, right? If everything has to run through them, the company is not moving as fast as it could. And you probably have maybe unhappy employees, right? You hired people to do a certain job.

Wendi Pannell: And I feel like when you remove yourself as a bottleneck and you get really clear about where you’re trying to go and how you’re going to measure success as a founder or a CEO, it’s now just like giving your entire team capes. They’re all going to become superheroes for you and for the business. And things are just going to get done faster. So it’s really about recognizing that you are the bottleneck because every answer, every decision has to go through you. And if you’re at a certain stage of growth, it’s also going to be about making sure that you have the right people in the right seats. What I see oftentimes, and is also a very much a feelings and a difficult conversation is the people that got you here are not the people that that could get you to the next stage. And recognizing and understanding that and taking actions to make sure you have the right people in place is kind of another factor of that, because it might be that you’re holding on to everything. As a founder or a CEO, because you don’t have somebody to trust that you can hand it off to. So they really have to find the people that they trust, which mean that they are capable, capable, and they understand your vision and they’re able to help you articulate your vision.

Trisha Stetzel: Mhm. Thank you for leading with its emotional right. Being a founder and building a business is very emotional. And I think sometimes we just categorize that as being in control of everything. Yeah. And I love that you said put, let allow the people on your team to put on their capes. I like to consider it a gift to those who are on your team so that they too can, um, grow and get better. All right. I know we are already halfway through and there are some ladies and gentlemen that are listening today that already want to connect to you and learn more about what it is that you’re doing. Wendi. So where is the best place for them to connect with you?

Wendi Pannell: Yeah, I am very active on LinkedIn. I share my thoughts and what I really think about things. So definitely find me on LinkedIn. Wendi with an I panel, two ns, two L’s. Um, and then my website also just kind of puts it out there. Like I like to think and how I kind of, um, how I think about working with businesses. So those are two great places to connect with me just to understand more about who I am and what I like to do.

Trisha Stetzel: Fantastic. Thank you Wendi. And as always, you guys, I’ll put that in the show notes as well. So if you’re sitting in front of your computer, you can just point and click and get directly to Wendi with an I panel with two ns and two L’s. All right, Wendi, I want to shift just a little bit to, um, women in business and accountability. So tell me what you’re up to and let’s talk more about that.

Wendi Pannell: So this was definitely not something that was on my 2025 bingo card. Um, actually one of my objectives in 2025, I’ve always been very involved in women in technology. So it usually run through local tech councils. I was kind of at a season in my career where I wanted to be more intentional about how I was helping women, like how could I give back because I’m in a season of my life where I have the bandwidth and the energy to give back. And so I kind of wrote it off because I was just so busy with the fractional COO stuff that I had not found that thing. And I joined a local coworking space and they asked me to do a series like a talking series. And I did it on, I actually called it UGG goals, right? Because a lot of people, especially for smaller businesses, are like, goals are for corporate. That’s not for like my small business. So I did the session and it ended up being women business owners that joined. And afterwards they were all talking and they said, I really, you know, I know what I need to do. I know these are things that I need to do, but I just really need somebody to hold me accountable. And as this, like new entrepreneur, uh, I was like, oh, like, I think I can help with that because I had come up through GE where we did cohorts and, you know, had these concepts of bringing small like groups of people together.

Wendi Pannell: Um, and GE was like actually the different panels. So we had health, health care, um, banking airplanes, like trains, right? All of the different industries. And so I’m like, well, what about this? And so I, um, with another woman that had already been kind of coaching, we’re talking about creating a group of women. And I know as a woman entrepreneur myself and founder that in the beginning I had the hardest time investing in myself. Like I was like, I shouldn’t spend money because I’m not making money yet. And so I just kind of scoped it out to be, let’s do 90 days. So a quarter, right? Going back to my corporate, um, let’s do 90 days. And you were going to pick one, one big goal that’s going to move your company forward. And then we’re going to meet weekly as a group and we’re going to hold each other accountable. And you know, I would do some coaching about what I had seen in my own business. And, and also just quite honestly, bringing all my corporate lessons learned into these smaller businesses, which many of them had not been in corporate, like they’ve always been entrepreneurs or they hadn’t experienced some of the systems or things that you could put in place.

Wendi Pannell: And so they were like, yes, eventually it did take me some convincing to get some women to sign up. It goes back to that, oh, I don’t have the money. I shouldn’t convince, I should not invest in myself. So the first time I got four, um. And at the end they were like, you’re going to do this again, right? Like we’re going to keep going and we’re going to do this in Q1. And so I really didn’t plan on that, but I was like, okay. And then in the second cohort, I’ve got seven. Um. The other thing I would do, I want to add this in because I think it’s important because I’ve had coaches that did not go well that were not a good fit. I said if you do not get 100% return on your investment through new clients, through time saved, I will give you all of your money back. I wasn’t trying to earn money on this. I was really just trying to kind of support them and get them to invest in themselves. Because when you invest in yourself, you also change your mindset about the importance of yourself and the importance of your business.

Wendi Pannell: And so I was passionate about that. If no, if at some time they weren’t, now they did have to show up like to ten of the 12 sessions and they had to show that they were putting in the work and the effort. Um, so the next go round, I’ll probably get at least those same three women back again and hopefully some of the new ones. But it’s just brought me so much joy to be able to take what I’ve learned over the years from small and big businesses and give these women different perspective, but also a group that when they walk in, you know, to our small little conference room, they don’t have to explain the kind of day they’ve had. They’re all entrepreneurs. They’re all wearing multiple hats, taking care of parents, taking care of children, you know, being in relationships, also doing other things in the community. They just know today I might be an exhausted, and I’m just going to sit over here and absorb what all of you other women are putting in. But I’m taking things away. So just that joy of bringing amazing women together and helping them to grow their business in a very systematic way It’s just been amazing.

Trisha Stetzel: That right up my alley and the whole reason that we were introduced to each other in the first place, right. Uh, because of the work that we do. I, we, before we started recording, we were talking about in-person versus virtual. So tell me what you’ve seen in this first. Now going into your second cohort, the difference it makes having women come together in person.

Wendi Pannell: Yeah. I love, uh, these women too, because they’re like, Wendi, you should scale this. Like you should take it online and, and get women from all over. And honestly, I would love to, because I would love to have that bigger impact. Um, but I think part of the magic is being in person. And so we, because we are juggling multiple things, we do one week in person and one week, um, together in a conference room. So every other week we’re in person and I’ve just shared with them and I’ve asked them like, I think part of our magic is that we get together in person. And so we have that like additional bond. We can really see each other’s faces. And even with my, you know, my CEO clients, if I can meet them in person, um, which I don’t always get to do. I absolutely love to break bread together because it just makes the rest of the conversations easier and things just get done faster. I find, um, so I’d love to scale it and, and share this. So if, if I don’t scale, I would love to encourage other fractionals because I think I do have this energy. Um, I’m also a huge organizer, but the other thing I’ve been able to help a lot of them with is tech like, hey, you’re doing this, we could make this faster. Here’s some technologies you could consider. So if you do something like I do, you’re in a perfect space position and mindset and skills and ability to open like this in your hometown and, um, it’s fantastic.

Trisha Stetzel: I love that. So, uh, if you’re listening today and you happen to be interested in creating or being a part of a women’s cohort, women in Business and accountability group, I think Wendi might like some feedback on in person or do you scale it and go online? I love the idea of over a 12 week period, you meet six times in person. It’s a difference maker. Trisha’s opinion, and I love that you’re doing that. So if you guys want to reach out, you know how to find Wendi on LinkedIn or on her website. I would be remiss if we didn’t talk about business. Jim, can we talk a little bit about that? Tell me about your 90 day program.

Wendi Pannell: Yeah. So the structure is that for 90 days in the beginning, just like I do with my fractional co clients, we define one very clear goal. And usually this is where this is where they learn about my feedback style. So I’m pushing them on. Well, what does that mean? What does that look like? When can we pop champagne? So they have a very specific goal line. So and this again, um, I can creating goals to like understanding how a sommelier tastes wine. It’s taken me years to understand what a good goal is. And so the and I use the objective and key results framework because I love how it mixes the why with the how and the what. Um, so I push them to define that because they have to start with clarity. And once they do the or have the goal, we store it somewhere where I’m showing them, hey, you’re bringing this back on a weekly basis. I teach them a cadence of how they check in with themselves or how they check in with me, because I also do one coaching call with them a month. Um, so clarity and then that cadence of talking about it once a week. Uh, and then the next part is, okay, when we’re getting together in that, in that time, that 75 minutes that we’re together, we are talking about what did you get done? What roadblocks did you have? And what are you doing this coming week? What’s going to move the needle? It’s if you’re in technology and the tech space, it’s a stand up, right? It’s a 15 minute stand up that a lot of tech tech teams do. So getting them in the system and the cadence of clarity and cadence and asking themselves questions is what helps to move that goal forward.

Wendi Pannell: And honestly, it’s the exact same thing that I use for bigger tech companies is, um, write down the one thing that matters, right? For them, I also will say, ask your team, don’t assume, ask them what’s sticky, what’s not moving. So even for these smaller solopreneur entrepreneur women. What? What’s slowing you down right now? And if you have a team and you start asking your team that. Because a lot of leaders assume they think what’s slowing them down because again, it’s usually not the strategy. It’s tactically what is slowing those folks down. Then they’re going to be able to make their strategy execution move faster. And then again, the difference, the simple difference that a 30 minute check in a week. I don’t care if you’re a solopreneur. I have check ins with myself. I’ve got a spot on my calendar panel consulting check in. And during that time, I’m looking through my goals, my objectives, and my key results. And I’m being honest with myself about what moved and what didn’t, and that helps me prepare for next week. What do I need to mitigate? What do I need to really help to move me forward? And as a solopreneur, it’s great because it’s keeping me accountable because it’s really hard when you’re a solopreneur sometimes to kind of hold yourself accountable. But the great thing about this is, you know, even though I work with a lot of tech companies, those three things don’t require a consultant. They don’t require new technology or tools. It is the art of like accountability and clarity that’s really going to help any company solopreneur to, you know, $20 million in IRR to move the needle.

Trisha Stetzel: I love that you work in 90 day sprints. I don’t know if you use that word. That’s just what came forward for me. And it really feels like as a solopreneur, just an entrepreneur with a small team that I don’t have to eat the elephant all at once, it feels way less overwhelming to do everything in 90 day sprints. And you, you’re doing this in your daily work with your clients, with the women that you’re bringing in and other business. Jim. 90 day Execution cycles, uh, to get us where we need to be. And I think that’s fantastic. So I have one more as we wrap up. I have one more question for you, Wendi. Um, if a business owner leader and especially the women who are listening today, if they feel stuck or overwhelmed, what’s one small thing they can do this week to bring more clarity and execution into her business?

Wendi Pannell: Write down, which could be brainstorming. What is the one thing that matters that they need to move this week? You could even start with this week. What is the one thing that you need to get done this week and make that your priority? Move mountains, move calendars, move things that aren’t important off of your calendar and block time to review it, to do it, to make the plan to get it done. You know, there’s also psychology around a list, right? And checking things off when you feel like you’re making momentum on a regular cadence, it gives you that boost to keep going. And when you are running a small company or you’re in growth mode, those little wins count a lot for you and for your team. So my suggestion that one thing would be to write it down. But here’s the other thing that I think, um, a lot of folks could use help with is, is that the right thing? And when you are working on your own and you don’t have a co-founder or a COO or just somebody who’s like, got your vision and your passion to push you on whether that is the right thing. You know, this is where having mentors, you know, having people that have gone this path before, having a cohort of other women or reaching out, you know, to a fractional CFO. Somebody wanted to send me their goal in, um, in a DM on LinkedIn. Listen, I nerd out about this stuff, so send it to me. I’m happy to say, yeah, this isn’t going to work for you, right? Even if it’s just how it’s worded, I can quickly say you’re not going to know when you hit this. You need to be more specific. So I think that could just be the one thing they do for the week, the quarter, the month, not the year. Please, not the year. Start small. What is one thing that you absolutely have to get done to move the needle in your business?

Trisha Stetzel: Mhm. Fantastic. So two questions for the audience to think about is what’s the one thing and is it the right thing? And you guys need to reach out and check in with Wendi. She is amazing. Thank you so much for being with me today. Tell folks one more time how to find you.

Wendi Pannell: Linkedin. Very active. So Wendi with an I and panel two ends, two L’s and then my website poorly named. So I’m not in marketing but Wendi parnell.com.

Trisha Stetzel: Hey that’s fantastic. Then we can find you so easy, I love it. Thank you. Wendi, it has been my pleasure to host you. Thanks for spending the time and joining me today.

Wendi Pannell: Absolutely. Thanks, Tricia.

Trisha Stetzel: All right guys, that’s all the time we have for today. If you found value in this conversation that Wendi and I had, please share it with a fellow entrepreneur, a veteran or Houston reader leader ready to grow. Be sure to follow, rate and review the show. Of course, it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

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