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Leading Innovation In The Digital Age: A Blueprint For Forward-Thinking Leadership

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by Mike Peterson, founder of Apex Consulting Partners and author of “Leading in the Age of Digital Disruption“

Innovation isn’t just a business advantage — it’s a leadership imperative in the digital age. As AI, hybrid work, and global teams reshape how we operate, leaders must go beyond traditional methods and create environments where bold ideas thrive. That begins not with strategy, but with people. Leaders play a central role in driving this innovation — not by dictating solutions, but by creating the environment where bold ideas can take shape and flourish.

When you cultivate a culture of innovation, you’re not just encouraging creativity; you’re building a framework that supports continuous improvement, growth, and resilience.

Here’s how to lead the way.

1. Increased Engagement.

When employees are empowered to contribute ideas and explore creative solutions, they feel more engaged in their work. Innovation fuels excitement and ownership, leading to higher morale and stronger performance.

2. Better Problem-Solving.

Innovative teams are better equipped to solve complex problems. A creative environment encourages people to tackle challenges from multiple angles, generating more effective and original solutions.

3. Sustained Growth.

Innovation is key to long-term growth. Companies that continually innovate are more adaptable, more responsive to customer needs, and better able to stay ahead of the competition.

Building a Culture Where Innovation Thrives

Before organizations can innovate, leaders must create the conditions for innovation to emerge. Innovation isn’t accidental — it’s cultivated. Creating a culture of innovation requires intentional leadership.

Here are some essential strategies:

1. Encourage Experimentation.

Innovation thrives in a space where people can explore new ideas without fear of failure. That doesn’t mean abandoning standards or pursuing reckless ideas — it means supporting thoughtful risk-taking and creative problem-solving.

Create opportunities for experimentation. Set aside time for brainstorming or structured idea sessions. Let your team know that even failed experiments are valuable learning experiences.

2. Promote Cross-Department Collaboration.

Great ideas often come from unexpected places. By breaking down silos and encouraging collaboration between departments, you open the door to new perspectives and breakthrough thinking.

Facilitate this by organizing cross-functional meetings or task forces focused on specific challenges or projects. Encourage open dialogue and the sharing of different viewpoints.

3. Provide the Right Resources.

Innovation doesn’t happen without support. If your team is bogged down by routine tasks or lacking access to the tools and training they need, creativity suffers.

Assess what’s missing. Are there new technologies, additional personnel, or skills training that would support innovation? Remove the barriers and give your team the freedom and resources to think creatively and act on their ideas.

Embrace a Continuous Learning Mindset

A culture of innovation is built on a foundation of continuous learning. Growth isn’t a one-time effort — it’s a cycle of development, action, reflection, and refinement.

As a leader, model this mindset. Identify areas where you can grow, pursue new skills, and share what you learn. Encourage your team to attend workshops, conferences, and training sessions. Stay informed about industry trends and share insights regularly.

Over time, this approach becomes embedded in your culture, driving ongoing improvement and creative thinking at every level.

Balancing Innovation with Accountability

One of the most important challenges leaders face is maintaining the balance between innovation and accountability. While creativity and experimentation are vital, innovation must still align with your organization’s goals and mission.

Set clear expectations. Provide your team with objectives and guardrails. This ensures innovation is purposeful — not just creative for its own sake. When people understand the broader vision, they can direct their energy and ideas in a way that drives meaningful outcomes.

Final Thoughts

Innovation doesn’t just happen — it requires leadership. Your role is to create an environment where creativity, experimentation, and growth are not only encouraged but expected.

Lead with purpose. Invest in your people. Create space for learning and collaboration. When you do, innovation becomes not just a strategy, but a way of life.

 

mike peterson

Mike Peterson is the founder and managing partner of Apex Consulting Partners and the author of “Leading in the Age of Digital Disruption“. With nearly two decades of experience in HR and IT, he has held global leadership roles at BioMarin, Zogenix, UCB, and Structure Therapeutics. Peterson has been certified by both SHRM and the HR Certification Institute. Learn more at www.apexconsulting.partners.

 

From Freelancer To Founder – Lessons In Leading Creative Teams And Clients Alike

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by Muhammad Ibrahim, Founder and Creative Director of Creasions

Being an entrepreneur is like jumping into a vast ocean — exciting and full of possibilities, but also a bit daunting. My journey from an individual creator on Upwork to the creation of Creasions, an agency based in Texas, has taught me that managing teams and serving clients is far from working by yourself. It’s a transformative process that requires more than just technical expertise but emotional intelligence as well as business acumen and the ability to motivate others.

The whole thing began with just a single Upwork profile. It’s true that I started as an independent contractor on Upwork and built my profile, establishing my name by delivering projects and gaining experience in communication with clients and managing projects. These early days provided me with the foundation I needed and as demands from clients increased, so did my desire to grow.

In this article I’ll be sharing my most beneficial lessons I’ve learned along this journey. If you’re a freelancer thinking about the next step or managing the team, I’m hoping these lessons can assist you with the obstacles and help you build a company that is successful.

Lesson 1: Trust is the Foundation of Everything.

When you are a freelancer, clients choose you by your portfolio and ability to meet their expectations. However, as a founder trust goes beyond personal reassurance. Your team needs to believe in you for providing an unambiguous direction, support as well as fair and equal opportunities. Your clients need to trust that your agency, regardless of which team member is involved in the project — will deliver the same quality.

I have learned that trust can only be built by creating expectations early and proactively communicating. Regular check-ins with the team, clear timelines for projects, and an environment of honesty create an enduring base. Once trust is built, the creativity can flourish.

Lesson 2: Leadership Means Letting Go (Sometimes).

One of the most difficult transitions from freelancer to founder is learning how to delegate. As freelancers, you’re the marketer, designer, writer as well as a project manager combined into one. You’re in charge of every pixel and word.

As a founder, having to manage everything could hinder your growth as well as the potential of your team. I needed to adopt the notion that leadership isn’t about doing everything, but about helping others achieve their goals. The power of delegation lets you focus upon strategy and goals while allowing your team to think differently and be a part of the solution.

Lesson 3: Culture Starts with You.

It’s not just about amusement or team-building activities. This is the thread that invisibly connects your team. As an entrepreneur your beliefs, values, communication style, and attitude determine the foundation for your team’s culture.

I realized that creating positive environments starts with setting the example by creating an environment that encourages open discussion, celebrating successes (big or small) and establishing an open and safe environment to give feedback. A solid culture encourages loyalty and helps your team face difficulties together.

Lesson 4: Clients Are Partners, Not Just Projects.

As freelancers, you could treat each client as only a one-off job; however, when you work for an agency, relationships that last are crucial to the longevity of your company. The most productive customer relationships I’ve experienced are ones where the clients feel like they are true collaborators in the creative process.

Participating in brainstorming sessions with clients and sharing their progress publicly and working together on goals does not just build trust, but also results in better results. If a client feels valued and listened to, they have a higher likelihood to stay and will recommend your company to friends and colleagues.

Lesson 5: Learning Never Stops.

The work of running an agency involves being a project manager salesperson, mentor, budget planner and even a cheerleader. I soon realized that my success as founders is tied to my desire to continue learning.

The time I spent reading as well as attending webinars and social media made me develop skills I didn’t realize I required. Also the opportunity to learn from my team members proved to be important. Listening to their perspectives and experiences helped us improve our processes and encouraged creativity.

Lesson 6: Structure Without Stifling Creativity.

One of the common misconceptions concerning creative agencies has been that having too many rules can kill creativity. However, I discovered the reverse to be the case, that structure allows creativity to flourish. The clear workflows, the system for managing projects, and realistic deadlines will give your team the trust and freedom to focus on the work that is important.

I used collaborative tools such as Design review meetings and boards for projects, which let everyone stay on the same page without having to constantly micromanage. The result? More innovation and better results for our customers.

Moving from a simple Upwork profile to the founder of an organization is a path full of growth, challenges as well as incredible benefits. The process is more than just a matter of titles. It’s about transforming into a person who inspires others, builds trust and influences the future of the creative industry.

For those who are on this path, take the lessons learned. Keep learning, be flexible, and keep in mind that the best change happens when you go outside of your comfortable zone.

 

muhammad ibrahim

Muhammad Ibrahim is the Founder and Creative Director of Creasions which is a Texas-based digital agency that specializes in branding, web design, and marketing. With more than 17 years experience in the field, Muhammad has helped numerous established and emerging businesses to improve their online presence as well as achieve their goals in marketing. He is enthusiastic about sharing his knowledge on the business of entrepreneurship, design thinking and efficiency.

 

Harnessing Paradox: How To Lead With Confidence Amidst Competing Demands

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by Dr. Laurie Cure, CEO of Innovative Connections and author of “Leading without Fear“

Today’s business landscape is busy, rapidly evolving, and consistently pulls leaders in opposing directions. Modern business leaders must be able to pivot quickly and adjust to whatever is thrown at them, which can lead to weakened confidence and burnout in many cases. 

Striking a balance between innovation and stability, speed and quality, and their individual needs and organizational priorities is a critical success factor. These are not outlying issues, but modern-day paradoxes that all leaders must grapple with. Embracing the paradox that lies within leadership is a pathway to ultimate success in your leadership role. 

Why paradox is natural and necessary

Organizations are dynamic, multifaceted places that require many layers to operate efficiently. When competing demands on leadership exist, paradoxes are bound to arise. 

For example, good leaders must be globally minded yet locally focused, or they need to manage structure while maintaining flexibility — factors that enable them to manage both extremes and utilize them to strengthen their organizations. These seeming polarities fill a leader’s world, and the complexity of the issues is expanding.

Rather than resisting the paradoxes that exist within leadership roles, leaders should lean into them and harness the power of being able to juggle competing demands. Only by building a strong foundation where one can embrace paradoxes can one become an effective, change-making leader. This leadership capability also enables more comprehensive and systemic decision-making. 

By shifting one’s mindset around paradoxes, the multifaceted nature of one’s position becomes less of a burden and more of a natural part of any leadership role. 

From competing demands to opportunities for growth

A truly effective leader knows how to leverage the paradoxes they face and turn them into opportunities for growth and innovation. Leaders skilled at this can unlock new possibilities within the organization by anticipating paradoxes and preparing themselves and their team to pivot as needed. 

Great leaders can hold space for conflicting priorities simultaneously, whether it’s figuring out how to make a product quickly and with high quality or balancing rapid organizational scaling with maintaining strict operational standards. Many notable business leaders refuse to take an “either/or” stance on paradoxes, instead adopting a “both/and” mindset that enables them to balance bold, innovative choices with robust quality and financial control, which is crucial for long-term business success. 

One shining example of the “both/and” mindset is former LEGO CEO Jørgen Vig Knudstorp, who took over the struggling LEGO company in the early 2000s. LEGO had been operating under an “either/or” mindset for years, swinging between quality and innovation, with neither extreme being sustainable. Knudstorp ushered in a dramatic new era for LEGO, introducing intentional balance between quality and innovation, allowing LEGO to rediscover its roots that made it a household name.

By embracing paradoxes and organizational approaches that allow for honoring diverse input, maintaining quality, and acknowledging issues that need to be fixed, leaders can turn possible tension into opportunities for growth. 

How to have a both/and mindset and use paradoxes to your advantage 

Harnessing the power of paradoxes and becoming a leader who embraces the concept of “both/and” can be easier said than done for most people. While not everyone has a natural ability to think of everyday stressors as positive motivators, those in leadership positions should adopt a dual mindset. 

Instead of compartmentalizing paradoxes, leaders should accept that opposing ideas can coexist within organizations, and that they always will, no matter how hard they try to separate them. Leaders also need to be strategic with their planning, learn to set clear boundaries, and recognize that leadership within an organization is a marathon, not a sprint, requiring sustainable habits to achieve success. Using polarity mapping and other tools can support leaders in proactively navigating paradoxes and using them to their advantage. 

By engaging in adaptive decision-making, leaders know when to move forward toward innovation and growth, and when to pause thoughtfully and consider their next moves. Too much of one or the other can create stagnant inaction or carelessness, leading to poor decision-making. 

Leaders must also foster a work environment that welcomes diverse viewpoints. Embracing paradoxes means discarding all-or-nothing sentiment. If a wealth of different ideas is welcomed, the positive benefits of paradoxes can thrive. 

We are living in a time of rapid change for organizations. Leaders who recognize the paradoxes within the business landscape and embrace them can turn them from a potential problem to a dynamic positive. By approaching leadership with the right mindset, one can lead their organization forward and become a model of confidence for their team.

 

Laurie CureAs seen in Fast Company, Business Insider, and BuiltIn, Dr. Laurie Cure, Ph.D., a leading voice in emotions, fear, and psychological safety, serves as the CEO of Innovative Connections. With a focus on consulting in strategic planning, organizational development, talent management, and leadership, Dr. Cure’s expertise in change management and culture evolution empowers her clients to achieve organizational success by enabling them to discover and release their human potential. She is the author of “Leading without Fear“, a book that addresses workplace fear.

 

7 Strategies To Succeed As An Entrepreneur During Times Of Turbulence And Uncertainty

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by Lauren McDanell, Vice President of Strategy & Growth at SEED SPOT

Economic turbulence can feel like a monumental challenge for any business. Unpredictable markets, shifting consumer habits, and global disruptions can create countless roadblocks. Yet, these very obstacles present unparalleled opportunities for startups to prove their resilience and ingenuity.

Unlike large corporations that often move slowly under the weight of bureaucracy, startups are uniquely positioned to capitalize on uncertainty. Their agility, fresh perspectives, and lean operations make them the perfect incubators for innovation and growth during challenging times.

Uncertainty isn’t just a hurdle; it’s a proving ground. For startups, it’s a chance to embrace their nimbleness, break the mold, and reimagine what’s possible.

Below, we explore how startups can lean into their strengths and use turbulence as a catalyst for innovation, growth, and success.

1. Agility Is Your Superpower.

Startups thrive where corporations falter because they can pivot quickly. When circumstances shift overnight, startups are less tied down by rigid processes and hierarchical decision-making. Instead, they have the flexibility to act on market needs in real-time.

Consider the pandemic when small businesses like local bakeries turned to delivery services or fitness enthusiasts launched virtual workout classes almost immediately. While corporations spent months strategizing, startups were already executing.

How to lean into agility: Stay close to market trends, listen to your customers, and be bold enough to experiment. Regularly assess how your business can adapt its offerings or model to stay relevant.

Pro Tip: Speed is not just about reacting, but about planning for uncertainty. Build flexibility into your operations so you’re always prepared to pivot.

2. Master Your Cash Flow (and Stay Lean).

Startups, by necessity, operate with limited resources. This constraint can actually work in their favor during turbulent times. Large corporations often suffer from bloated budgets and unnecessary expenses, but startups excel at doing more with less.

To turn cash flow into a strength, prioritize liquidity. Create a cash flow forecast that considers best, moderate, and worst-case scenarios so you remain financially nimble. Cutting nonessential costs might be painful, but it’s an exercise that builds discipline and frees up resources for high-impact areas.

Pro Tip: View your lean operations as an advantage. Being resourceful nurtures creativity and ensures that every dollar spent brings value.

3. Deepen Customer Relationships Through Personalization.

Small businesses and startups have an edge over corporations when it comes to personalized customer interactions. You aren’t dealing with layers of systems or policies to connect with your audience; instead, you can communicate directly, consistently, and authentically.

Start by prioritizing conversations with your customers. What do they need most right now? How are their concerns evolving? Leverage this trust and understanding to tailor solutions that meet their changing preferences. Whether it’s offering flexible subscription models or surprise perks, small touches go a long way in strengthening loyalty.

Pro Tip: Use your agility and personable approach to cultivate long-term relationships. Loyal customers are not just revenue sources but also advocates who amplify your brand.

4. Lean Into Strategic (and Low-Cost) Innovation.

Innovation doesn’t have to mean building the next big tech product. For lean startups, innovation can be as simple as introducing a more intuitive user experience, streamlining workflows, or solving small but meaningful pain points for customers.

Startups are built for innovation because they aren’t weighed down by legacy systems or mass-market demands. Historically, many breakthrough businesses — from Airbnb to Slack — emerged during economic downturns. They capitalized on unmet niche needs, tested solutions quickly, and scaled with laser focus.

How startups can innovate on a budget: Experiment with incremental changes rather than sweeping overhauls. Do A/B tests, launch pilot programs, and use tools like automation or AI to improve processes without overspending.

Pro Tip: Focus on low-risk, high-reward innovations. Incremental improvements can compound into game-changing results over time.

5. Empower Your Team to Be Part of the Solution.

Startups thrive on collaboration. Unlike corporations, where employees may feel like cogs in a machine, startup teams are smaller, more agile, and deeply invested in the company’s vision. This dynamic makes tough times an opportunity to build unity and trust within your team.

Be transparent about the challenges the company is facing and involve your employees in brainstorming solutions. When someone feels valued and included, their commitment to overcoming challenges grows exponentially.

Pro Tip: Celebrate small wins as you weather uncertainty together. Recognizing your team’s efforts fosters loyalty and keeps morale high even in difficult times.

6. Focus on Your Niche Strengths.

Startups rarely have the resources to compete head-on with giants in their industry — but that’s not where their strength lies. Instead, focus your energy on perfecting what sets you apart. Is it an ultra-focused product? An exceptional customer experience? A niche audience you serve better than anyone else? Lean into that strength and own it.

Where corporations are spread thin across dozens of objectives, startups can hyper-focus on dominating a single space. This precision often results in a razor-sharp competitive edge that larger companies simply can’t replicate.

Pro Tip: Build your brand as an expert in your niche. The more specialized your offerings, the harder it is for competitors to displace you.

7. Leverage Connections and Build Your Network.

Startup founders wear many hats, but they don’t have to go it alone. A single conversation over coffee with a mentor or a peer can spark a new idea or solve a lingering challenge. While corporations may rely on formalized business partnerships, startups can benefit from more organic, authentic relationships.

Reach out to mentors, collaborators, or even customers to brainstorm solutions or spot opportunities. You don’t need all the answers yourself; sometimes the best insights come from outside perspectives.

Pro Tip: Nurture your network before you need it. Building a strong web of connections creates a safety net of ideas, support, and resources during uncertain times.

Why Startups Are Built for Uncertain Times

Periods of instability test every business, but they also spotlight the unique advantages of startups. While corporations wrestle with their scale and inertia, startups can move quickly, adapt effectively, and take bold risks.

History has shown us that economic uncertainty often paves the way for innovation. Some of the world’s most iconic businesses didn’t just survive periods of turmoil; they thrived because they approached these times with creativity and resilience.

If you’re a startup founder or entrepreneur, remember this: your ability to pivot, innovate, and focus is your greatest strength. By harnessing the chaos of uncertainty, your startup can not only endure but emerge stronger, more focused, and poised for long-term success.

 

Lauren McDanell

Lauren McDanell is the Vice President of Strategy & Growth at SEED SPOT, a globally recognized business accelerator supporting underrepresented entrepreneurs. With over 15 years of experience in venture capital, entrepreneurial education, and mentorship, she specializes in driving innovation, fostering strategic partnerships, and creating inclusive programs that empower founders, especially women entrepreneurs of color. Lauren’s leadership has helped SEED SPOT earn recognition as one of the world’s top private business accelerators and social innovation hubs.

 

10 Industry Trends That Are Shaping Online And Offline Shopping Today

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Every new day brings a fresh set of challenges and exciting opportunities when you are an entrepreneur looking to make your mark in the fast-paced world of retail and eCommerce.

Quite frankly, there’s never been a more rewarding landscape ahead in this sphere. With the help of a great merchant gateway, you can find so many avenues to explore in your pursuit of success and decent profits. You could easily argue that there’s never been a more intense, but complex, time to be in business, mainly because the lines between online and offline shopping have become more blurred than ever before.

Make no mistake, consumer expectations are rapidly evolving. That means you have to try and stay ahead of the curve to stay relevant and continue to attract customers. To achieve that aim, you need to have a solid understanding of the key trends driving the retail landscape right now.

If you’re an early-stage or young entrepreneur stepping into the world of retail or eCommerce, there’s never been a more exciting — and more complex — time to launch. The lines between online and offline shopping are blurrier than ever, and consumer expectations are changing fast. To compete and stay relevant, you need to understand the key trends driving the retail landscape in 2025.

Here’s a quick overview of the major trends that are influencing and shaping how people shop today, both online and in-store.

1. Omnichannel shopping has become the new normal.

Customers now expect a seamless experience whether they’re shopping in-store, on mobile, or through social media. That means your brand needs to show up everywhere consistently. Consistency is paramount. Your mindset needs to be, same inventory, same service, same message.

2. Social commerce is blowing up.

Platforms like TikTok, Instagram, and YouTube have moved way beyond merely being used for promotion purposes, they’re now full-on selling channels. In-app purchases, shoppable livestreams, and influencer partnerships are now driving major revenue.

3. Mobile-first is no longer optional.

Make no mistake, your store or website needs to be lightning-fast, easy to navigate, and mobile-optimized. The numbers tell you all you need to know — over 70% of eCommerce transactions now happen using smartphones.

4. Tap into the demand for personalized shopping.

Customers have now come to expect tailored recommendations, custom offers, and relevant content. Thanks to a plethora of AI tools, this is easier to do than ever before.

Embrace this culture and create smarter personalized product suggestions and segmented email campaigns.

5. A sustainability ethos and mindset matters.

Without question, younger consumers care deeply about ethical sourcing, eco-friendly packaging, and low-waste operations. Brands that walk the talk have a fantastic opportunity to build loyalty and trust.

6. Go local for a competitive edge.

There’s a groundswell of growing appreciation for local brands and small businesses. Take advantage of this vibe by highlighting your roots, community involvement, or local sourcing story. This all helps to humanize your business.

7. Rapid delivery is now a non-negotiable.

Amazon set the bar, and now customers expect rapid fulfillment, even from small brands. When selling products you have to make your shipping strategy a top priority.

8. In-store tech Is leveling up the playing field.

You have probably noticed that offline retail is getting smarter. Think QR codes for product info, AR fitting rooms, and self-checkout kiosks. If you have a physical store presence, don’t ignore tech’s role in modernizing the shopping experience.

9. Subscriptions and loyalty programs are a growing trend.

The options are almost limitless, from beauty boxes to coffee subscriptions, recurring revenue is in. Offering a subscription service or a rewards program can drive repeat business and strengthen customer relationships.

10. Reviews and user-generated content have become great selling tools.

These days, social proof is everything. That’s why you need to encourage reviews, ratings, and user-generated content.

It’s a no brainer, as it lets your customers do some of the marketing for you.

Understanding these core shifts will help you build a business that shines and lasts. What are you doing to meet today’s customer expectations?

 

5 Payment Processors For Small Businesses: How Do They Compare?

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Choosing the right payment processor for your small business is a huge decision that can literally make or break the dynamic of your online and in-person sales.

In reality, regardless of whether you’re running an eCommerce store, offering services, or selling in person, each scenario demands a payment solution that is fast, reliable, and affordable.

If you are a small business owner, margins can sometimes be thinner than you would like, so that you remain competitive. That means you have to deploy your A-Game when choosing a payment processor that does what you need it to do, but without eating into your profits.

The default option for many in this scenario is to look at a business PayPal account to give you what you want. Before you settle for that, it’s a great idea to shop around and check out the competition. Here’s a look at what PayPal offers, and some competing payment processors who are particularly geared up to handle the demands of small business owners.

1. PayPal Business.

If you want to enjoy a quick setup and easy integration, PayPal Business does what it says on the tin and generally delivers on its promises.

PayPal Business is widely recognized and trusted by consumers. This is a big selling point if you are a small business, as this recognition and level of trust can boost conversion rates.

On top of that, it’s easy to integrate into most websites and allows customers to pay via PayPal balance, credit/debit card, or even financing options.

Its standard fees are around 2.99% + $0.49 per online transaction. These fees are higher than some competitors, but, on-balance, PayPal Business is a viable option.

2. Stripe.

This payment processor is worth thinking about if you are a developer or this your first online business, and want some customization options.

Stripe tends to power many startups because of its flexible APIs and powerful tools. In a global marketplace, it’s good to know that Stripe supports a wide range of currencies, and payment methods. It also handles recurring billing well, making it ideal for SaaS or subscription-based businesses.

Average fees are around 2.9% + $0.30 per transaction, although there is custom pricing for high volume. Stripe is highly customizable, and supports mobile wallets. It should also be noted that you will need a certain level of technical know-how to set up fully.

3. Square.

Arguably, Square really comes into its own if you are running a brick-and-mortar business, or you are a service provider.

Square is best known for its point-of-sale hardware and ease of use. In a nutshell, it’s great for small retail stores, food trucks, or pop-ups. The app includes inventory tracking, appointment booking, and analytics.

Plus points include access to a free POS app, affordable hardware, and no monthly fees.

4. Shopify Payments.

As you might expect, Shopify Payments really comes into its own when you are an online retailer using Shopify.

Quite simply, their built-in payment processor is great for streamlining everything. Another positive is that you can avoid third-party transaction fees and manage payments directly through the Shopify dashboard.

Fees are around 2.9% + $0.30 online, for the basic plan. However, you should note that this processing facility is only available to Shopify users. Bottom line, if you switch platforms, you lose it.

5. Stax.

This payment processor has designed its model to be attractive to high-volume businesses looking to save on fees. If you are intending on scaling up your small business, Stax could come into its own when you meet the right threshold and start saving on transaction costs.

What you need to know is that Stax is a subscription-based processor offering unlimited transactions for a flat monthly fee. This could be attractive for a growing business with steady volume.

Expect to pay upward of $99 in fees. Costs are lower when you start doing £10K+ each month.

As you can see, each payment processor has its pros and cons. A good tip would be to pick the one that aligns with all your needs, rather than being persuaded by the lowest fees.

 

Using Marketing Automation To Unlock Data-Driven Insights

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by Erik Michal, ddm marketing+communications

You’re a successful marketing agency. Your methods work. You’ve read a lot about AI-driven marketing automation, but are wary of investing in something unproven when your own people and processes have a long track record of success. Why make the investment now?

Following a trend for its own sake isn’t a sound long-term strategy for any business. In this case, there are plenty of concrete reasons why a relatively small upfront investment in a suite of marketing automation tools can yield a large long-term payoff.

It doesn’t have to be complicated

Marketing automation tools don’t ask users to take on new and unfamiliar processes, but rather speed up processes they’ve been doing manually (read: slowly) for years. The technical bar to clear is low. The data generated from a single email address, for example, can yield useful information (What products do consumers in certain regions prefer? Certain age groups?) that would historically take more than a minute to compile.

After breaking down leads into specific personas, marketers can use their automatically surfaced data to personalize ads with as much specificity as the data allows. Some marketers will want more specific insights than others, and that’s the point: it doesn’t have to be complicated.

The end result is both short- and long-term gain: data-driven insights can help a brand make more targeted sales pitches upfront, and craft more appealing advertisements over time. The same tools that bring actionable data to the surface can automatically design different content based on a user’s personal interests, tailored to the kind of products specific customers are interested in. Marketers who know what a potential customer wants next, and can scale that insight to reach hundreds or thousands of people, can see enormous returns on a small upfront investment.

Clients are expecting more sophisticated ROI measurements

Across multiple industries, leaders are cracking down on expenses, trying to measure what success means. As a result, clients need to be able to prove definitively with numbers that marketing objectives are hitting predefined benchmarks.

The ultimate goal of any campaign is to meet and exceed those benchmarks. Over time, marketers must offer more precise vision into a client’s blind spots ― trends in the market, a record of direct customer interactions — and deliver that information with convenience, to speak to a potential customer’s needs more easily. Automated marketing tools have made this easier across a variety of digital media over time. More and more, clients will expect these sophisticated data points to inform any marketing campaign.

Automated tools help a marketer show their work with more than just aggregate reporting (identifying trends within and among audience groups). They also help with lead scoring by delivering insights on individual actions with your ads.

Those data-driven insights include:

  • Which leads you can ignore
  • Which leads should you spend more time on
  • Which leads aren’t quite ready to make a purchase, but are worth reaching out to, educating, nurturing, before ultimately saying to sales ‘now is the time to step in, they’re ready.’

Remember that lead scoring involves researching which leads are highly engaged with your content and which content is yielding the highest lead scores. Marketing automation tools are great at harvesting this data — marketers who are familiar with these concepts will grasp it intuitively.

Where to begin

Say you’re interested in marketing automation for an email campaign. Start with a few emails and study them. Bring those performance reports back in-house and figure out what works and what doesn’t. Think critically about what the data tells you, and be curious about what it doesn’t.

Before scaling up any campaign, consider the major pain points for your sales team. Marketing automation will likely be able to reduce the burden on your human marketers, so take time to learn where they need help. Wherever data on a customer is missing, test the limits of how much of that data might come to the surface using automated marketing tools. You might be surprised by what you learn.

When taking the leap into understanding data-driven insights, it’s common to not understand what that’s going to look like in the end. Your CRM and marketing automation platforms can help aggregate your data into surprising bigger-picture trends — but only if you take the first step of putting data into the funnel to begin with. Dive into the uncertainty, explore, play with the data, and learn as you go!

Erik Michal

Erik Michal provides email and marketing automation leadership for ddm marketing and communications. Since 2020, Erik has delivered innovative solutions and industry expertise to ddm’s clients. His passion for problem solving, creating structure, and understanding data systems continues to open the door for success in industries like medical, finance and insurance for ddm.

 

From Good To Great: Building A Team That Wins

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by General (Ret.) Elyezer Shkedy, author of “Who the F*ck is Michael?!: An Israeli Air Force Chief’s Uncompromising Code for Achieving Greatness”

It is customary to think that the excellence of a group depends on the quality of its people and the resources at its disposal.

Of course, having excellent people and sufficient resources is a good thing.

These are necessary conditions, but they are not enough.

There are three additional prerequisites that are pivotal for group excellence.

The first condition is that the group truly functions as a group.

We know organizations that have great people and great resources, but their people are constantly busy justifying and explaining, in words or actions:

  • Why their job or profession is the most important,
  • Why the others are much less important,
  • Why when something succeeds it is only because of them,
  • And why when something doesn’t pan out, everyone else is to blame…

Such an organization, despite the professional quality of its personnel and despite its many resources, will not achieve collective excellence.

On the other hand, an organization that functions as a group, whose people understand the great importance of collaborating and supporting each other, who share a common goal, who are not busy amplifying why each is more significant or more important than the other, who have respect and true appreciation for the work of each member of the group — such an organization is on the right path. The paramount task of the group leader, in their messages and actions, is to make the group’s whole greater than the sum of its parts.

The second condition is that the group leader must give his or her people confidence, support, and inspiration so they can express and realize their talents and abilities, encouraging them to initiate, act, take flight, and be fearless.

The leader’s messages and statements are of immense importance. “The successes are yours, the failure is mine,” is a dictum that is always important for me to convey and to say to my people.

It’s amazing to see what it does to people — to their commitment, their energy, their willingness to charge forward, and their sense of pride.

Your greatest accomplishment as a leader is that your people feel and know that the achievement is due to the work of each and every one of them. Success is theirs.

The third condition is that the group leader believes in his or her people and their joint ability to reach the sky — and delivers this message in a variety of ways. If that doesn’t happen, they just won’t get there.

If the group leader believes in his or her people, shares a dream with them, and makes them believe in the idea, in themselves and the group, they will charge forward. There is no guarantee they’ll make it to the destination, but they are already on their way.

•••

In early 1992, when we were in the midst of establishing the HaEmek Squadron as an F-16 squadron, the Skewer Competition was held. At the time, it was considered the most significant competition among the IAF’s fighter squadrons. When I received the message detailing the launch of the competition, I was shocked to discover that our squadron had not been invited to participate.

I immediately called the head of the training department at Air Force Headquarters, who was in charge of the issue, and asked him why we weren’t participating.

“Because you are not an operational squadron,” he answered. “You’re a work in progress. You’ve only got eight planes, not even one to spare. I don’t know if you even have munitions. So how would you participate? It doesn’t make sense to me. You’ll just be embarrassed.”

I said, “I request that we be allowed to participate. We will compete against everyone, under exactly the same conditions, even though we have only eight planes and none to spare, and even though we are not yet an operational squadron. We will cope.”

He sounded skeptical but somehow agreed…

I called the squadron’s technical officer, Yitzhak Nahum, a professional and a true leader.

I told him, “Nahum, I’ve decided we will compete, despite the odds. I’m asking you to do everything, absolutely everything, to make sure every plane we have is functional. That they’ll take off, release the munitions, that everything will work one hundred percent, and that all our bombs will blow up.”

Nahum looked at me with a determined glint in his eye and said, “We’ll do what it takes.”

We prepared for the competition — both aircrew and technical personnel — like we were training for the Olympics. Years later, Nahum told me what our people in the technical section did to prepare: how they checked each and every bomb, how they aligned all the fins of the bombs with a level, how they worked on and prepared each jet as if it were the most important plane in the world, etc…

I remember how we transported our planes from the HAS (hardened aircraft shelter) to the takeoff position with our technical crew riding in vehicles alongside us. I really remember the look in their eyes, as if watching their infants, ensuring nothing bad would happen.

All the planes took off; all the air missions were carried out well; all the bombs were released, hit the targets, and exploded.

We beat the other IAF squadrons by a huge margin. The difference between us and second place was the same as between second place and last place.

This victory was thanks to all the members of the squadron, on the ground and in the air, and thanks to the character, commitment, collaboration, and deep and true partnership among them.

“I’m counting on you.

“I believe in you.

“I’m convinced of your ability.

“And I’m proud of you, as usual…”

***

*excerpted from “Who the F*ck is Michael?!: An Israeli Air Force Chief’s Uncompromising Code for Achieving Greatness” (Viva Editions, April 8, 2025)

 

Elyezer Shkedy

General (Ret.) Elyezer Shkedy was the fifteenth commander of the Israeli Air Force. During his service, Shkedy commanded numerous strategic operations, including the now-famous Operation Orchard airstrike on the Syrian nuclear reactor. After retiring from active duty, Shkedy became the CEO of the Israeli flag carrier airline El Al — the largest airline in the country. Today, he volunteers as chairman and leader of over fifteen educational and social non-governmental organizations, and is the president of I Belong Israel, where he speaks about the importance of tolerance, leadership, and personal values. His new book is “Who the F*ck is Michael?!: An Israeli Air Force Chief’s Uncompromising Code for Achieving Greatness”.

 

The Rise Of Youth Entrepreneurship: Why Now Is The Time To Nurture The Next Generation Of Innovators

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by April Taylor, Founder – Jr. Moguls

Nearly two decades ago, the World Bank issued a grim warning about the future of work. In a publication on youth development, the international organization said traditional job-for-life career paths were no longer reliable. It noted that teaching youth entrepreneurship was the way to overcome the work-related barriers youth would face in the near future.

Today, the World Bank’s warning has proven to be true. Youth are approaching a job market that is radically different from that of the past. Artificial intelligence and other tech advances are causing widespread job displacement, and economic volatility makes it challenging to reliably predict what jobs might be more profitable.

Entrepreneurship gives youth the skills they need to compete in today’s rapidly shifting job market by teaching them to be resilient and creative leaders who aren’t afraid of taking risks. And in the modern job market, these skills have never been more critical.

What kids gain as they grow in entrepreneurship

Success, with both youth and adults, is founded on mindset. Traditionally, youth have entered the work world with an employee mindset.

Employees put their trust in the organization they work for, trading their time for money and waiting for the organization to provide them with opportunities for growth. When problems appear, employees wait for the organization to provide solutions.

The entrepreneur’s mindset is radically different by comparison. Entrepreneurs create opportunities for themselves, rather than waiting for others to provide them, by finding solutions and using them as a springboard for generating income.

Entrepreneurs also perceive failure differently. Rather than seeing it as a setback, they see it as a teacher, with every lesson learned leading to greater potential for success. By embracing failure as a part of the growth process, entrepreneurs become more comfortable with taking the kind of risks that result in business success.

The entrepreneurial mindset is precisely what today’s youth needs. It provides them with a much more stable foundation than any position they’ll find in today’s job landscape. As they learn and practice entrepreneurship, they gain confidence to take risks, pivot where necessary, and ultimately look to themselves as a valuable source of solutions.

It’s also important to note that entrepreneurial skills are valuable not just for those focused on starting their own business. When employees do their jobs with the mindset of an entrepreneur, they become more valuable to their organizations. As the US Chamber of Commerce explains, entrepreneurs bring resilience and innovation into the workplace by introducing new ideas, taking failure in stride, and being adept at problem solving — all qualities that can help drive business to new levels.

How parents and educators can encourage entrepreneurship

The good news for parents and educators is that kids are natural entrepreneurs; they overflow with creativity and don’t overthink risk. From a young age, they have the fearless nature needed to see and seize opportunities. Unfortunately, parents often seek to train kids away from those qualities for the sake of safety when they should instead channel those traits into entrepreneurial opportunities, starting as early as possible.

Parents can begin by encouraging their children’s curiosity and giving them a safe place to play with ideas, judgment-free. Rather than criticizing or dismissing the things they are dreaming about, guide kids in ways to bring those things to life.

Parents should be careful, however, to stop short of providing their children with answers. The goal should be supporting them as they seek out the answers for themselves. Rather than standing in as the boss who empowers them to move forward, help them see how they can be their own boss and gain the strength to move forward on their own.

As kids enter school, teachers should start early to show how basic skills can apply in the real world. Elementary age kids can learn about saving and earning, while middle school students can be taught how a business operates. Then, in high school, they can explore how inflation, taxes, and credit play into entrepreneurial efforts.

While many states have started to make financial literacy part of the standard high school curriculum, their efforts aren’t providing the empowerment needed to encourage kids to become entrepreneurs. By the time kids hit high school, they’ve already settled into many financial habits. If they already have the employee mindset, learning financial literacy basics will do little to shift them in a direction that will help them to take control of their financial future.

The changes taking place in today’s workplace present a wide variety of challenges, but they also present opportunities. For the next generation to thrive, they need to be taught the kind of skills that will empower them to take advantage of those opportunities.

Entrepreneurial kids know how to bounce back from failure, pivot, and seek out new solutions. Nurturing entrepreneurial skills in kids positions them to become the innovators of tomorrow, bringing fresh ideas to the marketplace with the confidence needed to make them a reality.

 

 

April Taylor

April Taylor is a multi-faceted entrepreneur, speaker, financial coach, and the visionary founder of Jr. Moguls, a platform designed to cultivate the next generation of confident, business-minded leaders. Through her work with Jr. Moguls, she is dedicated to teaching other families the financial literacy and entrepreneurial skills needed to create sustainable wealth for future generations.

 

The Quiet Fallout Of Control-Driven Workplaces

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by Clark Lowe, President and CEO of O’Connor Company

Relentless demand for workplace performance can give rise to a culture of crackdown. Leaders who rely on micromanagement and control-based tactics to compel employees into delivering results often achieve impressive short-term outcomes. Their employees hit KPIs and meet deadlines. But beneath the polished exterior, a quiet fallout builds.

These leaders are eventually left with disenchanted teams devoid of innovation.

Why pressuring employees creates long-term disengagement and turnover

By keeping employees under constant pressure, organizations assume they can drive higher levels of productivity. They use consequences like reprimands or even job loss to keep staff in line.

However, chronic pressure breeds anxiety rather than focus. Employees who feel controlled lose their intrinsic motivation and begin to disengage emotionally from their work. The joy of collaboration and creativity gets suffocated under the weight of stress. Instead of producing their best work, employees resort to checking boxes.

According to Gallup, engagement among US employees recently hit a ten-year low. This disengagement leads to costly turnover. High turnover perpetuates instability, exacerbating a vicious cycle of control measures that erodes employee morale even further.

Crackdown culture essentially transforms what could be a thriving workplace into a revolving door. Employees leave feeling burned out and undervalued. Every company operating in this manner is quietly bleeding talent, unaware that its leadership style is the root cause.

The real reason leaders double down on control

Evidence suggests that this workplace culture ultimately fails, yet leaders persist in clinging to it. Why? Believe it or not, the answer is rooted in fear, the very emotion they weaponize against their teams.

Control-based leadership often stems from insecurity or a scarcity mindset in management. Leaders adopt strict oversight because they fear that failure will lead to them losing their position or reputation. When they double down on rigid processes and punishment for mistakes, they convince themselves they’re minimizing risk. But this safety net is an illusion. In reality, these fear-driven decisions exacerbate employee disengagement. This is the problem that will ultimately cost leaders the most.

Leaders turn to control because the idea of trusting their team feels vulnerable. Trust forces them to relinquish the illusion of control and level with their people, rather than towering over them. It challenges them to build stronger relationships and redistribute responsibility. All of this can feel terrifying for a leader who perceives vulnerability as weakness.

Retain performance without resorting to fear-based leadership

The antidote to crackdown culture lies in balance. Leaders must learn to create accountability without sacrificing humanity and build trust without lowering standards. When they strike this harmony, they unlock the full potential of their teams, retaining high performance and engagement without fear-based tactics.

These leaders trust their employees. They give them autonomy over their tasks and let them problem-solve without constant oversight.

When mistakes occur, these leaders resist the urge to admonish and take control. They trust their employees to see the project through while learning and improving along the way. This trust breeds loyalty, and loyal employees give their best work.

The key to high-performing teams is trust. Employees go above and beyond when they feel safe taking risks and asking questions. They do the bare minimum when they fear repercussions. The contrast couldn’t be more stark. Insecurity builds a culture of perfectionism, where safety encourages growth and innovation.

Effective leaders remind employees why their work matters. These leaders connect tasks to overarching goals, celebrate wins, and help staff feel they are contributing to something meaningful. The focus is on purpose over punishment. A focus on avoiding failure saps workplace energy. Leaders must fuel their teams with vision instead.

A culture of control may produce numbers in the short term, but it’s no match for the level of performance possible in workplaces built on trust and empowerment. Leaders who rise to the challenge will inspire that performance, but they’ll also get happier teams and lasting retention in the bargain.

 

Clark Lowe, President and CEO of O’Connor Company, is a seasoned leader with a background in the U.S. Marine Corps, where he developed his leadership philosophy based on integrity, adaptability, and problem-solving. His experience spans construction, business management, and leading teams to success by fostering innovation, optimizing processes, and encouraging continuous learning across all levels.

 

4 Companies That Will Help You Build Your Dream Home

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You’ve signed contracts, reckoned with removal firms, plonked your settee in the living room, and prepared to start a new life in your dream home. Yet a house is almost never a settled entity. Every room is a broad canvas waiting to be painted on, and new additions and improvements are always a possibility.

But as a quick check of MyBuilder or CheckATrade illustrates, finding the right people for the job is about as complex as Infinite Jest. There are many reputable traders, and then there are those that are exemplars of the practice, providing effective customer service and quality craftsmanship that puts them head and shoulders above the average.

How do you sift the wheat from the chaff? For a start, you can peruse the list below, which highlights a grab-bag of tradespersons and material suppliers that have a reputation for excellence.

1. Lonsdale Metal.

Whether you live in the wet and windy Highlands of Scotland or the temperate suburbs of South London, one rule always holds true in a home: the more windows the better. Lonsdale Metal has a similar ethos, providing glass roofs that let in sunlight or let you gaze at the stars from the comfort of your conservatory.

Established more than 70 years ago, the company has weathered the strains of time because of an intimate knowledge of its area of expertise and a reputation for efficient, effective service for both small and large-scale providers.

2. DIY Assist.

If you’re hoping to get handy, then taking ‘do it yourself’ too literally will lead you on a hiding to nowhere. Before you start swinging a sledgehammer at the shoddy drywall in your front room, consultations with consultants like DIY Assist are a potential cash saver.

This company is designed to provide advice on how to tackle your DIY, either by helping you learn the basics of project management, giving you reassurance on your skillset, acting as a sounding board to help you assess the viability of tasks, or even making sure you’ve got the right tools for the job.

This brand offers video consultations, face-to-face meetings or new home consultations, and can even provide ‘hands-on’ sessions, during which time a professional will be right alongside you while you tackle your DIY.

3. Probuild.

Right, time for a big job: grappling with a home extension is something that even the most avid DIY expert would struggle to manage on their own.

But companies like Probuild offer extensive extension design and building services. These can vary from single- to multi-storey extensions, giving you more room for a home office, extra bedroom, games room, or anything else you can dream up.

4. British Institute of Interior Design.

If you’ve got some spare lucre lying around, then hiring an interior designer is a useful way to transform your home from a bag of ideas and personal quirks to an intricately colour-coordinated haven of luxury.

The British Institute of Interior Design is one of the more reliable sources if you’re hunting for an interior designer. Its members have all reached BIID Registered Interior Designer® status and have extensive portfolios available online. Find one that chimes with your personal design instinct and you’ll enjoy a home with a light touch of professionalism.

Do you have any tips for finding companies to help build your dream home? Share your thoughts in the comments section below!

 

Beyond Cybercriminals: Insider Threats And Data Vulnerabilities Within The AI Industry

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by Yashin Manraj, CEO — Pvotal Technologies

R1, the open-source artificial intelligence model developed by Chinese start-up DeepSeek, has become a trending news topic in the tech sector. However, not all of its coverage has been positive. Just days after the AI assistant unseated ChatGPT to become the top-rated free app on Apple’s US App Store, news broke that cloud security company Wiz had found a dangerous vulnerability in the DeepSeek system that allowed anyone “full control over database operations, including the ability to access internal data.”

The DeepSeek debacle highlights the fact that AI companies need to look beyond cybercriminals as they develop their cybersecurity strategies. Insider threats and data vulnerabilities pose just as significant a threat as hackers seeking to gain unauthorized access. When exploited, they can be more costly, especially in terms of reputational damage.

The following are a few key issues AI companies must consider as they seek to keep their systems and data secure against both outsider and insider threats.

Internal vulnerabilities open doors to unauthorized access

Breaches typically occur when hackers overwhelm an organization’s security system, breaking through safeguards to gain unauthorized access. Internal vulnerabilities are weaknesses in security systems that leave open doors for outsiders to walk through, rather than presenting a barrier that they must break through.

A variety of scenarios can lead to an internal security vulnerability. One culprit is improper data handling that fails to adhere to security protocols. Misconfigured systems, which can result from improperly configured firewalls, databases, and cloud storage, can also create vulnerabilities that put data at risk.

In the case of the DeepSeek exposure, two open HTTP ports were found, leading to a database containing highly sensitive data. The vulnerability allows the database to be accessed without any authorization.

Penetration testing, which can involve internal and external components, is key to identifying internal vulnerabilities before they can be exploited. Regular security audits also help ensure proper controls are in place and proper protocols are followed.

Insider threats can make controls ineffective

Whether done maliciously or negligently, insider activity can create dangerous vulnerabilities in security systems. An employee accidentally neglecting to issue a security patch, or even a disgruntled employee seeking financial gain, poses an insider security threat.

Addressing insider threats requires a number of steps. Clear policies and procedures must be developed to address acceptable use, data handling, and the reporting of suspicious activity. Companies also must develop strong access controls, preferably applying principles of least privilege and role-based access.

Employee training is also valuable for addressing insider threats. Security awareness training helps employees understand and identify threats. Ethical training educates employees on the role they play in keeping data secure and the consequences of failing in that role.

Data sharing can lead to security gaps

Collaboration is typical in the AI industry, especially among startups with limited resources for securing data. But sharing data can create new attack vectors that increase the risk of unauthorized access.

Leveraging encryption to keep data secure while being transferred is paramount. Virtual private networks, or VPNs, can be used to create secure connections for sharing. When APIs are used for sharing, companies should make sure they are secured with encryption, authorization, and authentication.

Data minimization is a step that can help keep data secure when shared. This process limits sharing to only the data necessary for the collaboration’s specific purpose rather than granting wholesale access to a database.

Data sharing agreements should be used to define the terms of usage and stipulate the security controls that will be in place. Agreements should also establish a timeline for data retention and detail the process companies will use to securely delete data when the sharing period comes to an end.

Standard cybersecurity strategies focused primarily on outsider attacks won’t provide the type of protection AI companies need. To ensure their data stays secure, AI companies must address internal vulnerabilities, insider threats, and the unique challenges associated with data sharing. Ignoring any of those components introduces weaknesses that can be easily exploited by cybercriminals.

 

Yashin Manraj

Yashin Manraj, CEO of Pvotal Technologies, has served as a computational chemist in academia, an engineer working on novel challenges at the nanoscale, and a thought leader building more secure systems at the world’s best engineering firms. His deep technical knowledge from product development, design, business insights, and coding provides a unique nexus to identify and solve gaps in the product pipeline.

 

I Failed At Retirement — And Found What Success Really Means

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by Pat Alacqua, author of “Obstacles to Opportunity: Transforming Business Challenges into Triumphs“

People often ask me, “Why haven’t you retired?” And when I say, “I already did,” they laugh.

They respond, “Well then you’re terrible at it.”

From my perspective, retirement was never about walking away, unplugging, or fading out. It was about choosing. I wake up every day since selling my tradeshow and event business with a choice.

I didn’t win the lottery. I didn’t luck into that choice. When I sold that business at a time in my life when most people are still ramping up their careers, I found myself in a position I never really aimed for but one I was grateful to be in: I had options.

That changed everything. I had to ask myself: What now?

Some people walk away, and I respect that. But for me, walking away didn’t feel like the point. I enjoyed the work so much that I could choose to continue. I loved tackling challenges that move companies and leaders forward faster.

I didn’t retire. I just kept choosing.

That one statement defines how I think about success and leadership. And that idea — choice — has become the lens through which I see leadership and business building. That shift from being at the center of everything to building something that could thrive without me is the same shift I help other leaders make today.

Whether you’re a founder or someone leading inside an organization, it’s not about whether you plan to sell a company. It’s about whether you’re building something with real value. And alongside that value, you create options and a sense of security, ensuring you’re prepared for what the future may hold.

People often misunderstand what I mean when I say, “We help you grow your business and prepare it for sale.” They think we’re trying to talk them into selling. We’re not. In fact, many leaders don’t want to sell and may never do so. We don’t help leaders grow companies so they can sell. We help them prepare, so they’re never forced to.

You don’t have to sell. But one day, you might want to. And if that day comes and the business can’t survive without you, you don’t have a choice. You have a job you can’t leave.

That’s not freedom. That’s dependence. And for many smart, hardworking leaders, it’s a trap they never saw coming.

And that’s not just an entrepreneur’s issue. Inside large organizations there are leaders whose teams only move when they push. That’s not leadership. That’s weight. And it doesn’t scale.

One of the clearest comparisons I use for scaling a business or leading a team is that it’s much like raising kids. At first, you’re everything. You’re hands-on. You’re involved in every detail. The fundamental shift is that success eventually means you’re not needed in the same way. They’ve grown. They’ve matured. They can stand on their own. And when they do, your role shifts. You’re still there, but you become a guide, not a crutch.

That’s true freedom. And that’s the definition of success I’ve come to believe in.

You should enjoy what you’ve built but not let it need you. You should still choose to be part of it but not be trapped by it. It’s comforting to know that you can pivot, pause, or press forward, and the thing you built will keep moving.

That’s what I wish more entrepreneurs and leaders would chase — not just growth, not just scale, but the ability to choose. Because when you have that, everything changes. You’re no longer operating from fear. You’re not scrambling to fix fires you created by being the center of everything. You’re leading from strength and focused on impact. You’re finally able to take a breath and ask: What do I want next?

That’s the kind of “retirement” I believe in. Not the one where you stop but the one where you get to decide. And for me, I’ve decided to keep doing what I enjoy — helping others achieve the same freedom. I want to use the experience I’ve gained not as a badge of the past but as a tool for the present.

So, maybe I’m bad at retirement, but I didn’t fail. I’ve just redefined it. In the end, what I really want for every company leader isn’t a moment when they walk away. It’s a moment when they realize that they’re no longer needed. They still can be a guiding force if they desire, but they get to choose what happens next.

That’s freedom. That’s fulfillment. And whether you own the business or lead within one, that’s the clearest definition of success I’ve found: building something strong enough to set you free.

 

Pat Alacqua is a business growth strategist and founder of the Entrepreneur to Enterprise Program. His book, “Obstacles to Opportunity: Transforming Business Challenges into Triumphs“, explores what it takes to build real value through leadership, structure, and clarity. Learn more at PatAlacqua.com/book.

 

How the Energy Storage Industry Can Contribute To Achieving The Net-Zero Emissions Goal

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by Vincent Ambrose, CCO of FranklinWH

The 2015 United Nations Paris Agreement put nations on a mission to reduce the impacts of climate change by cutting back significantly on greenhouse gas emissions. Ultimately, the UN called upon nations to achieve net-zero emissions by 2050, a goal that it described as “one of the greatest challenges humankind has faced.”

As nations establish strategies that can help them to reach the net-zero goal, energy storage has the potential to play a key role. Energy storage, which is commonly used in conjunction with home energy ecosystems that capture energy from renewable sources, reduces reliance on energy grids and the conventional sources used to power them.

The UN reports that the energy sector is the source of approximately 75 percent of the world’s greenhouse gas emissions. A widespread shift to home-based energy storage systems that can store excess energy from power sources such as batteries, EVs, renewable energy, and traditional power grids could empower strategies that reduce reliance on coal, gas, and oil-fired power production — the main drivers of the energy sector’s harmful emissions.

The problem with conventional energy sources

Recent statistics show that over 80 percent of global energy comes from fossil fuels. Burning those fuels releases carbon dioxide and other gases that have become known as “greenhouse gases” for their effect on the Earth’s environment.

When energy from sunlight enters the Earth’s atmosphere, some of it is reflected back by the planet’s surface. Greenhouse gases absorb the reflected energy, preventing it from exiting the Earth’s atmosphere. The more energy is trapped by the gases, the warmer the Earth’s environment becomes.

In comparison, renewable energy sources — solar, wind, hydro, and geothermal — generate electricity while producing little to no greenhouse gases. As a result, they are typically considered sources of “clean energy, making them a critical component of the effort to achieve zero emissions.

The problem with renewable energy sources

While renewable energy sources provide a solution for harmful energy emissions, they also introduce a new problem. The top forms of renewable energy — solar and wind — only provide intermittent energy. When the sun sets or the wind stops blowing, those sources can no longer meet energy needs.

Yet, despite the intermittent nature of key renewable energy sources, renewable energy has been widely adopted as a supplement to fossil fuels, with statistics showing it currently provides approximately 29 percent of global energy. However, only a complete shift to renewable sources will achieve the goal of net-zero emissions.

How energy storage empowers an emission-free energy future

Energy storage solutions dramatically increase the potential of renewable energy by converting it from an intermittent source to one that is always available. It makes solar energy, for example, a 24/7 solution instead of one that is only available when the sun is shining.

Although the concept of energy storage is not new, the efficiency needed to make it a viable option to create a total energy ecosystem for homeowners has only recently been achieved. Lithium-ion batteries, for example, are a recent technology development that is more efficient than traditional lead-acid batteries. They introduce the capability to provide affordable batteries that can store more energy for longer periods, creating the capacity to capture and provide solar energy for nighttime power needs.

The development of lithium iron phosphate (LFP) batteries further increased the potential of energy storage systems because they provide greater chemical stability, which makes them highly resistant to overheating. They also have a longer lifespan, which reduces homeowners’ costs associated with battery replacement, and their development is a core factor in minimizing contact with conflict zones by eliminating the need for cobalt.

The intelligent energy management systems and home storage-based ecosystems that are emerging today add to the value of energy storage solutions by increasing their efficiency. They facilitate the combination of a variety of energy sources in one system, automatically leveraging the most efficient source to optimize overall system performance.

The latest advances in energy storage technology have made renewable energy solutions more affordable, accessible, and reliable. They’ve created new opportunities for use, which in turn is creating new opportunities for entrepreneurs to enter the renewable energy market and foster further adoption.

Growth in the energy storage industry will allow for more energy consumers to join the mission of achieving net-zero emissions. The industry provides the solutions needed to make emission-free power a practical and preferable option for everyone.

 

Vincent AmbroseVincent Ambrose, CCO of FranklinWH, oversees the company’s commercial strategy and market expansion efforts. With over two decades of experience in the renewable energy and technology sectors, Vincent has a proven track record of driving growth and building strong industry partnerships. He is passionate about accelerating the clean energy transition and delivering innovative energy solutions for homeowners and businesses alike.

 

Set Your Own Goals Or Someone Else Will

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by Gary MacDermid, author of “Set Your Own Goals-Or Someone Else Will: How to Overcome Self-Limiting Beliefs and Get Things Done“

In a world where distraction and pressure seem to pull us in every direction, I’ve learned one powerful truth: Set Your Own Goals or Someone Else Will. That’s not just the title of my book — it’s the principle that has shaped every chapter of my life, from military service to owning businesses across multiple states.

My story isn’t about overnight success. It’s about building a career — and more importantly, a life — with intention, discipline, and purpose.

From Discipline to Ownership

I enlisted in the Navy straight out of high school. That’s where I was first introduced to structure, responsibility, and leading under pressure. One lesson, in particular, changed everything for me: a senior officer encouraged me to buy property at every duty station. I took that advice to heart.

Following that strategy, I began acquiring real estate. Slowly but surely, I became fascinated by passive income — and the idea that financial freedom could be engineered. That interest eventually became a passion, and that passion evolved into something bigger: a mission.

After earning my degree in electrical engineering and serving as a Naval Officer, I transitioned into civilian life as a licensed professional engineer in the nuclear energy industry. But while I was building my engineering career, I was also scaling real estate investments and launching businesses on the side. As I found more success, the pattern became clear: discipline was my foundation — and ownership was my future.

Why I Wrote This Book

My book, “Set Your Own Goals-Or Someone Else Will“, is not a feel-good motivational read. It’s a practical guide for those who are tired of drifting and want to design a life they control. I draw on lessons from my military background, entrepreneurial wins and losses, and real-life experiences to show how clarity and execution can change everything.

Inside, I walk you through:

  • A clear breakdown of how to replace vague ambition with measurable goals
  • Methods for building systems that sustain performance when motivation runs out
  • Personal stories that show how failure, when owned, becomes fuel
  • A mindset shift — from reacting to planning with intention

The message is direct: you can’t delegate your life’s direction to others. Whether you’re a small business owner, aspiring entrepreneur, or transitioning professional, this book equips you with the tools to lead yourself.

Universal Lessons, Global Relevance

Although my story began in the U.S. military, the principles I’ve learned apply globally. The need for personal leadership and clear direction knows no borders.

In “Set Your Own Goals-Or Someone Else Will“, I share a universal truth: structure drives freedom, and discipline creates opportunity. That’s why my message resonates with professionals around the world who are navigating fast-moving careers and uncertain paths.

In a time when careers shift quickly and distractions are everywhere, this book serves as a timely reminder that clarity, structure, and self-leadership are the ultimate competitive advantages. My insights aren’t just for veterans or entrepreneurs — they’re for anyone who’s ready to lead with intention.

 

Gary MacDermid

Gary MacDermid is a retired Naval Officer, professional engineer, and entrepreneur. He is the co-founder of multiple financial service firms and the President of USA Private Equities, where he oversees a portfolio of real estate and businesses. Known as “The Cash Flow Engineer,” Gary helps entrepreneurs unlock freedom through systems, discipline, and strategy. 

 

What Over 75 Years In Business Taught Us About Surviving Market Shifts

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Western Bagel has been around for 75 years

Western Bagel has been around for 75 years

by Jeff Ustin, VP of Western Bagel

The world was a completely different place when my family opened our neighborhood bagel shop in 1947. The internet didn’t exist, the city was still growing into the metropolis it is today, and the idea of a global pandemic shutting down the economy was a matter of science fiction. But here we are, over 75 years later, still baking bagels every day.

People often ask what the secret is to that kind of longevity. There’s no secret. It’s a commitment to a few core principles that have seen us through recessions, inflation, changing consumer tastes, and seismic shifts in how business is done.

For any founder or business leader feeling the pressure of a volatile market, these are the lessons that have kept us open for almost 80 years.

Innovate from Your Core, Not Away from It

The greatest challenge for any legacy brand is balancing innovation with tradition. There’s a reason why customers become loyal to any brand: safeguard the core value you offer, and ensure it never gets diluted as your business evolves. For example, our classic recipe is the foundation of our identity. We only embrace new trends that build upon that foundation, not ones that would completely alter it.

To find those trends, we had to become students of the market, but experimenting with our product line was a steep learning curve. Not every new product, of course, earned a permanent spot on the menu, but several became new staples. This process emphasized that while innovation is essential for growth, it must always be anchored in our brand’s identity. For a new product to earn its place on our menu, it had to do more than just taste good — it had to be an authentic extension of our brand. That meant delivering the unmistakable quality and character our customers have come to expect.

Your Network is Your Net Worth in a Downturn

Managing uncertainty during economic downturns and inflation spikes demanded a radical focus on our inventory costs. I personally spearheaded those efforts, which involved a relentless process of research and trial and error to find partners and processes that could protect our margins during these economic shifts. The goal was never to simply find the cheapest ingredients — that would have compromised our core product and violated our customers’ trust. Instead, we created a resilient supply chain that delivered efficiency and the quality that continues to define our brand. It was a tough balance, but obsessing over your cost structure can be one of the most powerful survival tools you have.

These same economic pressures pushed us to diversify our revenue beyond just our direct foot traffic. I leveraged my entire network — from previous industry connections and local Los Angeles vendors to even our company’s CPA—to build new pathways for growth. Those targeted conversations led directly to strategic partnerships with major big-box retailers like Walmart, which got our products in front of entirely new audiences and strengthened our food-service relationships. This taught me that your network isn’t just a safety net for a crisis but can be a proactive tool for growth.

How to Weave Your Brand into the Community

Today’s startups spend too much energy on their launch. But a successful launch doesn’t guarantee a sustainable business. To last for decades, you need to build strong and meaningful connections within your community. From the very beginning, we knew our success was tied to the well-being of our hometown. This meant community giveback as a core part of our operations. When you show up for your community, your community shows up for you. Those deep roots are what can hold your brand steady when market trends shift and national competitors move in.

We also focused on building our brand presence in a way that felt organic and local. One of our most effective strategies has been partnering with local restaurants, delis, and cafes. Getting our name on their menus is more powerful than any advertisement. It’s a third-party endorsement from a fellow local business. It builds trust and embeds our brand in the daily lives of our customers. Remember, when people see your name consistently associated with other businesses they love, you build a brand that can withstand almost any change.

Over seventy-five years in business has little to do with luck and everything to do with a clear strategy. That strategy is knowing when to adapt while protecting your core, using crises as a catalyst for innovation, and becoming an indispensable part of your community. This has been our playbook, and it can be yours — a guide to building a brand that is not just resilient but truly relevant for decades to come.

 

Jeff Ustin

Jeff Ustin is the President of Western Bagel, the first bagel shop in Los Angeles, where he carries on his great-grandfather’s 75-year legacy while leading the brand’s national and international expansion. Under his leadership, Western Bagel has become a West Coast staple, blending New York tradition with LA innovation.

 

How Nonprofits Can Apply Startup Thinking To Scale Their Impact

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For many nonprofit founders, the focus is naturally on mission: making a difference, serving a cause, helping others. But building a nonprofit that lasts — and grows — requires more than passion. It requires structure, systems, and often, a shift in mindset.

Startups, by necessity, are designed for growth. They move fast, iterate quickly, and embrace tools and processes that help them scale. While nonprofits don’t have the same goals as venture-backed startups, they can borrow a surprising amount of that mindset to increase efficiency and expand their reach — without losing their core values.

Here are five key principles from the startup world that nonprofit leaders can apply to build sustainable, scalable organizations.

1. Start With a Minimum Viable Process (MVP).

In the startup world, the MVP (Minimum Viable Product) is a stripped-down version of a product that solves a real problem and allows teams to test quickly and learn. The nonprofit equivalent?

A Minimum Viable Process.

Too many new nonprofits fall into the trap of overcomplicating their systems from day one — custom databases, overly formalized communication flows, or trying to use a dozen different tools. Instead, focus on a lightweight but functional process that helps you run basic operations: tracking members, communicating with donors, managing events.

Once those systems are tested and used regularly, you can scale and refine. But building everything at once often leads to inefficiency and digital clutter.

2. Automate Repetitive Work.

Startups automate because they have no choice: time is money, and their teams are small. Nonprofits are in the same boat.

Whether it’s sending donation receipts, managing event registrations, onboarding new members, or sending out newsletter updates — automation can free up hours each week. Tools like email workflows, integrated CRMs, or donation platforms with built-in communication features help reduce administrative overhead.

Automation doesn’t mean removing the human touch — it means creating more space for it. If your team isn’t buried in manual tasks, they can focus on relationship-building, strategic planning, and innovation.

3. Track Metrics That Matter (Not Vanity Numbers).

In the startup world, founders are obsessed with data — but only the kind that drives decision-making. Nonprofits should be the same.

Instead of fixating on how many people opened a newsletter or liked a Facebook post, focus on metrics that actually reflect impact and engagement:

  • How many donors gave more than once this year?
  • What percentage of event attendees become recurring members?
  • How long does it take to respond to a volunteer inquiry?

Define 3–5 core KPIs that relate to your mission and internal efficiency. These numbers will guide where to invest time and resources — and when to pivot.

4. Build With Scale in Mind, Even If You’re Small.

Startups build infrastructure that can grow with them — nonprofits should, too.

That doesn’t mean overspending on complex systems. It means choosing tools and processes that won’t break under pressure when you go from 100 to 1,000 members, or from $5,000 to $50,000 in monthly donations.

Look for platforms that are designed specifically for nonprofits and offer scalability — where you can manage memberships, fundraising, events, and communications in one place. Solutions like Springly, an all-in-one nonprofit management platform, are tailored to the unique needs of mission-driven organizations and help avoid the trap of tool overload.

5. Build a Feedback Loop.

Agile startups survive because they iterate constantly. They talk to users, test features, adjust roadmaps. Nonprofits should do the same—with their members, volunteers, and donors.

Too often, feedback only comes once a year through a survey, or not at all. But lightweight, regular feedback loops — like asking new members how onboarding went, or sending a quick post-event poll — can help you refine your approach quickly.

This doesn’t just improve operations. It also builds trust, showing supporters that their voices shape the way your organization works.

Final Thought: Start Small, Think Big

Adopting a startup mindset doesn’t mean chasing growth for growth’s sake. It means building smarter — so your nonprofit has the operational strength to sustain its mission long term.

Nonprofits that think like startups aren’t less human. They’re more resilient. And in a world that needs their work more than ever, that’s not just smart — it’s essential.

 

The Power Of Saying No: 3 Moments Every Entrepreneur Needs To Recognize

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by Dr. Reza Zahedi, author of “Self-Made Maverick: Break Free of Conventional Business Wisdom for Lasting Success“

When you’re starting a business, it feels like you have to say yes to everything. Yes to meetings. Yes to collaborations. Yes to any small win that might lead to something bigger. It feels like the only way to grow is to keep saying yes, just in case this one leads to your break.

But at some point, every founder learns the hard truth: Not all opportunities are opportunities. Some are distractions dressed as potential. And saying yes to too much can actually slow you down.

In fact, what’s helped me most in building and scaling my ventures hasn’t been adding more, it’s been learning when to say no.

I’ve seen this pattern repeat itself in every serious founder I’ve worked with. The ones who grow with focus and consistency aren’t the ones chasing every door that opens, they’re the ones who choose their doors carefully.

Learning to say no might be one of the most underrated growth skills in entrepreneurship. Here are three moments when it matters most.

1. When it pulls you off your mission.

Early on in my journey, I was offered a big deal by a client who had real reach and name recognition. It would’ve looked great on our site and brought in some fast revenue. But, when we broke it down, the project would’ve taken my team into an area we didn’t specialize in, and didn’t want to grow into. It would’ve been a short-term win but a long-term distraction.

We said no.

It was tough at the time, especially when you’re still building and cash flow is tight. However, that space let us focus on work that aligned with our core direction. Three months later, we picked up two new clients in our niche, with far better synergy and long-term value. Both came through referrals we never expected.

Not all growth is good growth. If it pulls you off your mission, even a little, ask yourself what it’s really costing you.

2. When the energy isn’t right.

There’s this thing that happens in business — you get so used to operating logically that you start ignoring your intuition. I’ve learned the hard way that energy doesn’t lie.

I’ve said yes to deals, partnerships, and events that looked smart on paper but felt heavy or off. And in almost every case, I regretted it. The energy wasn’t aligned, and the results showed it.

Build your calendar around what gives you energy, not what drains it. Now, before I say yes, I ask myself how it feels. Am I excited? Am I lit up by the possibility? Or, am I convincing myself with logic while my gut is saying no?

If it doesn’t feel right, trust that. Bad energy costs way more than it seems.

3. When the real cost is your time and focus.

Every yes has a price. It might not show up on a bill, but it shows up in your calendar, your creative space, your team’s bandwidth.

One thing I started doing is asking myself this: “If I say yes to this, what am I saying no to?” It’s a small question, but it’s been huge for my decision-making.

Time is a limited resource, especially when you’re scaling. If you say yes to a one-off project that’s not aligned, you’re saying no to time you could have spent on sales, strategy, or systems that actually move your mission forward.

This mindset shift helped me tighten how we operate. We became faster, more intentional, and way more respected, because people could tell we were serious about where we were going.

What saying no actually gives you.

the crazy thing is, when you start saying no more often, people respect you more— your team gets clearer, your message sharpens, and you attract better opportunities, because you’re signaling that you’re not just out here grabbing at anything. You have direction. You have purpose.

And the results speak for themselves. Better deals. Less noise. More traction.

Saying no doesn’t mean being negative. It means being clear. It means protecting your energy, your mission, your team, and your timeline.

How to know it’s time to say no.

I’ve created a little mental filter I use when I’m unsure. It’s not perfect, but it works 90% of the time:

  • Does this align with where we’re going in the next 12 months?
  • Would I still want this if it paid nothing?
  • Is this a “hell yes” or a “maybe”?
  • Will I regret this on my busiest week of the year?

If I can’t confidently answer those, it’s a no.

It’s not about being cold or inflexible, it’s about designing your business to grow in the right direction, not just in any direction.

The bigger picture.

We don’t talk about the power of no enough in the startup world. Everyone celebrates the hustle, the yes, the move fast energy, but no is where the real power lives.

Behind every focused founder, there’s a hundred no’s that cleared the way for their yes.

If you’re building something that matters, protect it. Protect your energy, your priorities, and your future, even when it’s uncomfortable — especially when it’s uncomfortable.

And sometimes, that starts with one small word that changes everything.

No.

 

Reza Zahedi

Born in Iran, Reza Zahedi’s life took a dramatic turn at age 2 when he and his mother fled to the Netherlands. With no money or connections, Reza quickly learned the value of hard work. In 2024, Reza launched Leadtainment, a global platform designed to connect and inspire entrepreneurs. Reza’s goal is simple: to inspire entrepreneurs to think bigger, aim higher, and build businesses that drive change. He is the author of “Self-Made Maverick: Break Free of Conventional Business Wisdom for Lasting Success“.

 

Consistency Over Chaos: Why A Unified AI Regulatory Framework Matters More Than Ever

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by Dev Nag, CEO & Founder of QueryPal

The US House’s proposal to impose a 10-year freeze on state-level AI regulation is more than a political maneuver. It’s a pivotal chance to unify the fragmented regulatory landscape currently challenging AI adoption at scale. For enterprises navigating the complexities of deploying artificial intelligence across multiple jurisdictions, the promise of a single, clear, national framework is long overdue. 

While debates swirl around whether this freeze is a giveaway to big tech or a blow to state innovation, we’re missing a far more practical point: Regulatory clarity is the foundation for responsible deployment. Without it, AI development remains throttled by compliance costs or pushed into the gray zones of risk tolerance. In either case, consumers lose, innovation stalls, and trust erodes. 

The cost of fragmentation

Today, there’s no single rulebook for AI. Instead, we’re seeing a growing tangle of state laws — from California’s SB 1047 to New York’s hiring algorithm audits to Texas’s rules on synthetic media. These efforts may be well-intentioned, but they’ve become a logistical and legal minefield for companies that operate nationally. 

Engineering teams must continually adjust product behavior to comply with a patchwork of local regulations and mandates. Legal teams spend more time interpreting state statutes than preparing for upcoming federal frameworks. Compliance strategies have become more about geography than ethics or safety. That’s not sustainable. 

A unified federal approach doesn’t mean no regulation, but coherent regulation. A decade-long moratorium on state-level rulemaking buys time to define what that coherence should look like, ideally in a way that prioritizes transparency, accountability, and scalability across industries. 

Predictability fuels progress

One of the most powerful things a consistent framework offers is predictability. Without clear rules, companies make conservative bets by delaying deployments or shifting focus to markets where rules are easier to navigate, even if the need for ethical AI is greater elsewhere. 

For example, a company designing an AI tool for healthcare may face drastically different data handling requirements in Illinois than in Florida. In response, the company might exclude certain populations or features from its platform altogether — not because it wants to, but because the compliance risk isn’t worth it. 

That doesn’t lead to equity. It leads to exclusion. 

A national framework would simplify this calculus. Developers could design products for broad application, knowing that one set of standards — not 50 — determines what’s acceptable. This foresight would create a more equitable deployment path, especially for underserved or lower-resourced regions that often get left out of early AI rollouts due to compliance concerns. 

What the freeze actually does

Critics of the moratorium often portray it as a disguised deregulation, but that overlooks the nuance. The bill doesn’t strip away oversight. It simply centralizes it, placing the onus on federal agencies to create actionable, enforceable, and consistent rules. Doing so reduces the legal uncertainty that currently plagues cross-border deployment and helps businesses focus their compliance investments in one direction. 

The freeze also gives CIOs and procurement leaders clearer guidance when evaluating vendors. Rather than chasing local optimization — tools tailored to a specific state’s AI law — they can prioritize solutions aligned with anticipated federal standards. That, in turn, encourages a more robust and secure AI vendor grounded in standard best practices. 

Risks still exist

To be clear, this isn’t a get-out-of-jail-free card for enterprises. A decade-long freeze could leave certain harms unaddressed if federal regulators fail to act swiftly or comprehensively. Without thoughtful governance, gaps will emerge, especially in areas like facial recognition, election misinformation, and algorithmic discrimination. 

But this isn’t a reason to reject the freeze outright. It’s a reason to treat it as a mandate for federal leadership. The real risk isn’t the pause on state laws but the potential for federal inaction during the pause. 

Agencies must treat this window as a once-in-a-generation opportunity to define AI standards with durability, nuance, and public input. The timeline is generous. The work should not be slow. 

State innovation

There is also a legitimate worry that the freeze suppresses the “laboratories of democracy” function that state-level innovation has historically provided. Many essential consumer protections — data privacy, anti-discrimination measures, and even clean energy laws — originated in states before entering federal code. 

But we should ask, “Is that the right model for AI?” AI is not regional. A recommendation engine doesn’t care where a user lives. A biased training dataset doesn’t correct itself when crossing state lines. The ethical concerns and safety risks are global in scope, and so too should be the framework that governs them. 

Instead of using states as regulatory labs, we should use pilot programs, stakeholder engagement, and structured public comment to evolve federal rules intelligently. There is still room for local experimentation — but not at the expense of national consistency. 

Toward a sustainable AI future

AI is fast becoming infrastructure. It’s not a side project or an experimental trend — it’s the engine beneath hiring platforms, supply chains, legal systems, public safety, and more. Infrastructure requires standards. Standards require consensus. And consensus is hard to teach when the rules change every 300 miles. 

A 10-year state regulation freeze offers something rare: the chance to step back, align nationally, and design policy for what AI is becoming, not what it has been. The real question is whether we use that time wisely. 

Because if we do, we’ll end up with a framework that supports innovation, protects citizens, and gives businesses the clarity they need to build confidently. If we don’t, we’ll spend another decade building around inconsistency — and that’s not a future anyone should be coding toward.

 

Dev NagDev Nag is the CEO/Founder at QueryPal. He was previously on the founding team at GLMX, one of the largest electronic securities trading platforms in the money markets, with over $3 trillion in daily balances. He was also CTO/Founder at Wavefront (acquired by VMware) and a Senior Engineer at Google, where he helped develop the back-end for all financial processing of Google ad revenue. 

 

What Are Backlinks And Why You Need Them To Build Your Business

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Backlinks are a large part of any SEO strategy. You will find that this term comes up all the time when you want to drive traffic to your site or business, but what are backlinks and how do they work?

Take a look at the tips listed below to learn how to gain backlinks, leverage them to increase visits to your pages, and generate an SEO infrastructure that dovetails with these links.

What Are Backlinks?

Backlinks are links from other websites that point to your site. Why are backlinks so important? They act as a vote of confidence from other companies, sites, or writers, but they also give you:

  • Domain authority
  • Enhanced SERP rankings
  • Improved perception of your site, business, or information

Where Do Backlinks Come From?

You can generate backlinks through a range of activities, depending on your strategy, connections, and needs. You might try:

  • Guest posts that include links back to your website
  • Press releases with links back to your pages
  • Partnerships with other businesses or sites
  • Roundups that include links from your site to others

When you try the tips above, remember that every business or site is different. Guest posts and press releases are completely under your control, but they can only go so far. You do not want to saturate the Internet with your content, but sharing now and again is quite helpful.

Partnerships with other businesses can include do-follow links that help build your domain authority. At the same time, you may also enter into paid partnerships that include no-follow links, simply because you want your name out there.

Finally, roundups are a good way to generate content that points to a lot of different places. Every company that gets linked from your content might link back, creating a chain of SEO improvement that everyone can leverage.

What About Actionable and Linkable Content?

If you prefer to create new content, make sure that it is:

  • Evergreen
  • Topical
  • Linkable

Give other businesses a reason to link to your site because you explain the (for example) “Top 5 Reasons to Replace Your Shades in the Summer,” which can be used by many companies to further their own efforts. Plus, actionable and linkable content can be shared anywhere at any time because it doesn’t feel forced.

You Want Links from Reputable Sites

As much as you want backlinks, make sure that you are targeting reputable and authoritative sites. Backlinks from a large, regional business are more valuable than those from Joe’s Plumbing. At the same time, you should be linking to these reputable sites to make sure they know you exist.

By using this method, you are creating a two-way street that alerts other companies to your existence instead of hoping they notice you on their own.

Start Backlinking Today

Now that you can see why backlinks are such an integral part of any SEO strategy, you can start the process of seeking out these links and building an infrastructure that thrives on them. Utilize these tips to drive traffic, increase domain authority, and improve the visibility of your website, business, cause, or data.

 

Is Your Résumé Working For Or Against You?

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by Vicky Oliver, author of “Bad Bosses, Crazy Coworkers & Other Office Idiots”

According to Novoresume, a typical job opening may receive as many as 250 resumes. From this, only 2 percent of the applicants will be invited to come in for an interview, or approximately 5 candidates. Those are tough odds!

If you’re not making the cut, it’s time you reviewed your résumé through a recruiter’s eyes.

A résumé is a personalized introduction to your professional you. Think of it as an “elevator pitch” in which you briefly highlight your most marketable skills.

A résumé needs to tell the story of you in an easy-to-understand way. Finding the right balance of providing information versus keeping your résumé concise and readable isn’t easy. That said, if you’ve been in a field for over 10 years, expand your résumé to two pages (or you will risk looking like a lightweight).

Keep in mind that many recruiters spend only 6–7 seconds scanning a résumé. That means your résumé needs to be orderly and succinct, and your relevant information must be prominent.

Keep these do’s and don’ts in mind to make sure your résumé is working for you — and not against you:

1. Do: Pick a readable font.

Preferably, choose a font without too many flounces. You are going for clarity, not a design award. Some fonts to consider: Arial, Calibri, Helvetica, or the old standard: Times New Roman.

Don’t: Try to be creative. The background color of your résumé should be a variant of white, off-white, linen white, or ochre. Even if you’re vying for a job in a creative field, stick to this classic rule. A shocking pink resume will indeed shock — and get you quickly eliminated.

2. Do: Use bullet points.

Short-phrased headings, followed by a bulleted list that provides 3–5 pertinent details will give at-a-glance information that can be quickly deciphered. This enables the recruiter to easily find what she’s looking for.

Don’t: Put your specifics into long, windy sentences that obligate the recruiter to focus more closely on the content beyond a simple scan. She’ll likely skip over any densely worded information altogether. Remember, too, that AI bots will often be your first résumé readers. Keep your message simple.

3. Do: Emphasize specific skills at the top.

This brief section can be labeled “Executive Summary” or “Highlight of Skills” and include technology proficiencies as well as specific areas of expertise relevant to the job posting.

Don’t: Stray from the areas of expertise listed for the position. Even though you may be proud of your accomplishments as a data analyst, if you’re applying for a job as a copywriter, your analytical skills have little relevance. Leave them off your skills list — especially if you’re short on space.

4. Do: Provide concrete evidence.

Where possible, include a bullet point after your list of responsibilities under each work experience entry that shows measurable achievements. For example, “Improved sales by 30%.”

Don’t: Resort to hyperbole and unsupportable statements to exaggerate your accomplishments. Including that you were considered the “best junior executive of the department” will lead the recruiter to wonder, “Says who?” On the other hand, if you won performance awards, don’t be shy about including them in their own “Awards” section.

5. Do: Tout leadership skills.

Employers are looking for upwardly rising workers who exhibit the skills associated with leaders. Document how your motivation, people skills, or problem-solving efforts helped your current or former employers.

Don’t: Distort the facts in your favor. If your role was as a team member on a project, don’t claim that you alone are responsible for the positive outcome. Embellishing your position will usually come back to hurt you when the hiring manager reaches out to your references (and she will!).

6. Do: Tailor your resume to the job listing.

Tweak your résumé to the job for which you’re applying. Where possible, use words that match descriptions of the qualifications required. Include what will convincingly show that your background meshes with the listing’s mandatory experience.

Don’t: Submit a generic résumé. Unless your background miraculously mirrors the skills and responsibilities needed for the job, recruiters will quickly ascertain that you didn’t take the time to respond to their listed qualifications.

7. Do: Have a professional review your résumé.

Show your résumé to someone seasoned in your field to make sure you’ve adequately addressed all the needed responsibilities. The information should be clear and coherent. A second pair of eyes can also pick up any typos you may have overlooked.

Don’t: Hit the send button before your résumé has been carefully scrutinized. Even if you’re only able to give it your own review, look it over closely. Strive for consistency in wording and formatting. For example, if each bulleted item begins with a verb, make sure there aren’t any outliers.

8. Do: Include the optional cover letter.

Always opt in when invited to submit a cover letter. It gives you the opportunity to further sell yourself in a personalized way that a résumé can’t convey. Keep your letter to one page, and use it to describe in more detail your top skill — and corresponding evidence — that makes you the best candidate.

Don’t: Send a generic cover letter that neglects to reference qualifications of the position. You’ll waste the recruiter’s time and leave a poor impression.

To make your résumé work in your favor, emphasize quality over quantity. Packing in every detail of your job responsibilities or related experience won’t impress a recruiter. Instead, make a winning impression that will advance you to the interview round and show how your skills align with the position and where you can deliver value to the company.

 

vicky oliver

Vicky Oliver is a leading career development expert and the multi-bestselling author of five books, including “Bad Bosses, Crazy Coworkers & Other Office Idiots” (Sourcebooks, 2008), “301 Smart Answers to Tough Interview Questions” (Sourcebooks 2005), named in the top 10 list of “Best Books for HR Interview Prep,” and “Power Sales Words: How to Write It, Say It and Sell It with Sizzle” (Sourcebooks, 2006). She’s a sought-after speaker and seminar presenter and a popular media source, having made over 901 appearances in broadcast, print and online outlets. She co-hosts the Resilient Women series podcast for Relatable Media. For more information, visit vickyoliver.com.

 

From Startup To Scale-Up: How Digital Marketing Fuels Business Growth

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The leap from startup to scale-up isn’t just about working harder, it’s about working smarter. As your business grows, guesswork and gut instinct can only take you so far. That’s where digital marketing comes in. When used strategically, it becomes more than a visibility tool. it’s the engine that drives predictable, repeatable growth.

In this guide, we’ll break down the digital tactics that help fast-growing businesses attract better leads, convert more customers, and build systems that scale. If you’re ready to level up, these are the strategies that can help you grow with confidence and control.

Think Like a Scaler, Not a Starter: Shift Your Marketing Mindset to Multiply Growth

What works in the startup phase often stalls in the scale-up stage. Many businesses rely on reactive marketing spur-of-the-moment campaigns but that approach doesn’t scale.

To grow sustainably, you need a system. This means building repeatable processes. Setting clear goals, and tracking the right metrics. Instead of chasing visibility, focus on consistency, conversion, and ROI.

The fix? Treat marketing like an engine, not an event. Build strategies you can test, optimise, and grow over time. That’s how scaling businesses create momentum and maintain it.

Turn One Piece of Content into a Lead Machine That Works 24/7

Chasing daily engagement is exhausting and rarely scalable. That’s why growth-focused businesses invest in evergreen content that keeps working long after it’s published.

A single high-value blog post or downloadable lead magnet can attract search traffic, capture emails, and nurture prospects on autopilot. Over time, this type of content builds authority and leads without the need for constant effort.

Identify your audience’s key questions or pain points, then create content that solves them. Promote it once, optimise it often, and let it drive results around the clock. That’s how content becomes a true business asset.

Stop Losing Leads: Build Funnels That Turn Traffic into Revenue

Getting traffic is only half the battle.But, if your funnel’s broken, those visitors won’t stick around. Too often, small businesses rely on disconnected pages or one-off campaigns that leave leads cold.

A strong funnel guides prospects step by step from interest to action. It includes clear calls-to-action, persuasive messaging, and follow-ups that nurture trust. And when set up right, it works even when you’re not watching.

Map out your customer journey, plug the gaps, and automate where possible. Even a simple lead magnet, landing page, and email sequence can turn browsers into buyers and fuel scalable growth.

Run Ads That Scale Your Sales Not Your Spend

Many growing businesses waste budget on broad, untested ad campaigns that don’t convert. The result? Low returns and rising costs.

Effective advertising isn’t about spending more, it’s about targeting smarter. By narrowing in on your ideal audience and refining creative, you can lower your cost per lead while increasing conversions. Platforms like Google and Meta reward relevance, not just budget.

Start small, track performance, and double down on what works. With the right strategy, paid ads can become a predictable growth lever not a financial gamble. That’s how smart marketers scale sales without blowing the budget.

Set It and Scale It: How Automation Lets You Grow Without Hiring

When every task relies on manual effort, growth hits a ceiling fast. You can’t scale if everything depends on you or your team doing more.

That’s where automation makes a real difference. From welcome emails to lead follow-ups and campaign scheduling, automation handles repetitive tasks freeing up time and reducing the need to hire early. It keeps your marketing running consistently, even when you’re focused elsewhere.

Identify high-touch tasks you repeat often and automate them using tools like CRMs, email platforms, or workflow builders. With the right setup, you’ll get more done without expanding your team.

Know What’s Working & Double Down on What’s Driving Growth

Guessing slows growth. Without the right data, it’s easy to invest in the wrong tactics or miss opportunities hiding in plain sight.

Tracking key metrics like customer acquisition cost (CAC), return on ad spend (ROAS), and lead conversion rates gives you clarity. You’ll quickly see what’s working, what’s wasting time, and where to focus next.Set up simple dashboards and review them weekly. Use insights to optimise campaigns, reallocate budget, and scale what’s performing best. When you lead with data, you make faster, smarter decisions, and build growth you can actually measure.

Growth Doesn’t Happen by Chance, It Happens by Design

Scaling your business isn’t about doing more.it’s about doing what works, consistently and efficiently. With the right digital systems in place, growth becomes a process, not a gamble. Start small, optimise often, and commit to building a strategy that scales. Your next level isn’t far, it just needs the right plan to get there.

 

Want To Retain Your Team? Stop Focusing On Why They Quit

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by Aaron Marcum, Founder and CEO of Breakaway365

Retention doesn’t scream for attention — until a 7 a.m. resignation email lights up your phone. 

In home care, attrition can hit hard every year, siphoning cash, deflating morale, and worst of all, shattering the continuity families count on. I learned the hard way that the real questions leaders should be asking aren’t around why people leave. It’s what makes the right people stay.

Instead of autopsying departures, the savviest leaders study loyalty in real time. They ask: Why are our best people still here — and how do we give them more of that?

Having an answer to that is how my research in positive psychology evolved into the KEEPing Culture Model, a framework that converts please-don’t-leave cultures into why-would-I-ever-leave cultures.

Start With the “Stayers”.

Every organization has a quiet core of people who keep showing up with full hearts. They’re the aides who pick up weekend shifts without being asked, the schedulers who remember client birthdays, the nurses who mentor rookies on their lunch breaks. When you map their stories, patterns get more visible. Loyalty thrives where personal purpose meets company mission — what I call Knowledge alignment. Stayers can draw a straight line from their own “why” to the agency’s “why.”

Instead of another generic exit interview, hold a “stay interview.” Ask what energizes them, which core value they see themselves living each day, and what would make their role even more meaningful. You’ll uncover the raw material for a retention strategy that is both specific and magnetic.

Build Culture by Reinforcing What’s Working.

Once you understand the gravitational pull that keeps great people orbiting your mission, double down on it. Recognition has to be more than an annual certificate; it must be an operating rhythm that spotlights the behaviors you want cloned across the company. In my experience, Engagement accelerates when leaders pour fuel on what I term “Guiding Genius.” These are the natural talents and intrinsic interests that light employees up.

For example, one of our caregivers had a knack for storytelling. We invited her to host a five‑minute client‑moment segment during staff huddles. Suddenly, peers began sharing their wins, and the room’s emotional temperature immediately changed. That weekly ritual costs nothing, yet it continually re‑anchors the team to why the work matters. Cultures are built in those tiny, repeatable acts that highlight who you are, who they are.

Retention Is a Leadership Problem, Not a Hiring Problem.

Recruiters can keep the pipeline full, but only leaders can keep the dining room warm. Empowerment — the third pillar of the KEEPing model — means handing people real ownership before they ask for it. That starts with transparent metrics, like letting an intake coordinator see how her speedy follow‑ups boost revenue, then inviting her to improve the process. It also means protecting psychological safety. When employees trust that speaking up won’t backfire, they iterate faster and grow roots deeper.

If turnover is high, resist the reflex to blame the current labor market. Culture is the cumulative echo of every conversation leaders have (or avoid) each day. Coaching, delegation, and honest feedback are retention engines. Treat them with the same rigor you apply to compliance audits.

Make Your Staff Part of the Story.

Home‑care founders love to talk about cutting‑edge platforms, app‑based scheduling, and remote‑monitoring sensors. Clients certainly benefit from those innovations, but staff stay for something less glamorous: Partnership. They want to feel part of the organization’s story, not cogs inside it. Flatten the hierarchy where possible. Invite caregivers to quarterly strategy huddles. Give office staff veto power over new workflows that will hit their desks first.

When Knowledge, Engagement, Empowerment, and Partnership align, churn becomes the rule. I’ve watched annual turnover drop below 20% in agencies that have adopted the model. That shift doesn’t happen because we patched leaks; it happens because we raised the waterline of belonging so high that exits look like bad trade‑offs.

Retention is not damage control. Every time we learn why someone chooses to stay, we gain a blueprint for scaling humanity alongside revenue. Start tomorrow with a single stay interview, turn the insights into one new habit, and watch how quickly loyalty compounds.

Do not think of ever asking “How do we plug this hole?” again. Start strategizing around “How do we keep building a place no one wants to leave?”

 

Aaron Marcum

Aaron Marcum is a serial entrepreneur, sought-after speaker, certified executive coach, bestselling author, and founder of Breakaway365, dedicated to helping home care owners break free from the daily grind and build thriving, scalable companies. Recently, Aaron has authored the #1 Amazon Best-Selling book, “EntreThrive – The Entrepreneur’s Eight Laws to Accelerate Financial Freedom While Creating The Good Life.” 

Fintech’s Hidden Asset: Why Better Call Quality Builds Consumer Trust

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by Bryan Cohen, CEO — Opn Communications

Fintech companies are quick to tout their cutting-edge algorithms and sleek user interfaces. Yet, the call quality from their telecom provider is the hidden factor quietly shaping how consumers perceive and trust their chosen fintech platforms.

This seemingly mundane aspect carries immense weight by directly impacting customer trust, loyalty, and the likelihood of continued use. It’s time for the fintech sector to recognize what cloud-based telecom and security-first call strategies can do to turn something as ordinary as a phone call into a powerful differentiator.

Latency and call quality directly affect consumer trust in fintech

The financial services industry rests on a reputation of stability and accuracy. As consumers transition away from some of the services offered by their traditional banks to fintech providers lacking physical branches, they will need reassurance. Every doubt and worry over every interaction will be magnified.

These consumers will reach out to fintech providers when they encounter complex or critical issues, but they may also call regarding payment disputes or unauthorized account activity. High call latency, dropped calls, or poor sound quality in these highly charged moments will naturally compound their stress and leave them with questions about the platform’s reliability. If the voice on the other end of the line is muffled or delayed, it will diminish confidence in the provider’s ability to handle these sensitive tasks.

To win over new customers, fintech companies must stand out as accessible, innovative alternatives to slow bureaucracies like traditional banks. Yet when call quality falters, customers are left doubting whether the fintech firm can truly compete. After all, if they can’t manage a clear phone call, how can they manage their money?

Perhaps most importantly, voice interactions retain an increasingly humanizing role in predominantly digital fintech ecosystems. For customers who rarely interact with live agents, the sound of an empathetic and confident voice builds reassurance — but only if it’s delivered effectively. Latency, garbled audio, or robotic-sounding text-to-speech tools immediately break that illusion, leaving customers questioning the company’s competence and priorities.

How cloud-based telecom reduces overhead while increasing compliance

One might assume high-quality call solutions come with unmanageable costs. However, cloud-based telecom offers quality without sacrificing affordability or compliance.

Traditional, on-premises communication systems require expensive equipment, frequent maintenance, and upgrades to remain operational at scale — an impractical choice for lean fintech operations. Cloud-based telecom solutions eliminate the need for physical hardware, drastically reducing upfront and ongoing infrastructure costs. Plus, the ability to scale on demand means fintech companies don’t lose resources during peak customer service periods.

Financial services are subject to increasingly stringent regulations surrounding privacy and communication security. Cloud-based systems often come with built-in tools to ensure adherence to global compliance standards (like GDPR or PCI DSS), minimizing the burden on fintech firms. From securely storing call records to enabling encryption protocols, these systems streamline regulatory oversight and reduce the likelihood of costly non-compliance.

As fintech continues to penetrate international markets, reliable communication across borders becomes increasingly critical. Cloud-based telecom prioritizes low-latency connections and region-specific technical optimizations, ensuring consistent performance whether your customer is in New York, Nairobi, or New Delhi.

Security-first telecom strategies tailored for financial services

Given the sensitive nature of financial data, fintech providers must treat telecommunication security as non-negotiable. Seamless calls are meaningless if the communication channel exposes customers to risks. A security-first approach to telecom protects both consumers and the company itself from breaches, fraud, and costly data vulnerabilities.

Fintech companies will want to assure their consumers that sensitive conversations are protected with end-to-end encryption. This due diligence builds trust that data, from account numbers to verification codes, cannot be intercepted during transit. Many cloud-based providers specialize in encrypted solutions specifically designed for financial services.

Cloud telecom systems can also simplify secure call recording and data organization, giving fintech companies real-time access to audit trails in cases of consumer disputes or regulatory inquiries. Advanced security-first systems can even flag suspicious phone activity, such as erratic user behavior during calls or discrepancies in voice biometrics. Integrating fraud detection with telecom safeguards customers in real time.

When fintech companies think about bolstering consumer trust, they often focus on improving app design. Yet, the often-overlooked area of call quality, powered by cloud-based telecom and fortified with security-first strategies, can make a profound impact.

Reliable, crystal-clear communication has the potential to humanize digital services, reassure customers in key moments, and reinforce the trust they place in fintech platforms handling their money. After all, trust doesn’t just come from algorithms — it comes from the voice on the other end of the call.

 

Bryan Cohen

Bryan Cohen is the CEO of OPN Communication, a professional telecommunications agency dedicated to providing enhanced sales and customer services to the business community. With a proven track record of driving innovation and delivering results in complex, rapidly evolving markets, Bryan is uniquely qualified to lead and shape the future of the industry.

 

2 Sides Of The Same Coin: How PR And Social Media Marketing Go Hand In Hand

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meeting with charts

meeting with charts

by Chris Bretschger, Managing Partner at Bastion Agency

When it comes to building a successful brand, it’s important to have various strategies in place to help get the word out about your products and services. While there are multiple formats for achieving this, they can often be broken down into two main categories – Public Relations (PR) and social media marketing.

Both PR and social media marketing focus on the same overall goals, but the way they achieve them can be quite different. While focusing on each format individually may be beneficial, increasing brand visibility online and gaining a new following, when combined, they can actually help you create a highly effective, holistic marketing approach for your business.

Below, we’ll help to break down the differences between the approaches and where and how they can work together.

Using Public Relations to Build Credibility and Trust.

Your reputation is everything as a business. Public relations gives you the ability to help set the narrative when it comes to what your business offers and the reasons it’s in business. This also includes showcasing your core business values and highlighting what makes your brand different than others.

Some of the key PR-related activities businesses plan and execute include:

  • Media Relations – This involves working with various media outlets or digital journalists who help to write and publish information about your business online. Most PR teams are connected with a wide range of bloggers or well-known media publicists they can go to when they have important updates to share with their audience.
  • Crisis Management – In the event of a significant disruption to business operations, such as a cyber attack or a natural disaster, crisis management helps keep customers and employees informed of ongoing developments that impact the business. The primary goal of this effort is to ensure the company responds quickly and efficiently while also meeting any regulatory requirements specific to their industry.
  • Thought Leadership – Another key element of PR is establishing thought leadership. This is what helps to position a business as a leader in their industry, using linkable assets like white papers, case studies, or even podcasts to help build more credibility and influence within different sectors.

Leveraging Social Media Marketing to Amplify Brand Messaging.

While PR efforts focus on building more trust and credibility, social media marketing puts more effort into amplifying that message across various channels. This includes everything from marketing your business on Instagram or YouTube, as well as adding a voice to your brand on public forums or other social platforms. 

Some common elements of social media marketing include:

  • Content Creation and Distribution – Social media provides a number of opportunities for you to build and share your content across multiple channels. Social media marketing involves leveraging different brand stories, videos, or helpful blog posts and making them more visible in multiple places online.
  • Community Engagement – The great thing about social media is that it provides a format where your brand can engage with current or potential customers directly. This means actively listening to and responding to user comments and creating an environment where customers can share their opinions or post reviews about the business.
  • Paid Advertising – Social media marketing can also leverage a variety of different paid advertising levers to gain even more visibility across different demographics. Most social media platforms have different formats for creating an advertising campaign that helps them to get their brand in front of a more targeted audience than traditional marketing can provide.

How PR and Social Media Marketing Work Together.

While PR and social media marketing on their own can be helpful to your brand, there are a lot of benefits that come from combining your efforts.

Increases PR Reach.

Getting PR releases in front of as many people as possible is important when launching new products, sharing exciting business news, or introducing company expansions. Social media can be one of the fastest and most efficient ways to share these messages across a wide follower base.

The nice thing about referencing important PR announcements on platforms like LinkedIn, Facebook, or X is that these social signals stick around for a long time. This makes it easier for Google to rank associated blog posts or press releases so they’re easy to find on SERPs (Search Engine Results Pages).

Adds Brand Credibility.

There are numerous brands posting a wide range of content on the internet, and social media is a common platform for sharing. Unfortunately, however, much of this content is rarely helpful and is often used as a spammy tactic to increase clicks.

When you share more credible PR pieces on your social media feeds, it helps add professionalism and credibility to your brand. This makes it more likely that your current or potential customers will follow your brand across different platforms or share the information within their own networks. 

Establishes Two-Way Communication Channels.

Creating PR messaging for your business may be helpful for keeping your customers informed, but on its own, it really doesn’t help to generate the buzz that forums or ongoing community discussions can bring.

Leveraging social media channels to amplify your messaging allows you to create two-way communication channels that your business can use to create active discussions about the information you’re delivering.

Create a Holistic Marketing Strategy for Your Business.

Both PR initiatives and social media marketing can be impactful ways to connect with your audience. By using them together to create a holistic marketing approach for your business, you’ll be able to build the visibility and credibility your business needs to scale effectively.

 

Chris Bretschger

Chris Bretschger, Managing Partner at Bastion Agency, is a seasoned marketer with over 20 years of experience in integrated marketing. He has developed brand strategies, managed media campaigns, and built analytics tools for clients like Mazda, Adidas, Jenny Craig, and Kia. When not leading Bastion, Chris enjoys superyacht regatta racing on the open seas.

 

What Business Owners Regret After A Retail Buildout

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store with track lighting

store with track lighting

Opening a retail store is often thrilling — but that excitement can fade when the buildout doesn’t go as planned. Many business owners later admit they made costly decisions during the construction phase, especially around layout, materials, and infrastructure. The pressure to open quickly or stay within budget often leads to choices that seem fine at the time but end up limiting how the store performs day to day.

Retailers who study common missteps gain an advantage. Learning from others’ experiences helps owners make smarter calls that improve both customer appeal and daily operations.

Every decision during a buildout — design, materials, layout — shapes how well a store functions long after the ribbon is cut.

Cutting Corners on Storefront Glass Hurts Long-Term Value.

Low-cost glass might lower upfront expenses, but it often weakens both function and curb appeal. Generic panels reduce visibility, offer poor insulation, and may even raise safety concerns — all of which erode customer trust and brand presence. High-quality materials tailored to local conditions and building codes offer a smarter alternative. The right choice not only enhances the storefront but also improves energy performance and creates a stronger, more lasting impression.

Working with professional glass installers brings extra benefits. Local vendors like Atlanta glass know regional building needs and offer custom products that big-box suppliers might not. This local connection also makes communication easier and can simplify the building process. For anyone setting up a store, using local glass experts can be a smart move for both short-term impact and long-term value.

Overlooking Functionality in Store Layout Design.

Prioritizing looks over function can quietly hurt a store’s performance. Bold displays might catch the eye, but if aisles are too tight or checkout lines block traffic flow, customers get irritated and leave sooner. A store that feels confusing or cramped makes people less likely to linger — or return. 

On the flip side, a smart layout guides movement naturally, highlights products, and helps staff stay organized. Planning such details early leads to smoother operations and a better shopping experience. Thoughtful design doesn’t just look good — it makes the space work better for both customers and employees.

Underestimating Acoustic Design in Busy Spaces.

Retail spaces often have hard surfaces like tile and glass, which bounce sound around, making them noisy. It can distract shoppers and make it hard for staff to do their jobs. Without thinking about sound, stores can end up feeling loud and chaotic. Talking becomes difficult, and the space feels overwhelming. If sound is handled early on, the store can feel more welcoming and comfortable.

Thoughtful sound control starts with materials that reduce echo and crowd noise. Acoustic panels, carpets, and upholstered furniture absorb disruptive sound and sharpen communication across the floor. Integrated during the design phase, these features transform a loud, chaotic space into one that feels calm, focused, and easier to manage — for both customers and staff.

Skimping on Back-of-House Infrastructure.

Focusing only on areas the customer sees often means the back-of-house is ignored. But staff need enough storage, break rooms, and easy workflows to do their jobs well. Without smart planning, messy stockrooms and tight work areas can cause stress, leading to unhappy employees and slow service. Ignoring behind-the-scenes needs can wear down staff and hurt customer service.

A well-designed back-of-house setup strengthens the entire operation. Accessible storage and comfortable staff areas support smoother workflows and reduce stress during busy hours. When employees have space to work and recharge, they stay motivated and deliver faster, friendlier service that directly improves the customer experience.

Making HVAC and Lighting an Afterthought.

Poorly planned HVAC and lighting often lead to uncomfortable shopping conditions that drive people out. Uneven airflow creates hot and cold spots, while dim or harsh lighting makes products harder to see and dulls the atmosphere. Early planning allows for better temperature control and more appealing product displays. 

A balanced HVAC system keeps the environment consistent, while well-placed lighting highlights merchandise and shapes how the space feels. Comfort and visibility aren’t just aesthetic details—they influence how long shoppers stay, how they move through the store, and how likely they are to buy.

Smart retail buildouts come from decisions that balance aesthetics, practicality, and long-term use. Rushing or cutting corners may speed things up, but it often leads to higher costs and frustration down the line. Every part of the space — from storefront glass to HVAC to back-of-house flow — affects how well the store serves both customers and staff. Local experts can offer insight that generic solutions miss. Think beyond surface-level design and focus on how the space supports daily business. When planning aligns with real-world function, stores become more inviting, more efficient, and more likely to succeed in a competitive retail environment.

 

Six Qualities To Overcome Challenges And Prosper

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by Rand Selig, author of “Thriving! How to Create a Healthier, Happier, and More Prosperous Life“

Throughout life — business and personal — we face challenges. This can be especially true for start ups and when building a small company. It is also often the case with running a mission driven organization, like many non-profits. Having started and run my own firm for over three decades, I know how true this is.

The key question is how do you continue to move forward amidst the headwinds and uncertainties? How can you be heathy, happy, and prosperous?

Here are my six recommendations:

1. Recognize that Life is a Series of Experiments.

We know from 8th grade science classes that sometimes an experiment works the first time, but often we need to make some adjustments. And frankly, there are times when the experiment is a failure. Don’t get dejected. Keep going! Never give up! Believe in yourself and your organization’s mission and purpose.

Key quality: Have grit and be mentally tough, which will give you the needed resilience and persistence.

2. Know Yourself and Invest.

Have clarity about what your strengths and weaknesses are when it comes to technical and interpersonal skills. It’s important to understand whether you are a leader or a manager. As Stephen Covey, who wrote the “7 Habits of Highly Effective People“, said, “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” While these terms are often used interchangeably,they are quite different and require different skills.

Key Quality: Have curiosity, by being a lifelong learner and enjoy new and unexpected things. It makes the journey fun!

3. Build Relationships.

Life on every side involves relationships — with yourself (the most important relationship you’ll ever have is the one with yourself); with family and friends; and at the work place. They allow you to grow, get through difficult times, and be happy. As Emily Kimbrough said, “And remember, we all stumble, every one of us. That’s why it’s a comfort to go hand in hand.” In your relationships, listen first to understand, then be understood. Be trustworthy, have integrity, be authentic. This is an investment in yourself, your enterprise, and everyone you engage with.

Key Quality: Listen and be interested. Then work at balancing between empathy and assertiveness.

4. Take Care of Yourself — Physically and Emotionally.

Start ups, small companies, non-profits are all challenging. You need to know your limits and rest when needed, eat to gain strength, recharge and to enjoy. I highly recommend taking one day off a week — don’t email, text, do business or shop. Instead, relax, enjoy yummy food, music, friends. And at work lean into what you enjoy and are good at, and delegate things that you are not good at or don’t like. Learn to say no. These things will help with avoiding burnout.

Key Quality: Exercise Self-Control by restraining yourself — over your emotions, desires, actions, and impulses — especially at difficult times.

5. Be Positive and Kind to Yourself and Others Along the Way.

Getting down on yourself won’t help you get where you want to go. Quite the opposite! It could just make you miserable and ineffective. Forgive yourself when you make a mistake, but turn it into a valuable lesson. Similarly, it’s vital to be kind to others and forgiving. Yes, be that kind of person! Even if someone disappoints.

Key Quality: Be positive and cheerful, which will add on average 8-9 years to your life. It will also give you power, while fear and pessimism diminish power.

6. Define Success Your Own Way.

Success can be more than financial and more than balancing between work and life. Instead, you can define success in a  powerful and rich way by creating an integration of all the important elements of your life that matter to you. This will, of course, include being financially well off, but it might include having deep and enduring relationships; taking care of yourself physically and emotionally; being grateful; being humble and in awe; have humor — about yourself and the situation, being of service to others and our planet, and being a respectful, caring, generous, and kind person. Each of us can decide what aspects to include in our portfolio to create our own definition! We can also decide what “enough” truly means.

Key Quality: Take hold of the reins! Your time is limited, so don’t be trapped by dogma — living with the results of other people’s thinking. Have the courage to follow your heart and intuition.

In conclusion, by doing these things, we can not only create and build healthy organizations, but we can also weather storms, and gain a sense of fulfillment. We have enormous power to be inspired and empowered by making these choices and thereby create a healthier, happier, and more prosperous business and personal life.

 

Rand Selig

Rand Selig, an accomplished entrepreneur, coach, scoutmaster, board member, and roll-up-your-sleeves conservationist, shares his extensive expertise in his book “Thriving! How to Create a Healthier, Happier, and More Prosperous Life“. He founded and has run The Selig Capital Group for over three decades. He is relentlessly positive and believes he can design his own life and others can, too. 

 

Why You Should Approach Running A Startup Like Applying to College — Trust Me, It Works

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by Ashwin Gulati, author of “Soul Venture: A True Life and Death Journey into the Startup Culture“

What’s the number one reason startups fail? The founders.

I’ve seen too many promising ventures fall apart not because the product was weak or the market wasn’t there — but because the people behind it couldn’t stay aligned. When founders hit a major disagreement and don’t resolve it fast, the startup usually doesn’t survive. I’ve lived this. If my last business partner and I had taken the time to truly understand ourselves — and each other — we might have made different decisions. We could’ve spared each other a lot of heartache.

A failed partnership cuts deeper than running out of cash or getting outpaced by the competition. Worse, its consequences tend to be permanent. So if you’re wondering whether you’re cut out to run a startup — or if you’re trying to figure out whether a co-founder is the right match — here’s my advice: approach it like a college application. Seriously.

And no, I don’t mean chasing resumes and GPA-style credentials. I mean asking the kinds of questions colleges ask in their essay prompts — the ones designed to get under the surface. They’re remarkably effective at revealing who someone really is.

Due Diligence: College Applications

I stumbled upon the power of college applications as a form of due diligence when I was helping my kids tackle their own college applications. At the time, I was searching for a better way to help a partnership regain its footing after some unexpected (to them) turbulence — and trying to find a way to make startup teams focus on each other, not just numbers and forecasts.

There it was, right in front of me: those college essay questions. My kids may have groaned, but I realized they’re ideal and well worth the time. Just as colleges need to know how someone thinks, what drives them, and how they approach challenges, so do startup founders. And so do their investors.

I adapted the prompts from college context to startup context and came up with these eight essential questions. They cover just what entrepreneurs should ask themselves, as well as the key factors and approaches investors need to know. Consider it a vital look in the mirror.

Do this and you may avoid a startup disaster:

  1. How has your leadership experience  positively influenced others, helped resolve disputes, or contributed to group efforts over time? Give an example.
  2. How do you express your creative side — such as in problem-solving or original and innovative thinking, or an artistic pursuit?
  3. What would you say is your greatest talent or skill? How have you grown and shown that talent over time?
  4. Have you ever taken advantage of a significant business opportunity or worked to overcome a business barrier you have faced? Give an example.
  5. What is the most significant challenge you’ve ever faced? What steps did you have taken to overcome it? Describe how this challenge affected the achievement of your business goals.
  6. Describe a business case that inspires you, and how you have furthered this interest inside and/or outside of the business setting.
  7. What have you done to make your community a better place?
  8. Beyond what has already been shared in your business plan, what do you believe makes you stand out as a strong candidate for your startup success?
Other Factors? Sure. But Everything Starts and Ends with You.

Yes, markets shift. Timing matters. Execution, funding, even geopolitics can tilt the table. But none of that changes this: the biggest variable in any startup is the people behind it. I’ve seen founders blame everything from interest rates to a surprise pivot by a competitor. It reminds me of tennis players blaming the sun, the wind, or their shoelaces after a loss. But at some point, you have to own your game.

If your startup fell apart because of poor timing or external shocks, fair enough. But your ability to adapt, stay aligned, and lead through it? That’s personal. That’s on you.

If I were running a startup fund today, I’d make every founder submit personal essays answering the eight questions above. Bonus points if they’re handwritten. Immediate red flag if someone else writes them. If high schoolers can do this to get into college, startup founders can do it to earn serious capital.

These essays will tell me more about your readiness than any slick deck or five-year forecast. In fact, I’d ask for just two things: the essays, and a one-page business plan. No fluff. No hype. Just the raw material that actually matters — the founder.

Start there. Trust me on this.

 

Ashwin Gulati

Ashwin Gulati has launched international ventures, helped start-ups take off or land, and copiloted complex transitions for over 100 companies in various industries in the UK, US, Spain, and France. With 30 years in the trenches, he has identified the hidden pitfalls, unspoken truths, and personal twists that ultimately determine a venture’s success or failure. His new book is “Soul Venture: A True Life and Death Journey into the Startup Culture“. Learn more at www.soulventurebook.com.

 

Generational Health Is The New Leadership Standard

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by Shawna Wells, founder of 7Gen Legacy Group

As the largest generation in the workforce, millennials have a distinct opportunity (and responsibility) to connect and bridge the last generation to the coming generation. A 2025 report from Guidant Financial reveals a significant shift: Millennial small business ownership has grown by 25% this year — now representing 21% of all small business owners. 

And it’s not just a shift of ownership — but a shift in things that matter to them. 

Millennials are building the future differently

Almost 90% of Millennials seek work that feels meaningful beyond the paycheck. With access to all sorts of wealth, power, and choice, it’s no surprise that many are choosing mid-life pivots, and trading default paths for intentional ones. More and more, they’re moving away from what’s expected and toward building lives they’ve consciously designed for themselves.

Amid escalating climate disasters, the rise of AI, and the rapid reshaping of work, Millennials are rethinking leadership. Raised through the Great Recession and a global pandemic, they’re now leading, parenting, and building in the shadow of inherited systemic challenges. And through it all, they’re asking one key question: How do I design a life that feels aligned, sustainable, and supports the world I want to live in?

I have seen this generational leadership shift firsthand. Through my work with visionary entrepreneurs, CEOs, and changemakers, I’ve witnessed how more Millennial leaders are stepping away from performative productivity in favor of legacy leadership–an emerging approach to building systems, organizations, and lives that are sustainable, impactful, and deeply rooted in generational health.

This piece explores how today’s Millennial leaders are choosing long-term impact over short-term influence, and why legacy-minded leadership is becoming a defining strategy, bringing much-needed meaning to a generation rooted in life alignment.

The evolving shape of leadership

Millennials are throwing out the old playbook. Where previous generations may have upheld hierarchy and rigid systems, today’s leaders are focused on impact, defining life by their own design, moving away from default, and gaining clarity on what truly matters. They’re becoming more practical and committed to a life beyond work. 

As a result, they’re building lives they actually want to live, and choosing environments that prioritize mental health, and promote work-life equilibrium.

Even Forbes has noted that leadership is no longer one-size-fits-all, especially among Millennials. Their leadership style is characterised by adaptability, strong emotional intelligence, and a deep commitment to intention. 

At 7Gen, we know the old definitions of success were never designed with our wholeness in mind. They rewarded titles and accolades—but often at the cost of our connection to ourselves.

We’re helping our clients lead a quiet evolution. Together, we’re moving beyond performative leadership and designing systems that center generational health, so leaders can build lives, organizations, and legacies that actually sustain them.

What legacy-minded leadership looks like in practice

So, what is legacy-minded leadership?

It centers around building life by our own design that will impact future generations and honor personal wellness, community care, and decisions that build generational health. 

Legacy leadership lives at the intersection of the evolution of the six realms of a life well lived:

  • Financial Freedom: Creating generational wealth that sustains the life you want to live and leave behind for others.
  • Well-being: Cultivating physical, emotions, and spiritual health so you can lead from a place of strength. 
  • Relationships & Community: Strengthening the bonds that support you and nurture thriving communities.
  • Play: Encouraging joy and creativity in your daily life.
  • Work: Aligning your work with your values, making bold choices that create lasting change while building wealth and health.
  • Service: Giving your time, talent, and treasure without any expectations, creating an impact that goes beyond material rewards.

In practice, this means redefining success beyond revenue or reach to include how leaders structure their days, teams, personal rhythms, and boundaries. One of my clients, a visionary founder, redesigned his entire organizational structure around a legacy statement. What emerged was a more aligned organization that allowed each person to live into the impact the organization was making through a set of very clear, constructed goals and ways that nourished both people and purpose.

This is the work of 7Gen: helping leaders shift from output to outcome, from default to design. I encourage connecting your current role to your larger impact. It’s a move from “reacting to creating” through aligned leadership teams, intentional hiring, and sustainable frameworks built for generational health.

Why generational decision-making matters more than ever

We’re in the middle of a generational turning point. As Gen Z steps in and Boomers step back, Millennials are bridging worlds—leading multigenerational teams, managing cross-cultural expectations, and redefining what they want leadership to look like.

This dynamic is happening against a backdrop of global shift. Climate breakdown, education inequity, and economic instability are all, in many ways, the consequences of short-sighted decision-making. Millennials, having inherited the fallout, are responding with harder questions and making bolder choices.

Legacy is transferred through systems. Through how we run meetings. Through the people we spend time with. Through our candid conversations. Through the way we talk to children. Through the way we send our text messages. Through what we share on our social media. Through the small day-to-day decisions we make.

Leadership has evolved from being overly reliant on charisma or credentials to understanding the personal legacy we make. It requires investing in leadership development that foregrounds legacy, sustainability, and systems change.

As we move through leadership, it’s our responsibility to start to see around corners that get further and further into the distance. We must ask ourselves: what is the impact of our decision today to seven generations (or 150 years) from now? That gives us clarity on what we need to do.

The leaders of today must think in generations, not quarters

The strongest strategy is the one that considers the next seven generations. It’s intentional, methodical, and requires us to take a pause. 

We tend to make big promises to the world. But what the world really needs is for us to slow down long enough to ask ourselves: What’s the impact of what we’re doing—in a few months? A few years? Two generations from now?

We need to name the most important truths. We need to come together to face them. And we need to learn how to decide, collectively, what matters and what doesn’t.

That’s what impactful leaders are doing right now. 

They’re prioritising intentionally how they spend their time, talent, and energy.

So ask yourself: Are you using a legacy mindset as a strategy for your leadership? For how you build pathways inside your organisation? For how you manage and make decisions?

Because the futures of our organisations need to be cultivated. And that work starts now, with us.

Ready to lead with legacy in mind?

If you’re a Millennial leader — or someone walking alongside one as a menor or manager — this is your invitation to reflect. To lead like an intentional ancestor, and begin where you are.

Start with finding clarity. Take the Organisational Legacy Quiz to explore how your current systems align with your long-term vision.

 

shawna wells

Shawna Wells is a former teacher and principal turned CEO of two impactful businesses: 7Gen Legacy Group and B is for Black Brilliance. She is also a children’s author and “legacy-architect” who has worked with hundreds of executive leaders nationwide helping Americans, particularly in Black communities, build generational wealth. Wells serves on multiple boards including Teach for America Las Vegas.

 

Retail Tech For The Underdog: Empowering Small Businesses With Big Tools

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by Mahdi Hussein, CEO – SuperSonic POS

Modern retail isn’t a David-and-Goliath story anymore. Affordable, cloud-based systems have shrunk the tech gap so much that corner shops now wield the same digital muscle as national chains.

Here’s how to put that power to work in your store without blowing the budget or locking yourself into vendor-centric red tape.

Break the cost barrier with cloud-based POS

For years, small merchants avoided new point-of-sale (POS) systems and back-office platforms because they came bundled with multi-year contracts and hidden fees. Newer cloud systems flip that script by advertising flat, transparent pricing and month-to-month terms. Several POS systems, for example, now offer flat, transparent pricing and month-to-month terms, eliminating the sticker shock.

Cloud delivery matters just as much as the price tag. Updates roll out automatically, PCI compliance is handled behind the scenes, and you can log in from any browser to see the day’s numbers. Even better, these systems support every major tender — EMV chips, contactless wallets, and old-school mag-stripe cards — under the same end-to-end encryption used by big-box retailers.

Turn transactions into insight

Every sale is a datapoint. When your register lives in the cloud, those data points flow straight into dashboards that track peak hours, margins, and SKU-level performance in real time.

Why does that matter? Real-time inventory tools cut out the nightly “stock wall” and keep you from re-ordering items that are already sitting in the back room. When stock data is live, fulfillment speeds up and cash flow improves.

Layer in daily sales analytics, and you can spot product cannibalisation, plan staffing, or launch flash promotions while the opportunity still exists instead of after the fact.

Build loyalty without a marketing department

Big chains invest millions in bespoke loyalty apps, but small businesses can now create similar perks through plug-and-play modules integrated into most modern POS suites. Need digital punch cards? Text-based coupons? Automatic birthday offers? They’re a settings toggle away, often bundled at no extra cost.

Because the same platform captures purchase histories, retailers can segment customers by behavior, such as frequency or category preference, and deliver targeted offers without exporting spreadsheets or hiring a data scientist. The result: personalised outreach that feels handcrafted — even when it’s automated.

Scale — and sleep — like a larger operation

Growth usually outpaces systems first. Modular POS architecture removes that ceiling by letting you add extra lanes, locations, or e-commerce channels through the same dashboard. And when something breaks at 2:00 AM, 24/7 support means you’re not left troubleshooting solo.

That “always-on” posture used to be a luxury available only to enterprise retailers; now it’s table stakes. Combine it with role-based user permissions, loss-prevention alerts, and mobile reporting, and you’ve got the backbone for multi-site growth long before you open store number two.

A practical roadmap for choosing a POS stack

Before signing a contract or swiping a card, take a moment to clarify what you truly need from a point-of-sale system. The roadmap below breaks the selection process into five practical checkpoints, helping you match features, support, and pricing to your business goals.

  • List your non-negotiables: Inventory depth? Age verification? Mobile checkout queues? Nail these before you demo anything.
  • Insist on price transparency: If a provider won’t spell out processing fees and contract terms on a single page, keep shopping.
  • Test the learning curve: Hand the demo iPad to your newest hire; if they’re ringing up a sale in under five minutes, you’re on the right track.
  • Stress-test support: Call the help line at night and on weekends. Slow or outsourced responses today equal downtime tomorrow.
  • Plan for “what’s next”: Make sure the platform integrates with accounting apps, e-commerce carts, and any industry-specific peripherals (e.g., scales, barcode printers, kitchen displays) you may add later.

By walking through these checkpoints, you’ll choose a stack that supports daily operations today and expansion plans tomorrow. Select the system that meets your requirements, keeps costs predictable, and scales at the pace you set.

Tech with a fighting chance

Small retailers don’t need Fortune 500 budgets to run Fortune 500-grade tech. With cloud POS platforms offering transparent pricing, real-time data, built-in loyalty, and round-the-clock support, the underdog finally has the tools to punch above its weight.

Take the time to choose a stack that fits your unique workflow today and scales tomorrow. Because in modern retail, the only thing separating you from the big-box players shouldn’t be your budget — it should be your ZIP code.

 

Mahdi Hussein

Mahdi Hussein is the co-founder and chief architect of SuperSonic POS, a Tampa Bay-based retail technology company born from his family’s decades of operating independent gas stations and convenience stores. After watching frontline staff wrestle with clunky, siloed systems, he set out to design a single, cloud-native platform that streamlines payments, inventory, and compliance for owners who don’t have an IT department on call.

 

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