Business RadioX ®

  • Home
  • Business RadioX ® Communities
    • Southeast
      • Alabama
        • Birmingham
      • Florida
        • Orlando
        • Pensacola
        • South Florida
        • Tampa
        • Tallahassee
      • Georgia
        • Atlanta
        • Cherokee
        • Forsyth
        • Greater Perimeter
        • Gwinnett
        • North Fulton
        • North Georgia
        • Northeast Georgia
        • Rome
        • Savannah
      • Louisiana
        • New Orleans
      • North Carolina
        • Charlotte
        • Raleigh
      • Tennessee
        • Chattanooga
        • Nashville
      • Virginia
        • Richmond
    • South Central
      • Arkansas
        • Northwest Arkansas
    • Midwest
      • Illinois
        • Chicago
      • Michigan
        • Detroit
      • Minnesota
        • Minneapolis St. Paul
      • Missouri
        • St. Louis
      • Ohio
        • Cleveland
        • Columbus
        • Dayton
    • Southwest
      • Arizona
        • Phoenix
        • Tucson
        • Valley
      • Texas
        • Austin
        • Dallas
        • Houston
    • West
      • California
        • Bay Area
        • LA
        • Pasadena
      • Colorado
        • Denver
      • Hawaii
        • Oahu
  • FAQs
  • About Us
    • Our Mission
    • Our Audience
    • Why It Works
    • What People Are Saying
    • BRX in the News
  • Resources
    • BRX Pro Tips
    • B2B Marketing: The 4Rs
    • High Velocity Selling Habits
    • Why Most B2B Media Strategies Fail
    • 9 Reasons To Sponsor A Business RadioX ® Show
  • Partner With Us
  • Veteran Business RadioX ®

From Corporate Hubs to Community Events: The Multifaceted Role of Perimeter CIDs

August 4, 2025 by angishields

GPBRX-Perimeter-CIDs-Featurev2
Greater Perimeter Business Radio
From Corporate Hubs to Community Events: The Multifaceted Role of Perimeter CIDs
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

In this episode of Greater Perimeter Business Radio, Lee Kantor interviews Ann Hanlon, Executive Director of the Perimeter Community Improvement Districts (CIDs). Ann discusses how the CIDs, funded by commercial property owners, invest in infrastructure, beautification, and community events to enhance the Perimeter area—a major Atlanta business hub. Key topics include the area’s economic significance, collaborative regional efforts, new trail and transit initiatives, and the Playfully Perimeter event series. Ann emphasizes the importance of public-private partnerships and community engagement in making Perimeter a vibrant, accessible, and attractive place to live and work.

Ann-HanlonAs Executive Director for the Perimeter Community Improvement Districts (PCIDs), Ann Hanlon is in charge of the organization’s daily operations, as well as its investments in transportation infrastructure.

The CIDs have an annual operating budget of over $8 million. Previously, Ann was the Executive Director of the the North Fulton CID for 13 years, beginning when it was a start-up. Prior to entering the CID space, Ann served as a Senior Program Specialist at the Atlanta Regional Commission.

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

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

In 2019, she served as Chairman of the Board of Directors for the Council for Quality Growth as the Council’s first female Chairman. Additionally, Ann serves on the Board of Directors for the Women’s’ Transportation Seminar, Atlanta Chapter, the Greater North Fulton Chamber of Commerce, the Sandy Springs and Dunwoody Perimeter Chambers of Commerce, and the DeKalb Chamber of Commerce.

In 2020, Ann was appointed by CEO Michael Thurmond to the DeKalb County COVID19 task force, and continues to serve in that capacity as a representative of large business interests in Perimeter during the pandemic.

Ann is a graduate of the Regional Leadership Institute of the Atlanta Regional Commission (2010) and Leadership North Fulton (2006). Personally, Ann is a volunteer with the Girl Scouts of Metro Atlanta, a member of All Saints Catholic Church and a sustainer with the Junior League of Atlanta.

She lives in Dunwoody with her husband, Michael, and their two daughters.

Follow PCIDs on LinkedIn.

Episode Highlights

  • Overview of the Perimeter Community Improvement Districts (CID) and its role in the Perimeter area.
  • Funding mechanisms of the CID through a special purpose tax on commercial property owners.
  • Infrastructure projects supported by the CID, including sidewalks, trails, and road improvements.
  • The significance of the Perimeter area as a corporate hub with numerous Fortune 500 companies.
  • The Playfully Perimeter initiative aimed at community engagement through free events.
  • Regional cooperation among the cities of Sandy Springs, Dunwoody, and Brookhaven.
  • The CID’s role in enhancing transportation options, including the Rapid Ride vanpool service.
  • Emphasis on pedestrian and bicycle infrastructure development post-COVID-19.
  • The importance of community awareness and support for CID initiatives.
  • Encouragement for public engagement in local events and understanding the CID’s contributions to the community.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Greater Perimeter. It’s time for Greater Perimeter Business Radio. Now, here’s your host.

Lee Kantor: Lee Kantor here. Another episode of Greater Perimeter Business Radio in. This is going to be a good one. Today on the show, we have Ann Hanlon who is the executive director for the Perimeter Community Improvement Districts. Welcome, Ann.

Ann Hanlon: Hi. Good morning. Well, thank you so much for having me. I really appreciate it.

Lee Kantor: Well, I am so excited to learn what you’re up to for folks who aren’t familiar. Can you explain the Perimeter CIDs? How are you serving folks?

Ann Hanlon: Yeah, absolutely. So the the perimeter community improvement districts, we are a special purpose tax district. We generate property tax dollars from a private millage rate here from commercial property owners in the perimeter area. And then we are able to privately invest those dollars into projects that benefit the business market, the business community. We can do sort of hard core construction projects, like we help the city governments build sidewalks and trails and intersections and exit ramps off the highway. And we can also participate in like programing and doing sort of like fun events around the area. The whole idea is to keep the perimeter market healthy and thriving and exciting, continuing to be the big economic engine that it is. The Sid, a little bit of history, the the SIDs is we are uh, we’re actually two community improvement districts under one roof. Perimeter SED was founded in 1999, believe it or not. So we’ve we’ve been around for a while. We are one of about 30 special community improvement districts in metro Atlanta. There are big kids, you know, people may or may not have heard of them, but they’re kids in Buckhead and Midtown downtown Atlanta, over the battery where the Braves Stadium is, and out in Gwinnett County and in North Fulton. And all these organizations are functioning to do projects in their areas and make it beautiful. You know, some we do landscaping. We do sort of a whole litany of things to sort of keep our community healthy and vibrant.

Lee Kantor: Now, can you kind of educate the listener a little bit about what makes the perimeter area so special? Like how many companies around are in the in the district? Just to give people an idea of, um, how thriving this, this community and region is.

Ann Hanlon: Yeah. So perimeter perimeter is, is one of the largest concentrations of class A office space in the southeastern United States. So we are the home to many fortune 500 companies that, you know, that you have heard of Mercedes Benz. State farm UPS WestRock. Intercontinental hotels Group. Hapag-lloyd. So this you know, we’re big. We’re a big time corporate headquarters in metro Atlanta. We also have a reputation for being a big time corporate headquarters throughout the whole Southeastern United States. So there’s a lot of investment from corporate America has invested a lot here in this community. Um, and they’ve they’ve banked a lot. They have done that because of the strength of this market. Um, this this area geography. We we’re one of the best geographies in metro Atlanta. We of course, you know, right at the corner of 285 and Georgia 400, we’re served by major highways. We have four Marta stations, four heavy rail Marta train stations that service the district, uh, at Dunwoody, Sandy Springs Medical Center and North Springs. Uh, we’ve got a fantastic network of local roads. You know, so we’ve there are three city governments here with the city of Sandy Springs, the city of Dunwoody and the City of Brookhaven. All of them are sort of interconnected. Working on good roads, good signal timings. And now the most recent thing you know, within the last probably five years is the build out of a first class trail system so that people can, you know, the beauty of perimeter, which has always been the beauty of the market and will continue to be, you know, employees can get here on the train, by car, uh, by bicycle, by trail, if they want to walk here. Um, the market is safe. It is clean. So we’ve the market has for years enjoyed sort of a reputation of being this big corporate headquarters for metro Atlanta.

Lee Kantor: Yeah. When I, I live in the area. So this is very personal to me. And it’s important to me to share these kind of stories and educate, uh, kind of the world about what makes this area so special. But I’ll tell people that you can just almost throw a stone and hit billion dollar company headquarters in just it’s just unusual that people don’t kind of really appreciate the density of these super large enterprises just in their neighborhood. That’s kind of hidden away, that you may not even know that they’re there. A lot of the times, and especially for a visitor standpoint, they may not even be aware that, like you mentioned, some of these, the largest of these companies are located in their neighborhood.

Ann Hanlon: That’s right. And you know, the beauty the beauty of perimeter is you put it perfectly. These corporations are here. They’re invested here. You know, again, Mercedes Benz, UPS, Cox Enterprises, State Farm, WestRock. You know, I could go. Um, I could go on and on and on. But not only are they physically located here, but they have invested here. So. So our job at the CID is we work for all those companies, you know, we work for all the companies and the, the, the private real estate investors who own the property. And they are like putting their money where their mouth is. They are actually investing in the community there. They are helping to pay for road projects. They’re helping to pay for the trail projects. Um, they they put their money into the CID, which if you sort of think of it, maybe like a homeowner’s association, if if you live in a subdivision, you’re all paying into the HOA, and then the HOA is able to use that money to do things that benefit the entire community. A CID is pretty similar, actually, except it’s these big corporations that are paying in, um, they pay into the CID and then as staff at the CID, we execute all those projects we work, you know, some of them were able to do on our own, uh, like we maintain all the landscaping Escaping in parameter. We spent over $1 million a year just on landscaping. We do new plantings every spring and fall. We pick up all the trash. Um, you know, we like to make sure that it looks nice because a sense of arrival to to these big corporations, it’s important, a sense of arrival.

Ann Hanlon: When you enter the market, it’s important to look like you’ve arrived at a place where people are paying attention to the way that it looks. Uh, they’re also these big corporations through the SED are helping fund projects. So, uh, and a great example is the 285 at Georgia 400 Interchange project, which if you live in the area, you’re really familiar with that, uh, that is an enormous project. It is one of the biggest projects that the Georgia State Department of Transportation has ever built, like in the history of the state. It’s one of the biggest. And the see, I’m happy to say that the SED has helped finance that. We’ve helped. We made a $10 million investment in that project prior to its starting. We lobbied for years to make it happen, and although it has been a very big, complicated, long project, you know, ultimately the corporations and perimeter and these big commercial property owners, they really do a good job of having a long view. You know, they know that a big investment in a project that probably has caused some discomfort for people on some days, because the traffic will snag up every once in a while. But but long term, that is going to make this market healthy, and it’s going to make it accessible so that we can continue to recruit more companies to come here.

Lee Kantor: Now, can you talk a little bit about the Playfully Perimeter initiative?

Ann Hanlon: Yeah. That’s fun. It’s so the CFD, you know, for for years, like I mentioned, we were founded in 1999. Uh, for years the CED really has invested in, you know, hard core in the ground construction projects, and I could look all over the market and give you examples of that. The SED I mentioned 2400 interchange project. The SED helped build the ramps from Hammond Drive onto Georgia 400. The SED helped build the Perimeter Center Parkway flyover bridge. The SED has worked with the city governments to build countless crosswalks and sidewalks and intersections. Um, but you know, like everyone else after Covid, we have tried to evolve our investments to to really sort of invest in the market and do what people want, you know? And now nowadays, the we really are focused on the experience of being in perimeter, not just that hard core construction projects to get people in and get people out more easily with traffic, but also to make it a pleasant experience. You know, once we understand, it’s important for for residents and for employees, once you get here, it needs to be a pleasant experience. It needs to be safe. It needs to be we clean and there needs to be programing. There needs to be things to do. So one of the initiatives that we’ve launched this year, we launched this spring is called Playfully Perimeter.

Ann Hanlon: Uh, it’s really fun. It’s a series of events that are where we, we put on totally free to the community. Um, we invite the community, we advertise on social media, and we’re just doing these pop ups to sort of show people how fun it is. Our next one is going to be, um, next month on August 27th. It’ll be from 3:00 to 7:00 pm over at Perimeter Summit, which is where Villa Christina is. Um, and the Hyatt just across 25, uh, in Brookhaven. And it’s going to be super fun. We’re going to have popsicles. We’re going to have food. We’re going to have music. People can register for free online. They can register through our website, or you can find us through social media. Um, so that’ll be fun. It’s just going to give people something to do. And you can stay tuned because we’re also going to be doing we’re going to try to aim to have these. Once a quarter We’ll be having one that sort of fall festival related in the fall, and a holiday one. We’re going to be working with the city of Dunwoody on their holiday headquarters event in December.

Lee Kantor: Yeah, there are so many things that happen around here, and and it’s wonderful to see the communities while, like you mentioned, like Sandy Springs, Dunwoody and Brookhaven are all kind of their unique neighborhoods. But there’s so much kind of cross-pollination where people are like, you know, I know personally, I live in Sandy Springs, but I shop at the Dunwoody Publix or I’ll go over to Brookhaven for a meal like it’s very connected and they’re not kind of isolating themselves. It seems like they’re trying to play nice together. And our studio is located physically in the Sandy Springs chamber, but we would love to be more of a resource to the entire area to really be that place where these stories can be told. Are you doing like how how have you found these kind of communities working together, you know, for kind of the common good for the region.

Ann Hanlon: Yeah. I, you know, you you nailed it. I mean, I think that in terms of we have to act together as a region because when we are the to keep the perimeter market strong and to keep all these communities strong, like we there’s there’s more horsepower when we all work together. Um, and we for these big economic development prospects as we’re, you know, recruiting companies. Um, StubHub I shout out to Sandy Springs, uh, StubHub just before the big announcement that they’re they’re locating in perimeter within the city of Sandy Springs. I mean, that’s big. You know, they have these big companies with big cachet continuing to choose Sandy Springs and Dunwoody and Brookhaven. We all it’s I think that’s a testament to the fact that we’re all working together. And so corporate America sort of knows that this is a place where there’s a lot of great synergy, and that’s super important. Um, I’m, I was really, really supportive and excited to see the Perimeter Chamber of Commerce. Of course, has has has gone through a merger over the last year. There was a Dunwoody, a Dunwoody Chamber of Commerce and a Sandy Springs Chamber of Commerce.

Ann Hanlon: Those have now merged to serve even a bigger footprint to sort of represent this Dunwoody and Sandy Springs perimeter region, which is fantastic. You’ve got programs like Leadership Perimeter that it serves that really is building this super strong pipeline of leaders and recruiting young people to serve in leadership roles in Dunwoody and Sandy Springs and Brookhaven. So you’ve got the sort of the civic framework and the social fabric there is already so interconnected. And then when you’ve got the city governments who who have to each function and provide services in their own cities, you know, there’s there’s so much coordination that happens constantly with with road projects and trail projects and signal timing and law enforcement. Um, so I think that citizens really, although citizens may not always get a glimpse at all of that interconnectivity, um, and all the coordination and all the work that goes on behind the scenes. Um, I think that residents really are enjoying a vibrant community because there are so many people behind the scenes working together to make that happen.

Lee Kantor: So what is an a day in the life for and look like? It sounds like there’s so much stuff going on. How do you kind of wrangle all the cats here?

Ann Hanlon: Well, you know, I can honestly say I’m really fortunate at the Syd we’ve got, you know, we have we’re governed by, uh, two boards of directors, um, 18 members, uh, our boards of directors are elected and appointed, and they represent the commercial property owners in this market. And, um, you know, I will say I’m really fortunate to work for all these individuals because they’ve got a long term view of what, what where they think this market needs to go. And then on a daily basis, you know, what does it what does a day look like? I think for the CID staff, our job is to really try to implement their vision so they see a future perimeter market that’s not you know, it’s not your grandfather’s perimeter, right? This is not we’re trying to constantly evolve the market. We don’t this is not the perimeter of the 1980s is not perimeter of the 1990s. We’re really trying to lobby and push everybody forward into what perimeter is going to look like for the next 10 to 15 years. Um, so that involves, gosh, on a daily basis. You know, we are always working with the city government partners, um, Mayor Paul and Sandy Springs, Mayor Deutch and Dunwoody, uh, Mayor Park over the city of Brookhaven.

Ann Hanlon: Um, they have excellent city councils. Excellent. Really? Professionally, I would put their city staff for those three cities. Professional city staff up against any cities in the state. You know, these are three professionally run cities that are able to execute projects. Um, and then, you know, we also, of course, lobby on a state level. We are we’re talking to the state Department of Transportation, communicating with the governor’s office. Really always trying to keep perimeter top of mind because there’s a lot of competition, right? Especially in the state of Georgia. There’s a lot of focus everywhere. Um, at the port down in Savannah, certainly in downtown Atlanta, over the battery out in Gwinnett. So our we wake up every day trying to push projects forward and work with our local partners to see how we can be a resource to them, um, to push forward the vision of keeping perimeter, like I said, the safest, cleanest, most highly performing market in metro Atlanta.

Lee Kantor: Yeah. And as somebody who’s a resident here and works here, you can just feel kind of the center of gravity of the city of Atlanta kind of edging northward and the. And what your work is doing is helping that I think happen.

Ann Hanlon: Yeah. Well I’m glad. Thank you for saying that. And I’m glad you you can see that. I mean, I you know, we’ve got I really just can’t say it enough. There’s so many people who are, who wake up every day trying to make it easy to do business here in perimeter. You know, we’ve we sort of act like a concierge of sorts to all of our businesses. And so relationships are really important. You know, we we may get a call from a property owner who’s trying to get a permit with the county, or they’re trying to get a zoning with the city government, or they’re just trying to connect with someone. And it’s relationships are so important. So we’ve we really try to to convene people. We we, we try to make sure that all the companies are talking to each other. You know, we we do networking events with we have events among the companies so that we’re, you know, we’re actively trying to make sure that State Farm and UPS and Mercedes-Benz and Cox Enterprises, that they have a forum to all get together, um, to talk about the problems that they’re facing. You know, I’ll give you a recent example, uh, where we’re actually launching a van pull service. There have been some cuts. The state of Georgia recently has made some cuts to commuter bus lines that come in and out of perimeter on a daily basis. So we’ve worked with all the big companies to launch, um, like a big van pool program. That’s called Rapid Ride. If you have any listeners who are interested, they can find it on our website. Um, but this is a service that the SED is working with the state agencies to pay for so that if people need, uh, resources to get into perimeter to come to work, and they, for whatever reason or not able to to have their own car, you’ll be able to do that. So it’s super exciting.

Lee Kantor: And I’m noticing a lot more kind of wider sidewalks, encouraging, more walking around and and exploring that way via bike or or walking. Uh, is that a priority as well.

Ann Hanlon: As a huge priority? You know, and especially since Covid, I think Covid, uh, really illustrated that people want to be outside and trail projects are really important. They’re important, you know. And from where I sit, sort of representing the private, uh, business community and the big private corporations, it’s really, really important to them that their employees are able to access these trails, to get, to get out, to walk, to maybe walk, to work on the trails or to have it as amenity that they’re able to offer, um, to help land new business here in perimeter. The big goal, the big goal that is shared by all of the cities and by the CED, is to connect the perimeter market to path 400, um, which of course is a project that was initiated by our our colleagues down in Buckhead through the Buckhead CID and Livable Buckhead, uh, led by Denise Starling. That connecting our trail system to path 400 is so important, because the path 400 ultimately will connect to the Beltline at its south end. So we are all working on it. We every every segment of trail is is wildly expensive and wildly complicated. And their utilities and their topographical issues. Um, but we’re we’re all determined to make it happen. So hopefully one day in the future, you know, a person would be able to walk or to ride their bikes from Perimeter Mall all the way down to the Beltline on an uninterrupted trail system, which I think would just be amazing.

Lee Kantor: Yeah. And I think that that affects like traffic and, uh, getting cars off the road. Like it just changes kind of the look and feel of the experience of living in the metro Atlanta area. I mean it that could be a game changer.

Ann Hanlon: It could. It could be a huge game changer. And there’s so many commercial property owners that own, uh, own property all over metro Atlanta. Um, so there’s a lot of synergy between, you know, commercial property owners, for example, uh, a lot of the same owners who have invested in property in Buckhead have also invested in property and perimeter. So they really understand this, like long term vision of of how that could be a game changer, you know, to be able to be able to just easily and safely ride a bicycle from Buckhead to Perimeter Mall would would totally be a game changer. I think it’s going to is really going to help metro Atlanta, like level up, help us compete with other other metro areas who are already doing this, you know, Austin, Texas, Charlotte, North Carolina, um, some cities in the Midwest. This is already happening in other places. And so there’s a lot of us who are determined to make it happen here.

Lee Kantor: So what do you need more of? How can we help you?

Ann Hanlon: Uh, that’s a great question. Money. Do you have do you have millions of dollars floating around? That always helps. Um, no, I think you know. Thank you so much for for having me on the podcast today. I think, you know, having everybody educated on on what we do as a kid is so important because, you know, we we need community support for all of these things. You know, for the trail projects need that the kid is is wonderful. But there’s really nothing that we can do in a vacuum. We have to have, like our amazing partners at the city of Dunwoody, the city of Sandy Springs, uh, the city of Brookhaven. You know, we do projects and partnership with those cities. They, they, they run point on the projects, and we’re able to be a funding partner, and we’re able to bring the power and the support and the dollars from the business community to support the work that they’re doing. Um, so I think, you know, in terms of your listeners, as long as you can understand what what the challenges are, um, and what the private sector is doing to help that that alone, uh, is helpful and then come out, you know, if you want to really sort of participate in some of the fun programing that we do come out on the 27th of August from 3 to 7. Have some, have some ice cream. Uh, meet some of your neighbors. You know, it’s just great to take part in the community and to understand the community that you’re living in and working in.

Lee Kantor: Yeah. I think that you’re among the unsung heroes of the area. And I think it’s important for folks to understand what you’re trying to accomplish and all the things that you have accomplished thus far that, you know, we as residents might be taking for granted because we don’t know, to give you the credit. But I think it’s important to, uh, for to educate people about the work that you’re doing and how important it is to help better our community as a whole. So I want to thank you for doing what you’re doing and sharing your story today. You’re doing such important work and we do appreciate you.

Ann Hanlon: Oh, thank you, I appreciate that. As I say, it’s it’s amazing what you can accomplish when you don’t care who gets the credit.

Lee Kantor: Exactly. But it’s also important to understand that there are people behind the scenes that are doing this. So they should get the credit, at least be aware that they exist. So if somebody wants to learn more, is there a website? Is there a place to connect?

Ann Hanlon: Absolutely. So please check out our website. Is perimeter atl.com. Uh, we also have a huge social media presence uh, perimeter ATO and we, you know, it’s a good resource because we don’t only just share our own stuff, we also work really closely with all of our partners. And we always broadcast out what they’re doing, whether it’s the perimeter, um, Chamber of Commerce, the Greater Perimeter chamber or Leadership Perimeter or other organizations like discover, Dunwoody or visit Sandy Springs. You know, we’re working with this. There’s a huge civic fabric in this community, and we’re all working together. There’s a lot of great people making it happen, but generally speaking, you can find all of it on our website or on our social media outlets.

Lee Kantor: Well, and thank you again. Uh, we really do appreciate all the work you’re doing, kind of behind the scenes. And it’s important, I think, for, you know, our listeners to understand that this is important work and people are actively doing things to improve their property values, their, you know, kind of day to day experience here. And, and we just really do appreciate what’s happening over there. Uh, thank you again.

Ann Hanlon: Yeah. Thank you for having me. I really appreciate it.

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

 

Tagged With: Perimeter Community Improvement Districts (PCIDs)

BRX Pro Tip: Embracing Emotional Intelligence for Better Leadership

August 4, 2025 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: Embracing Emotional Intelligence for Better Leadership
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: Embracing Emotional Intelligence for Better Leadership

Stone Payton: Welcome back to Business RadioX Pro Tips, Stone Payton and Lee Kantor here with you. Lee, as we are in the midst of our third season of doing a coaching series, I’m coming across the term Emotional Intelligence, EQ, a great deal. What are you learning about emotional intelligence lately?

Lee Kantor: I think that the companies and the individuals that embrace emotional intelligence, having better leadership, their organizations kind of run better, their employees tend to be happier and more productive. Emotional intelligence is that ability to recognize, understand, and manage your own emotions, and to recognize and influence the emotions of others.

Lee Kantor: I mean, it’s not that complicated, but leaders that have that high EQ are going to be better at active listening, they’re going to communicate clearer, and they’re going to respond thoughtfully even under pressure. And I think that’s really where kind of the rubber hits the road. It’s when there is chaos, where there is pressure is how people behave. And if you have kind of this higher EQ, you’re able to handle kind of those situations a little more calmly, which is a lot more effective when you’re dealing with your team.

Lee Kantor: This type of EQ creates trust. It reduces conflict. It boosts team morale. All that stuff’s pretty obvious. And the good news is that emotional intelligence, it can be developed. The first step, I think, is just practice some type of self-awareness. Notice your own reactions. Notice your own triggers. What are the things that get you fired up? What are the things that calm you down? Are you replying in a similar way when a person asks a certain type of question? Once you kind of hone in on your own behavior, this type of self-awareness is going to kind of help you deal with other people more effectively.

Lee Kantor: The next thing to do after you kind of become more self-aware is work on your empathy. Ask your team members how they’re doing. Really listen to their answers. And then, finally, you can then manage your responses based on this new calmness that you’re kind of acquiring. Deep breathing is at the heart of a lot of this. Taking deep breaths before reacting, just pausing for split seconds before you respond, all of this stuff is important to keep you calm and to keep your people happy. And then, it’s important to kind of create these pauses rather than just reacting. It’s that space between kind of cause and effect that you’re really controlling that brief pause in between those two activities.

Lee Kantor: So, at Business RadioX, we think emotionally intelligent leaders make the biggest impacts in their organizations and communities. We’re always looking to partner with folks who have high EQs. We believe they build strong relationships. They’re able to adapt to change. And they create workplaces where people want to give their best. Remember, no one is working in a hostage situation. Every one of your people are volunteers, so treat them well.

BRX Pro Tip: Harnessing the Power of Podcasting to Grow Your Association

August 1, 2025 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: Harnessing the Power of Podcasting to Grow Your Association
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: Harnessing the Power of Podcasting to Grow Your Association

Stone Payton: Welcome back to Business RadioX Pro Tips, Stone Payton and Lee Kantor here with you. Lee, let’s chat a little bit about the power of podcasting, specifically in terms of growing your association.

Lee Kantor: Yeah, we do a lot of association work and we’ve seen it work so well. And I think that this is a really big opportunity for all of the business associations out there, and I think a lot of them are doing it wrong.

Lee Kantor: Podcasting can be a super effective tool that the association uses to engage members, to attract new audiences, and establish thought leadership. But I think that they typically tend to focus only on establishing thought leadership. They’re constantly trying to create roundtables and events that show how smart their leadership is. I think they should spend some time doing that, and I don’t think it’s not important. I just think that there’s other things they could be doing that it’s going to serve most of their members more effectively.

Lee Kantor: And the way to do that, I believe, is to create interviews with all of their members. I think every one of their members should be spotlighted. I think that if they do that and they can embrace podcasting in this way, it can transform that organization’s reach and impact. When you humanize the association by showcasing the real voices and the real stories behind the mission, that’s going to make the organization more relatable and more approachable.

Lee Kantor: The association is demonstrating that they really care about their members because they want to spotlight each and every one of them. They want to give them a place to tell their story and be heard, and share that content with all of the members. It shows that they’re serious about actually helping them grow, that they’re serious about helping them get their very next client.

Lee Kantor: So, if they can do that and get all of their association members more clients by promoting their expertise in business, that member is never going to leave, and that member is going to be excited to invite other people they know to become members of this association, because most associations are doing this kind of work. I think it’s so important if the association leans into just telling the stories of their members, every single one of those episodes becomes a commercial for the association. Every one of those interviews are going to be shared in the social media of that given member, and it’s going to be shared by the association.

Lee Kantor: That is great content for them. That’s evergreen content. That’s going to boost the online brand and visibility and the CEO of that association. And it’s going to show that that association is a place that really cares about their members. Associations that leverage podcasting see measurable results. They see increased member engagement. They create a stronger community. They improve the connections, the interconnecting between the members. And it creates enhanced industry influence.

Lee Kantor: When you’re ready to amplify your association’s voice, partner with Business RadioX. We have been doing this for a long, long time.

BRX Pro Tip: Hire Less Managers and More Doers

July 31, 2025 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: Hire Less Managers and More Doers
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: Hire Less Managers and More Doers

Stone Payton: Welcome back to Business RadioX Pro Tips, Lee Kantor and Stone Payton here with you. Lee, I’d like to chat a little bit about recruiting and hiring, and how you should staff your operation for the best results going forward.

Lee Kantor: Well, I think if you’re in the startup phase or in your growth phase, I think it’s super important to be hiring more doers and less managers. I think it’s a kind of a gut feeling is I better need more managers because I have a lot of doers here. But I think when you’re starting out, the best move to make is get more and more doers there.

Lee Kantor: If you want your business to move faster and get real results, you have to have more doers doing actual work, not managing people. Doers are the people who are the ones that are going to get the work done. They’re rolling up their sleeves. They’re hands-on. They’re talking to clients. They’re doing the work. They’re driving the projects forward.

Lee Kantor: I think Steve Jobs said it, a mistake that he made early on with Apple was he hired a bunch of professional managers and MBAs who came in there that might have known how to manage, but they didn’t really know how to do anything themselves, so they weren’t really bringing any practical knowledge or skills to the party. They were just kind of being able to kind of manage projects in general.

Lee Kantor: So, starting out early on, you want to have more doers doing actual practical things, solving actual real problems, and having a bias for action. So, when you’re hiring, look for candidates who can demonstrate results, they demonstrate initiative, and they have a willingness to learn by actually doing. Cultivate that kind of a culture that celebrates execution and rewards those who are the ones who get things done, and your business will thank you for that.

From Service to Self-Care: How Zeel’s Medical Massage Therapy is Revolutionizing Veteran Health

July 31, 2025 by angishields

VBR-Amy-Wegel-Feature
Veteran Business Radio
From Service to Self-Care: How Zeel’s Medical Massage Therapy is Revolutionizing Veteran Health
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

In this episode of Veteran Business Radio, Lee Kantor talks with Amy Wegel from Zeel, a company offering in-home, non-opioid pain management for veterans through medical massage therapy. Amy discusses Zeel’s nationwide services, the measurable benefits for veterans—including pain reduction, decreased medication use, and improved mood and sleep—and efforts to destigmatize massage therapy as a medical treatment. She also highlights Zeel’s tele-behavioral therapy for veterans and shares inspiring success stories.

Zeel-logo

Amy-WegelAmy Wegel is the Director of Government Solutions at Zeel. She oversees national strategy and delivery for Zeel’s government healthcare programs, pioneering non-opioid pain management solutions for the Veteran community through innovative in-home medical massage and tele-behavioral therapy services.

A recognized voice in Veteran healthcare and wellness innovation, Amy is a frequent speaker and media contributor, offering insight into non-opioid pain management, healthcare delivery innovation, and the intersection of technology and wellness.

Under Amy’s leadership, Zeel has delivered over 150,000 treatments to Veterans, achieving a greater than 90% reduction or elimination of reported pain among recipients and a significant decrease in reliance on prescription pain medications.

A deep personal commitment as the proud spouse of a combat Army Veteran fuels her leadership.

Connect with Amy on LinkedIn.

Episode Highlights

  • Introduction to Zeel and its focus on non-opioid pain management solutions.
  • Overview of in-home medical massage therapy services specifically for veterans.
  • Discussion of the benefits of medical massage for veterans, including pain reduction and improved mood.
  • Explanation of how Zeel operates through an app and website for booking services.
  • Addressing the stigma surrounding massage therapy as a luxury rather than a therapeutic option.
  • Data on the effectiveness of medical massage for veterans, including pain reduction statistics.
  • Insights into the frequency and customization of massage therapy sessions based on individual needs.
  • Comparison of professional massage therapy to handheld devices and massage chairs.
  • Exploration of the integration of tele-behavioral therapy services for veterans alongside massage therapy.
  • Emphasis on the importance of holistic care and support for veterans dealing with chronic pain and mental health issues.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Veterans Business Radio. Brought to you by ATL vets, providing the tools and support that help veteran owned businesses thrive. For more information, go to vets. Now here’s your host.

Lee Kantor: Lee Kantor here another episode of Veterans Business Radio and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, ATL vets, inspiring veterans to build their foundation of success and empowering them to become the backbone of society after the uniform. For more information, go to ATL vets.org. Today on the show we have Amy Wegel. She is with a company called Zeel. Welcome.

Amy Wegel: Hi. It’s nice to meet you. Thanks for having me on today.

Lee Kantor: Well, I am so excited to learn what you’re up to. Tell us about Zeel.

Amy Wegel: Yeah. So Zeel is actually a, uh, a non opioid, uh, solution for folks who are in pain. So we deliver medical massage therapy. Uh, as a treatment option. And we happen to be doing this for veterans right now, which is extremely rewarding. And, uh, that’s what I’m here to talk to you about today. I’m really excited about it.

Lee Kantor: Well, can you share a little bit about your backstory? How did you get involved in this line of work?

Amy Wegel: Oh, gosh. Yeah. So I guess it’s kind of a long, twisted, weaved story, but, uh, I a million years ago. I live in Florida, actually in Central Florida, and, um, used to perform at the theme parks and did all of that fun stuff for many years and then transitioned into the world of, uh, spa. And so massage therapy kind of was ingrained in me. I was a spa director for several companies. Uh, and then when I heard about this Zeel thing, I thought, well, this is amazing. So what Zeel is, is kind of a newer concept, but it’s great. The massage therapist comes to you for the massage, so similar to other apps that you would download, instead of other things being delivered to you or coming to your home. It’s a massage therapist to deliver a massage therapy appointment for you.

Lee Kantor: So you. So they come to your house and then they just deliver the service instead of you having to go to the spa.

Amy Wegel: Yeah. Which is great because when you’re especially if you’re in pain, which is generally what we’re doing on our medical massage side of the business here, which is where I’m at, these folks are in pain. So the last thing they want to do is get in a car and drive and then have a massage, feel good, and then get back in the car and drive again, you know? So I, I started with Zeel actually right before the pandemic. And I was here when we launched our program for veterans, and I am just so excited of where we’re at today. We’re in, uh, we’re treating veterans in almost every single state across the country, so it’s great.

Lee Kantor: So how did kind of that transition go from just, uh, regular folks to focusing in on the veteran community?

Amy Wegel: Yeah, it was something that happened. Um, believe it or not, during the pandemic, uh, for our company. So we were kind of already in, in conversations. Um, with this. So, you know, there’s all kinds of medical treatments that come to you like chiropractors, uh, physical therapists, occupational therapy. So really, it’s just that same concept with massage therapy. And we already had the technology on our end. And that’s, to be honest with you, that’s really what’s made us successful because we have thousands of massage therapists all across the country. So the transition to, you know, providing veteran care, uh, was great because we’re able to help some of the veterans that live in more rural areas, or maybe not in a right in a city. Um, which is great, and it’s proven to be needed.

Lee Kantor: Now, is there a kind of research that talks about kind of outcomes when it comes to veterans using massage?

Amy Wegel: Yeah. So we’re we’re tracking outcomes on our end. Um, which is great and and really, truly amazing. Um, there’s still some of the stigma that massages spas and hot stones and relaxations only. Uh, but medical massage, what we’re focused on on this side of our business is clinical, outcome driven and, like, goal focused, uh, oriented care. So our therapists are working towards really measurable, functional, functional, functional. Wow. I can’t say that word goals. Um, we’ve got and let me just look really quickly here. We’ve got, uh, 94% of our veterans are reporting pain reduction after regular massage, 52% reduction in prescription medication, which is amazing. As you know, with the opioid crisis that’s going on, 90% move improvement, mood improvement and then something we didn’t really even consider. But I mean, it’s truly amazing. Is 8,485% better sleep. So it’s great.

Lee Kantor: And how often are they getting the massages.

Amy Wegel: So it comes from a doctor, from a prescription, from a doctor. And it’s generally translates every every patient is a little bit different. But it generally translates to one a week or one every two weeks. But of course it just depends on what the doctor ultimately is prescribing for.

Lee Kantor: And is it like a 60 minute session or a 30 minute session?

Amy Wegel: Yeah, that’s another thing that’s pretty customized based on the patient. And they’re really their specific need. Um, most massages translate to about 60 minutes. Uh, but, you know, it really just depends. I’d say 60 minutes is probably the most common, though.

Lee Kantor: Now, what about all those, you know, they have the handheld massagers or they have the the chairs and the you know, there seems to be all kinds of devices that do massage like things. Are those effective at all?

Amy Wegel: Yeah. I mean, I think different things are effective for different people, of course. Uh, you know, there’s some people that just don’t prefer to be touched in general by another human. And so I’d say in that case, um, certainly some of those, uh, tools can be used, a lot of our massage therapists and not necessarily on our medical side of our business for medical massage therapy, but there’s, uh, chair massage events that participates in, uh, we’re in the talks of participating with a, uh, a veteran owned company that’s doing a race, and it’s too early to to go into too many details because we’re just in the beginning talks. So that’s going to be next year. So our massage therapists will be at the end of this veteran race, uh, giving, you know, chair massage to those guys and gals that just ran a it’s massive. I think the guy said they’re running or they’re doing like a, uh, with their jump packs. So keep in mind they’re holding all of this equipment, fake guns and running, and I believe it’s 62 miles or something. Absolutely insane. So of course, those those folks will love a massage at the end, I’m sure. Um, but yeah, I think that those tools can be incorporated into massage therapy, um, as a, you know, as a, as a tool to help. Of course. Yeah. There is a lot though. You’re right. I feel like I see so many of those.

Lee Kantor: Well, it’s just hard to know which are the real ones and which ones are kind of not so real.

Amy Wegel: Yeah, I kind of feel like having an actual massage therapist from a licensed professional is always, you know, that’s going to be.

Lee Kantor: Yeah, that’s the gold standard, right?

Amy Wegel: Yeah. Of course. Right. Because then they can custom tailor it to, to your specific need.

Lee Kantor: Now why do you think that medical massage isn’t being used as much. Um, even though it seems to be so effective.

Amy Wegel: I think it kind of goes along with what I was saying before with. There’s just a little bit of a stigma still with massage therapy that it’s just this luxury treatment. So I think it’s all about how can we break that stigma. And so that’s why we’re tracking those outcomes. It’s really important to show not only just talk about it. You know we I’ve got tons of quotes from veterans that are, you know this is changing their life. They’re able to walk again. Um, I always think it’s funny when I hear from a veteran who says their spouse notices the changes because they’re not, they’re not they’re not as irritable or, you know, but but of course, when you’re in pain, you don’t feel good, and it affects every element of your being. So, um, I just think it’s all about breaking that stigma. And the best way to do that is, is data. You know, so here’s the actual numbers of what it’s doing.

Lee Kantor: Right. And just educating people on, you know, a massage doesn’t have to be kind of at a spa with incense burning like it can be done with a professional trying to solve a pain problem.

Amy Wegel: Absolutely. Yeah. And, hey, listen, I love spa massages.

Lee Kantor: Yeah. I’m. There’s. I’m not right.

Amy Wegel: There’s a time and a place for all.

Lee Kantor: Exactly.

Amy Wegel: It’s it’s just a little bit different. And I say a little bit. It’s really. It’s quite different, actually. Um, this is definitely a therapeutic approach to massage therapy.

Lee Kantor: And, and I don’t think everybody understands there’s a variety of kinds of massages, like, there’s some that, you know, are just very lightly touching you and some that you’re like this. I know, I know, something’s happening here. Like, there’s a variety. There’s a whole spectrum of what a massage can be.

Amy Wegel: There is. Yeah. Massage therapists, when they go through training, they’re they’re pretty well versed on all different types of modalities that they can offer and how to how to do that. Um, my experience in this industry for as long as I’ve been has been that massage therapists, uh, generally can do a little bit of everything, but just like any, uh, career, they tend to kind of lean into one. So if they like spas, they tend to, you know, want to be a spa massage therapist. If they’re more therapeutic, They tend to lean more into this medical type of approach, which is what we’re talking about today. But a lot of them can do all of it. You know, some are pretty well rounded. So just I guess it just depends on the person. But you’re right, there’s so many different options out there for massage. It’s pretty wild actually.

Lee Kantor: Yeah. So how does you find the, um, the different practitioners and all the different places that you’re in?

Amy Wegel: Oh, gosh. Yeah. We have a massive team behind the scenes that’s recruiting. So, uh, we hear, uh, of certain areas where there’s veterans that need this treatment. So in, in, I’d say we really focus on that instead of casting a huge wide net all the time. But, you know, honestly, we just have a lot of massage therapists already loaded into our practice. We’ve been we’ve been providing this in-home massage therapy. Not with it, not through, you know, for veterans, but just in general since, uh, 2013. So we have a lot of massage therapists just loaded in already doing this. Um, but if there’s a specific area of need, um, we would, uh, focus just recruiting in that area based on the need.

Lee Kantor: So then, um, so how does it work if you’re a veteran and you’re curious about this? Where would you go to kind of learn more?

Amy Wegel: Yeah, I would I would strongly suggest anybody that’s interested to, uh, to go to the website zeil.com. Uh, from there you can get anywhere you need to go. There’s a million different prompts. If you’re a veteran, click here. But really, if you go zeil.com backslash military, that’s going to give you some information. Um, we are offering a discount now to all active duty military, um, as well as veterans. It’s 20% off. So even if this doesn’t come to you by way of a prescription from a doctor, you can still take part of that Zeel discount, which is great. We believe that that’s really important that veterans know that. So I appreciate you for letting me get the word out.

Lee Kantor: No, we’re excited to be doing it. Anything that can help the veterans is something that we believe very strongly. And and then, uh, is Zeel an app or is this just a website that people go to and then like plug their, um, zip code in and they just get you just match them up with somebody close by.

Amy Wegel: Oh you’re good. Yeah. It’s both. So you can go, uh, from a desktop computer, uh, and get the information. You can also download the app from your app store. We’re in Android and in iOS. Um, but really, just if it’s if somebody that just has some basic questions, I’d encourage you just to hop on the website first. You can, um, pretty much see everything that you need to know about what we do. If we had any questions. Um, from there and then our team is always available, uh, to kind of help and fill in the blanks.

Lee Kantor: Now, has any have you gotten any kind of, uh, stories of people, uh, reaching out back out to you saying how this helped them? Like, do you mind sharing one of those stories if you have one of a veteran that maybe was skeptical and then had had an issue and then tried it and then really liked it.

Amy Wegel: Yeah, I’ll be honest, we have so many, right?

Lee Kantor: I don’t name the don’t name the name, but just if you could just share maybe what their challenge was and how this helped them relieve some pain or get a good outcome.

Amy Wegel: Yeah. I think, um, I think it’s important to know that a lot of the, a lot of the patients that we see are quite frustrated because they’ve tried other things, uh, and it’s not working for them, and they’re in pain, so they’ll try anything. And so it’s funny to hear from some of the veterans and I in my role, I’m lucky enough to get to, uh, interact with veterans frequently. And I hear all the feedback. So to your point, yeah, there’s a lot, but I’ll share some of my favorite things. So, uh, a veteran will commonly be like, ah, massage. Yeah. Right. You know, but but they’ll try anything, right? Because they’re in so much pain. And, um, we had a veteran and I don’t have the exact quote in front of me, but it is really amazing to me. This gentleman could not even walk for long distances. He was in so much pain. He had sciatica pain. He had rotator cuff pain. He was just in chronic pain all the time. And he said after massage therapy for he and he was continually doing massage therapy. His doctor was thankfully prescribing and, you know, continuing this for him because they were seeing improvement. He was after his like fifth or sixth session of massage therapy. He was able to walk just to the corner and back. And it’s amazing to me because he was not able to do that for who knows how many years before before this. There’s no side effects. I mean, really, it’s kind of like, why wouldn’t you try it, you know, especially if you’re in pain as a veteran, you’re experiencing all kinds of pain. Um, and I just, I, I love that this is being offered to veterans. And I hope that everyone that feels it’s an appropriate, uh, use for them will take advantage of it.

Lee Kantor: Now, as part of the, the, um, solution, the pain management solution that you’re offering, obviously is in-home massage. Is there also a telehealth component to it as well?

Amy Wegel: Well, so interesting that you asked that. So I think throughout just veterans healthcare there, there are of course as many telehealth options. But Zeo as a company actually also provides tele behavioral therapy for veterans. Um, and that is on the. We’re kind of expanding that part of our practice right now. So we’re starting on the West Coast. Um, but yeah, so that’s, that’s a little bit more, uh, focused on mental health. Um, in terms of actual virtual care for massage, I don’t think there’s anything like that right now, at least not through how we’re operating. But, um, that’s not to say that there that there isn’t. We do have all kinds of, uh, things. Once a patient gets going with Zeel, we’re really focused on. So remember, I was saying is a very therapeutic approach. So we’re really focused on how can we get the long term benefits from this massage therapy once a week. So what can they be. What can the veteran be doing in between sessions. And so our massage therapists are really trained to work with the veteran on their specific needs, on some stretching, uh, and just some educational tools, uh, based on what they need to do in between sessions that also we believe really helps.

Lee Kantor: Yeah. That’s great. And if there is a tele behavioral therapy that you can add to it, I can see it as an an not an Or it’s not a substitute. It’s just kind of an enhance that can give them maybe some relief in a different kind of way. But if you’re giving them kind of homework to do in between sessions involving stretching and maybe some of those kind of, um, devices we were talking about earlier, maybe that helps them keep the pain, at least at bay in between sessions.

Amy Wegel: Yeah. There is. What is the statistic? It’s like six over 6 million veterans that are living with chronic pain. That’s not a statistic. That’s just you can Google that and find that. And then, you know, then you get into the whole can of worms of opioid use disorder and all of that that goes along with it. So we believe exactly what you said. It’s not a or it’s an and I mean, I would love to see down the line, you know, massage therapy use for much more than just chronic pain because we know that it is helping much more than chronic pain for these veterans. But right now, we’ll, we’ll we’ll continue to do what we’re doing with the with the pain element and then just get those added bonuses of the veterans that are feeling better, sleeping better, getting off their medication. You know, all of that’s just added added bonuses for us.

Lee Kantor: Yeah. And I’m with you 100%. This is something that really the side effects are is nothing. There’s nothing bad that’s going to happen at the end of this. Even if it doesn’t work for you, you’re going to feel better at the end of the day. So there’s really no risk from a side effects standpoint.

Amy Wegel: It’s honestly it’s it’s a game changer. It is. And I love that it’s being offered. And I love that the there’s a little bit more holistic care options that are being given right now. I think it’s it’s needed. Uh, it’s about time. And we’re really excited, honestly, to just kind of lead the way in this. And I personally, I didn’t mention this, but it’s just, you know, a lot of us have really personal connections to the military side of our business. And I’m married to a combat veteran. So for me, this is very, very personal. And I just this is a group of folks that certainly deserve this. So getting the word out there any way we can is, is my goal.

Lee Kantor: Well, if somebody wants to learn more one more time, the website the best way to connect.

Amy Wegel: You got it. It’s zeo.com backslash military Zulu echo echo.com.

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

Amy Wegel: Thank you Lee. It was awesome to meet you. Hope you have a good rest of your day.

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

 

Tagged With: Zeel

The Best Strategies for Successful Business Exits and IT Alignment and Workplace Culture

July 30, 2025 by angishields

CBRX-72925-Feature
Cherokee Business Radio
The Best Strategies for Successful Business Exits and IT Alignment and Workplace Culture
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

CBRX-72925-banner

Brought to you by Diesel David and Main Street Warriors

CherokeeSponsorImageDieselDavidMSW

In this episode of Cherokee Business Radio, Joshua Kornitsky welcomes Brian Lemmings of EightyTenTen, who shares strategies for aligning IT teams with business goals through process and people-focused improvements; Carl Nicpon of Marsh Creek Advisors, who discusses simplifying business sales and the importance of early exit planning; and Sean Dineen of Iron Age Office, who details building a successful handcrafted furniture company and fostering a strong workplace culture. The episode blends practical business advice with inspiring entrepreneurial stories, offering listeners valuable insights on leadership, transition planning, and craftsmanship.

Brian-Lemmings-bwBrian Lemmings is the founder of EightyTenTen, a consultancy focused on helping IT and service teams move from reactive support functions to strategic business enablers, by shifting their service and delivery models.

With over 20 years of experience in operations, service delivery, and IT leadership, Brian brings a practical, people-first approach to solving complex internal challenges.

His journey began as a teacher, teaching middle and high school before transitioning into different leadership roles in IT. That foundation in communication and clarity now fuels his work with CIOs, IT support teams, and service leaders looking to improve performance, reduce friction, and earn trust across the business.

Brian is the creator of the Business Clarity Framework — a proven model that helps internal teams align their strategy, structure, and influence to better serve the organization. EightyTenTen

He’s known for cutting through complexity, simplifying processes, and helping teams shift from task-focused to impact-driven. Whether he’s coaching service desk leads, advising PMO leaders, or partnering with university IT teams, Brian brings an encouraging and grounded presence.

He’s passionate about helping leaders build confident, capable teams that drive growth, clarity, and trust. At the heart of his work is a simple belief: we’re better together — and that mindset shapes how he shows up as a coach, consultant, and collaborator.

Connect with Brian on LinkedIn.

Marsh-Creek-logo

Carl-Nicpon-bwCarl Nicpon was the third-generation owner of a wedding services provider with 14 Atlanta locations and 200 employees.

Carl led the effort to sell the 50 year-old business in a private equity roll-up of the industry, and he now uses that first-hand experience in his role as Managing Director at Marsh Creek Advisors, where he helps business owners bring their company to market and negotiate a successful exit.

Carl is also an Adjunct Professor in the Executive MBA program at the University of Georgia. He also holds the gold standard designation of Certified Exit Planning Advisor.

Carl lives in Dunwoody with his wife Lyn, and they have two boys who attend Georgia Tech. Iron-Age-Office-logo

Connect with Carl on LinkedIn.

Sean-Dineen-bwSean Dineen is the President & CEO at Iron Age Office.

With an extensive background in design, Sean set out to make his mark within the US design industry.

His work portrays success, creativity, and power that attracts the successful professionals of America.

Connect with Sean on LinkedIn and follow Iron Age Office on Instagram.

Episode Highlights

  • Enhancing IT service delivery and internal processes for businesses.
  • Aligning IT teams with broader business objectives through process improvement.
  • The importance of effective communication and collaboration between IT and business teams.
  • Tailored solutions for mid-sized companies with dedicated IT support.
  • Mergers and acquisitions (M&A) and exit planning strategies for business owners.
  • The emotional aspects of selling a business and the need for clear communication.
  • The significance of building a strong advisory team for successful business transitions.
  • Challenges faced by business owners during the exit process, including owner dependency.
  • Craftsmanship and custom office furniture manufacturing in the U.S.
  • The importance of hiring for character and cultural fit in business growth.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Joshua Kornitsky: Welcome back. This is Joshua Kornitsky professional EOS implementer and the host of Cherokee Business Radio. I’ve got some great guests here in the studio today. But first, I want to let you know that this episode is brought to you in part by one of our community partners, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, please go to Main Street Warriors. And we’d also like to give a special note of thanks to our title sponsor for the Cherokee Chapter of the Main Street Warriors, Diesel David, Inc.. Please go check them out at diesel. David. Well, here we go. And as I said, we’ve got quite a group of folks here with us today. And I’m really excited to get started. So let me begin by introducing, uh, Brian Lemmings. Brian is the founder of EightyTenTen, a company that’s focused on helping IT teams and businesses improve their service delivery and internal processes. And the reason I wanted to read that is 8010 seems a little vague. And he’s going to tell us a little more about that. Good morning Brian, how are you?

Brian Lemmings: Hey. Good morning. Good to be here. Thanks.

Joshua Kornitsky: I’m so happy to have you. Um, tell me a little bit about who you are, and then we’ll lead into what 8010 is about.

Brian Lemmings: Sure. I’ve. I’m Brian Lemmings. I’m founder of 80 1010. Um, so, uh, I started about six months ago. Officially launched a business in 2023. But I spent corporate world for 20 years. And then, um, with the business launching in 23. I did both for a while and, uh, 8010. Ten’s real focus is helping. Uh, within the IT world, uh, support and delivery teams, uh, to be better and more aligned with the businesses. And so, uh, the business or the technology model has not really changed in the last 50 years. And so, uh, the way we used to do things is just not as beneficial to the businesses and to technology teams as we can do today.

Joshua Kornitsky: Okay. And I apologize, I missed the ten on the end of that. It’s it’s it’s 80 1010. And I should have known that because we discussed it beforehand. And I know the reason behind why it’s 80 1010. But tell us why did you name the organization 80 1010.

Brian Lemmings: Yeah. So it’s 80 1010 is a play off of the Pareto principle. So 8020 rule. Right? So, uh, as I, uh, as I venture through technology, fully focusing on projects, I’ve been in it for 20 plus years, but not a technician by any means. I’m just a guy that understands when I can’t do something and get the right people in the right place. So a leading technology teams, technology projects. It always came back when working with business teams that instead of just putting people and throwing people or throwing technology on a problem, they needed to go backwards a little bit more and look at process. So process is the key to all the different parts and pieces of a business, of a technology team. And so the eight, ten, ten to me just made sense that 80% of the from a business problem perspective, 80% can be solved by getting the process right, by getting the right people aligned, by getting the right people involved and making it clear, making it simple. And then you can add people on top of it, and then you can add technology on top of it. So 80, ten, ten became a mental more of a mental picture for myself. And with the different teams I’m working with to really focus in on processes and whatever that may include from process perspective, and then put people and then put technology on top of that.

Joshua Kornitsky: Okay. And just to clarify, you’re not providing technical services, correct?

Brian Lemmings: You do not want me to do any technology service at all. But I’ve worked through enough technology implementations, work through enough technology teams that I understand what the technology teams are going after. And I play a good middle role between the businesses and technology teams, and that the businesses have a, uh, a, a an end goal, a value driver they want to get to. And technology plays a role in that in some instances. And so it’s getting those teams working together to help them move forward when implementing technology or when looking at we want to do I want to move to the cloud, but what does that mean from a technology perspective is much different than what it means from a business perspective. So working those two worlds together?

Joshua Kornitsky: Sure. So so you’re helping align other people’s teams to.

Brian Lemmings: Yeah, exactly. So helping align other people’s teams, whether it’s from a full business perspective or whether that is from IT support perspective, how does the IT support team really support the business, and what does that look like or from a project management perspective? How is that delivery of that support or delivery of that project impacting the overall business itself?

Joshua Kornitsky: So it sounds to me like you refined very carefully what it is you’re teaching your clients or your client staff. How did you arrive here? Are you a trainer by experience.

Brian Lemmings: So I before getting to the business world, I was a teacher, so I was in middle school and high school teacher. So I’ve moved from this, um, guerrilla warfare of teaching, of sneaking up on them and helping them, you know, learn something they didn’t know they were learning and moving. That same mentality, that same mindset, taking that something that may be complex, breaking it down, meeting in that situation, kids where they are and and then helping them guide them through those pieces. So I take that same mindset and move that into the business world, into the technology world. So what’s the complexity we’re trying to get through? I help them get there to make those connections that they need from a mental connection or from, oh, that’s what you meant. Let’s go this way. Oh, we’re looking from a business perspective. You know, it measures in performance. They measure in heavy metrics where the business may not. Business is, you know, going to be more focused within the value brought. And so how do we measure and bring those two worlds together.

Joshua Kornitsky: So this sounds like a sarcastic question but I really do mean it. Do you find that the skills that you learned teaching kids help you better bridge and explain complex concepts to the adults, because you’re not explaining the technical aspect of it? So does it make a difference to me?

Brian Lemmings: Makes a huge difference. So I started in teaching again middle school, high school, science and working with things. I was a coach from a from a sports perspective and then moved into the business world, began at the very bottom of it from a production control support as a support role, and then began to recognize and be recognized for project delivery, project management. So I had a great manager who said, hey, go be a your project manager. We’re going to help you do that. And then everything I learned in teaching, I could apply through project management because it’s the same thing you’re getting people to do. So if they don’t really want to do it, it’s not their primary job. Oftentimes their project is something different. So I definitely use that capability to, uh, to bring people better. We’re all better together. So helping them from a collaborative perspective, taking thoughtful approach, how do we really want to do this? Does it make sense for us to do this? And then the biggest part for me is winning over the hearts and minds. So understanding what is the end goal? We’re trying to get to working backwards to get that and to show and to communicate. As we’re walking through these different areas, we’re going to hit this goal at the very end. And, uh, getting that collaborative approach to things is really important.

Joshua Kornitsky: Makes perfect sense to me. And I think that your, your pedigree coming out of teaching kids and again, not being denigrating is, is enormous in helping adults sort of bridge that gap. Um, I think that’s incredible. Now, what are the types of, uh, organizations or companies that that you typically help.

Brian Lemmings: Sure. So I’ve I’ve been asked that question a lot in the last couple of weeks, whether to myself or from actual, um, you know, actual potential clients. And, and what I’m finding is I initially started trying to solve every problem that was out there, because that’s what I can do. Right. We all have superpowers. We can solve everything without thinking. Sure. Um, but, uh, within the last six months really narrowed that down to looking at, um, midsize, midsize companies up through corporations. I’ve worked with 25 people up through 10,000 people. So working and and either those levels, which is a really big swag of, you know, count of people. But working with those mid-sized companies that have it, teams that are dedicated to either support, whether that is customer support, that is actual help desk, or on the project delivery side, project management. So working with those sized companies, a thousand people, up to 10,000 people. Right. So there’s that group there, um, and helping them. A business that has technology or a technology team. And someone who’s putting AI in someone who’s software development, uh, working with those teams to get their business goals set. So helping to change the mindset from a technology we are here to we’re reactive in technology to being more proactive in helping the business to be enabled to be stronger.

Joshua Kornitsky: Sure, that makes sense. And let me ask you, if I’m somebody in an organization or in a company like that, what are some what are some tools or some warning signs that would that would tell me that that my staff could benefit from this?

Brian Lemmings: Sure. Uh, the primary piece is when you’re looking from a business perspective, it really is. It feels like my IT team is not ever doing anything from the business perspective.

Joshua Kornitsky: Understood.

Brian Lemmings: Right. And but on the IT side, it’s. We’re doing everything. Holy cow. Light my hair on fire. I have 6000 tickets I have to get through or it’s. The business doesn’t understand what we do. That’s where the telltale from the IT side of the business, says we need to do these 15 other things. We’re already doing 2000 things. We need to prioritize what we’re doing. Are we really aligned to what? From a technology perspective to what the business wants to do? Or are we just picking up things because the business thinks it’s the next shiny object? So from the technology perspective, it is we’re overloaded or we’re overloaded, right? We’re being very, very reactive. Business says we’re hard to do business with. Right. That could be projects don’t ever get done the projects. We have 1500 projects that are the number one process or the number one priority. Nothing’s a priority on the business side. It’s I’m not really sure what it does. They sit this black box I put in a ticket, and I may have to wait in line for a long time. And I don’t get updates. It’s not really helping. Maybe we should get somebody else to do that for us. Right. So it’s having those different conversations from the value or assuming from the viewpoint of either the business owner or from the technology owners.

Joshua Kornitsky: So you kind of blow the fog out of the way and help the top. See the IT team and the IT team. See the top.

Brian Lemmings: Right. It’s really working. Its better together. Right? So my 8010, 80, ten, ten was built on the same things I learned from I was teaching to when I became within the corporate world or through the business world, which was we’re better together taking a thoughtful approach and hearts and minds whenever that change, organizational change management to get to that next piece, whatever that next piece is.

Joshua Kornitsky: And broadly speaking, because obviously every case is going to be different. How long do you typically end up working with the teams?

Brian Lemmings: Uh, for some teams, it has been a of course, for some conversation has just been a conversation. It has been more, uh, on demand advisory. Uh, I had a client I met with last month that we met for two hours, and we were able to help get, uh, move from a decision of what tool they wanted to go after, which would be the right set for them. And we just looked at everything, and at the end had an end result after a couple hours. I have a I have a potential client that is a six month project where we’re completely transforming their PMO, And so that would be a six months. It could be a year depending on how far they would take that next step. But the first step is just getting that baseline foundational piece, a setup and move there. So it could be anywhere from an hour to two hours to six months. From a fractional perspective, it could be a year long depending on really what what is the pain point. And that’s really important to understand. What’s the pain point they’re actually going after. Instead of what is the pain point that you’re feeling at the initial pace of asking those questions, get down to that root cause analysis.

Joshua Kornitsky: So it sounds like it’s not a one size fits all.

Brian Lemmings: It’s not. It’s a thoughtful approach.

Joshua Kornitsky: There you go. We always used to call that a tailored solution.

Brian Lemmings: Absolutely.

Joshua Kornitsky: That’s fantastic. Well, Brian, I think that what you’re bringing to the world is more clarity and more clarity helps everybody. Right? Um, how do people reach you if they’re interested in exploring more and understanding what it takes to work with you?

Brian Lemmings: Yeah. That’s great. So I’m in really two main places. I’m I’m on LinkedIn a lot, and I’m probably the only Brian Lemmings in all of LinkedIn. There may be three lemmings Maybe looking for maybe five lemmings total. Okay, I’m the only.

Joshua Kornitsky: Are they all right?

Brian Lemmings: Um, of the ones that I’m aware of. Yes. Fair enough. And then, uh, I have a web page called Gain Business Clarity. Com.

Joshua Kornitsky: Okay, fantastic. Well, we’ll have all of those links on, uh, when, when the story goes live and we push out to the podcasts. But you’ll also be able to reach out to Brian directly with that information. Brian, I thank you for sharing your insight and letting us understand how you can truly bring clarity to folks. I think that what you’re doing aligns very well with what the needs in the world are, so I salute you for finding a great niche. Awesome. Thank you so much. Thank you. Well, my next guest is a gentleman I’ve known for a couple of years now, and I’ve had the opportunity to see him in action. And he’s he’s actually, um, well, he’s a little bit of a superhero in what he does. And I actually just heard him helping a family member with homework, so I know he knows what he’s doing. Uh, I’m very pleased to introduce Carl Nicpon who is an M&A advisor and Certified Exit planning advisor with Marsh Creek Advisors. Morning.

Carl Nicpon: It’s great to be here.

Joshua Kornitsky: Sorry, I didn’t mean to embarrass you with the homework thing, but I’m probably going to have my daughters call you from here on out.

Carl Nicpon: Oh, now we’re in trouble. Well, we’ll see how they do. I remember my, uh, my my boys when they were growing up. You know, my wife handled all of the reading and writing and social studies, and I had the math and science, and, you know, I did pretty well in math. I thought I might even be a math major. Uh, and I realized how, like, extraordinary my kids are because I tapped out helping them with math when they got in ninth grade. And it was it was over. So I was like, yeah, yeah, you’re gonna have to go with your teacher on that one.

Joshua Kornitsky: You made it further than I did. So this was I think sixth grade was as far as I got.

Carl Nicpon: Well, this was a sixth grade nephew, so, uh, that’s who you saw.

Joshua Kornitsky: Perfect. Um. Well, so tell us, girl. What does an advisor do?

Carl Nicpon: Yeah. So, uh, you know, this is all about helping business owners retire in style and when they’re ready to sell their company. We do that by showcasing what really sets their company apart, so that the exit feels like the true reward that they really deserve.

Joshua Kornitsky: Well, so I know from our, uh, discussion prior to this that, that, uh, the firm won the, the top firm of the year from M&A source, uh, and that you yourself had been a business owner and I believe, um, had you went through the process of selling your own business, didn’t you?

Carl Nicpon: That’s true. So, uh, I guess to me, it I work in the space of businesses that are, you know, very much similar in size to the business that we had. And I really appreciate the ability to connect with business owners and the emotional things that they’re going through. Um, it is a roller coaster ride as you prepare for an exit and then going through the process of selecting a buyer and negotiating a sale.

Joshua Kornitsky: Okay, so let me ask, following up on something you just said, roughly what size organizations do you. Do you typically work with?

Carl Nicpon: Yeah, we play in the space that is, um, a little bit smaller than what an investment investment banker might handle, but larger than what a a main Street business broker. So revenue wise, think 5 to 50 million.

Joshua Kornitsky: Okay. So that that helps people understand. But you mentioned the word a couple of times and you have the accreditation. Why is being a certified exit planning advisor important to what you do?

Carl Nicpon: So you’re never going to do this on your own as a business owner. And it’s not just one advisor that you need. You’re going to need a whole team around you. You need your wealth manager needs to be on the same page of what’s happening here, your tax advisor, your CPA. Um, you need probably some work around trust in estate planning, and, um, you may need some support from internal folks to produce the due diligence that’s going to be needed. And all that takes a lot of coordination, and it takes people having a similar framework. When those folks all have done the CPA, uh, framework, then we kind of intuitively get where this is going together. Okay. And it you know, we know how to work together without stepping on each other’s toes. And, you know, quite frankly, that’s important to the business owner because they can focus on running their business while we focus on preparing and selling the business.

Joshua Kornitsky: It makes sense, as you explain it to me out of curiosity when it comes to that framework. Obviously, coming in with with a broad outline of how you’re going to attack the every step of the way, knowing that there’s variables you can’t plan for. Um, are you the usually the, the group that’s in charge of that process.

Carl Nicpon: Some people think of us as the quarterback. Okay. And, you know, uh, kind of coordinating all the pieces, making sure that they’re all in place. Um, and that there aren’t any gaps. Uh, coordination. We’re there. Another way to say what we do is. Interestingly, I don’t say that we sell the business. I say that we set the stage. We bring the lights. We bring the microphone. We bring the right audience. We set the teleprompter. We whisper in the business owners ears. When we’re going to cover. What? Because there’s a cadence to the conversation. But in the end, who sells the business is, in fact, a business owner.

Joshua Kornitsky: Well, it sounds like there’s a million moving parts.

Carl Nicpon: Exactly.

Joshua Kornitsky: And and I’m going to ask you a question, knowing full well that there’s no perfect answer. But if a business owner is even thinking about this, when should they reach out?

Carl Nicpon: The moment they start thinking about it.

Joshua Kornitsky: Okay. And when do they typically reach out?

Carl Nicpon: The moment they get an offer that’s unsolicited and they talk to a lawyer and the lawyer says, uh, maybe we need to take a couple steps backwards. And that’s often when we, we get a phone call. Uh, but I, I think I like to describe what I hear as the seven year syndrome, and, and here’s what that kind of how’s that plays out a business? If you ask a business owner, when are you planning on retiring? Uh, they’ll say, uh, 7 to 10 years if you ask them that same question a year later. The answer doesn’t change. It stays 7 to 10 years, and it stays that way until all of a sudden they say, I’m just done. I’m exhausted. I’m ready to go, you know, spend time with my grandkids or travel or whatever the case may be. And they’re like, ready for it to happen. Now, the the issue with that is that most business owners don’t realize that from the day. Let let’s just say that you sold the business today, right? Well, most buyers are going to expect you to stick around in a transition period. The most common transition period is 12 months. So there’s a year right there. The process of selling, marketing, negotiating, doing diligence and closing the sale. That process right there is a year long.

Joshua Kornitsky: Okay.

Carl Nicpon: And most people don’t have great financials going into this process. So there’s a cleanup period. And you want to show the last 12 months of operation being highly profitable and and growth. So that sometimes takes say at least 12 months. That’s three years right there.

Joshua Kornitsky: So it’s only got four left in there. 7 to.

Carl Nicpon: 10. Yeah exactly.

Joshua Kornitsky: That. But you explained it very well because those are things that often people don’t think about what are other, what are some of the other things that they consistently kind of, uh, either miss or, or don’t do in anticipation of, of eventual sale?

Carl Nicpon: Yeah. I think, you know, the number one thing that will make it difficult for a business to transition and depends on where you get your stats, but anywhere from 20 to 30% of the businesses that go onto the market will actually sell. Really? Yeah, pretty low odds.

Joshua Kornitsky: Why?

Carl Nicpon: Well, the biggest reason for a business not to transition is owner dependency.

Joshua Kornitsky: Okay. We’re the owners of the bottleneck or the the the keeper of the tribal knowledge.

Carl Nicpon: All of that. They might also be doing a lot of the work. They might be responsible for a lot of the sales. If they haven’t unloaded these important tasks to other team members than what does a buyer buying? People think, oh, they’re buying my customer list. Well, you know, if you’re the linchpin to all of it, then when you leave, what’s to say that that client is going to stick around? They have a personal relationship with you, they have a connection with you. And all of a sudden you say, I’ve selected, you know, this new person to come in behind me and they’re going to do great for you. And that’s the perfect opportunity for the client to say, you know, I haven’t shopped for a while. I’m going to check out what else is out there. And that’s exactly what they do.

Joshua Kornitsky: And that I can’t say it makes sense, but I understand the thought process behind it. Right. So in order to become sticky, you’ve got to delegate as as that business owner and get other players involved early so that you’re not the bottleneck.

Carl Nicpon: Yeah, we say that every day. You should work on finding yourself just a little bit more.

Joshua Kornitsky: There you go. And I think that’s great guidance because in the work that I do with my clients, oftentimes I’m the first person that’s ever said to them, you’ve got to delegate. Because the only way to get elevation in the business, as the owner is to to get things off of your plate.

Carl Nicpon: And that is absolutely the beauty of systems like iOS.

Joshua Kornitsky: Right. Well, thank you, I appreciate that. Well, um, it works. Karl. So everything you’ve explained makes sense to me because it lays out a clear and concise path. How did you gain this perspective? Did you have any teachers or mentors that helped you sort of see the the universe through these eyes?

Carl Nicpon: Well, okay. Yes. And before I get there, I’m going to now tag team on what Brian started. Uh, I started my, my career also in the school system as a counselor and and as an administrator. And, uh, you know that really? I used that work all day long now. Uh, one just coordinating everything. But to and more importantly, understanding the emotions that business owners are going through and being able to help them manage stress. Um, and when we operate under stress, we make suboptimal decisions. So part of what we want to do is just help bring that down a notch so that the business owner is able to see things with clarity. Uh, and then, uh, you know, commit to an action and then take that action, not get stuck in, you know. Uh, and that what is it? Paralysis by analysis. Not get stuck there, but be able to move forward. So now to your question about mentor. Uh, so the business that we were in was, uh, if if you’ve been around the Atlanta area for a while, then you might, uh, remember names like dingus firmware or savvy firmware. That was our. That was our family.

Joshua Kornitsky: Okay.

Carl Nicpon: And my mom, my dad passed away, uh, when I was a teenager. My mom took the reins and, uh, continued to to run the business with her brother. And my mom never went to college, and I remember very vividly one day that we were in a meeting with a whole bunch of external advisors, and conversation was going great. And, uh, my mom was very engaged, and she was nodding and like, you know, it was all making sense. And the end of that wrapped up and the advisors all left shut the door. And my mother said to me, okay, can you explain to me what what that was all about? And my heart broke, because here is the woman who taught me so much about business, how to how to work and lead people.

Joshua Kornitsky: Right?

Carl Nicpon: And then she was in a meeting where it was for her, and it didn’t make sense to her. And so so two things happened from that conversation. Number one, I learned how to say complex business things in simple English that don’t take an MBA to understand. And then the second thing I learned was how to ask questions in a meeting that got the participants in the meeting to break it down into simple terms. And I look like the one that maybe I didn’t know exactly what I was talking about, but it gave her the confidence and the clarity she needed to be able to just put her finger on it and say, this is the direction we’re going to go and move on. Right then and there.

Joshua Kornitsky: Those are both incredible skills that I can see how that would be a game changer. If you’re helping a business owner or owners understand some complex things that just aren’t part of their daily vocabulary, no matter what their business is.

Carl Nicpon: And truth be told, M&A is not that difficult. But it scares a lot of business owners because there are these weird, strange, you know, terms like networking capital.

Joshua Kornitsky: And that they don’t understand because it’s not a it’s not a game that they play ever.

Carl Nicpon: However, if if we talk about it, you know, bare bones and what it really breaks down to. It’s actually pretty common sense, right? And, uh, I actually kind of get upset at some of my folks in my industry because they perpetuate this shroud of, of, of knowledge that, you know, they keep the conversation at a level that just, you know, most human beings don’t engage in. And and that just drives me nuts because it’s not supposed to be that way. It shouldn’t be that way for a business owner.

Joshua Kornitsky: I just read this in a book. Why say something in ten words that you can say in a hundred?

Carl Nicpon: Exactly.

Joshua Kornitsky: Some people just feel the need to demonstrate that they know all of the ten letter words, and in doing so, they actually remove the conversation from an understandable level. So I think the emotional intelligence that it lays between the lines of what you’ve shared probably makes a big difference to the the folks you work with.

Carl Nicpon: Yeah. And here’s the thing. The the biggest issue is that it prevents people from engaging an advisor in the first place. They think to themselves, you know. Oh, man. I found a buyer. That’s all I need. Or the smarter ones, you know. Think I found I found a good buyer. I mean, I’m happy with that. But what makes the difference when you’re selling company is I found lots of good buyers because now we’re creating competition. And, you know, it’s it is. It is just like, sort of think about early on when you were dating. Right. If there were a whole bunch of folks interested in the person that was the apple of your eye, you know, you stood a little taller, you dressed up a little bit better, you took. You took them out to nicer dinners, and you made sure that you were the one that kind of shined. Sure. Well, the same thing happens with buyers. They, you know, put better, put forth a better offer. They sharpen their pencils, they’re more willing to work with you around the things and the priorities that are important to you when they know that there are others who are qualified and interested.

Joshua Kornitsky: Sure, it drives the price up and makes everybody more interested. Exactly. That’s great. Well, Carl, how do people get Ahold of you?

Carl Nicpon: Yeah. So I’m on LinkedIn, Carl Nippon and our websites. Com.

Joshua Kornitsky: That’s fantastic. And again, we’ll share all of that information so that people know how to find you if they didn’t write down fast enough. But, Carl, uh, thank you for sharing the insight and the surprising emotional awareness. And, Brian, I don’t take that away from you, but he highlighted it. So but I think.

Carl Nicpon: He tweeted up. Well, this is teamwork over here.

Joshua Kornitsky: There you go.

Brian Lemmings: Listen better.

Joshua Kornitsky: Together. That’s right. That’s that’s the the root of it all, isn’t it. Um. Well thank you. Appreciate it. Carl. So our last guest today is someone that I’m so pleased I had the opportunity to get introduced to. Uh, I’d like to introduce everyone to Sean Dineen. He’s the CEO and co-founder of Iron Age Office headquartered in Kennesaw, Georgia. Welcome, Sean.

Sean Dineen: Thank you for having me.

Joshua Kornitsky: Thank you for being here. So tell us what.

Sean Dineen: Is not all down a downhill from here?

Joshua Kornitsky: No no no, no. I noticed you taking a lot of notes, though, while Karl was talking about what it takes.

Sean Dineen: Maybe mentally.

Carl Nicpon: I think he saved the best for last.

Sean Dineen: You’re in. Good.

Joshua Kornitsky: Well, you’ve got the better voice from anybody in the room, so we’ll start from there. What is Iron Age office?

Sean Dineen: So Iron Age office. So we, um, we manufacture office furniture for commercial workspaces and also residential. But if you think of the likes of, you know, uh, Knoll, Steelcase, Herman Miller, we have positioned ourselves as the powerful alternative. Um, you know, they’ve they’ve kind of set the standard. And I believe that to be great. You don’t necessarily necessarily have to reinvent the wheel. You just take take the existing wheel and make it look better. And that’s what we’ve done. And we’ve we’ve changed. What what you initially think is the commercial world is laminar. And all of this press board and that kind of material and we’ve, we incorporate raw material. We’re talking like solid maple tops, carbon steel frames. Oh wow. It’s all handcrafted right?

Joshua Kornitsky: Yeah. No one’s ever said what a sexy Steelcase assembly you have in your eye.

Sean Dineen: Yeah, exactly. Yeah.

Joshua Kornitsky: Yeah, yeah. But but I saw the pictures of some of the stuff you build, and it’s it’s really quite incredible. And, uh, how did you get into this? How did how did you find yourself making furniture?

Sean Dineen: Yeah, very random actually. So, um, you know, I finished college in, I think, you know, 2013, and I was like, I don’t want to go do a 9 to 5 job. And this was in England. Um, so I heard of this, the program called Challenge of Sports. And it’s basically where you’re coaching, coaching, uh, soccer camps all over the US. And I was like, you know, sign me up, let me go to America and, um, enjoy three months in the sun before I get get back into the real world. So I came over and I was coaching, um, different camps and living with different families every single week. One of the families I lived with, he owned a machine shop called so The Machine Fabrication. And he, you know, he saw that I was leading these camps with multiple kids and all that kind of thing. And I guess he saw something in me. So he took me to his, uh, workshop. I saw what he did, and I saw that he’d actually made a desk for himself out of wood and steel. And with my design background, I actually tweaked the design, um, and made it, you know, slightly more appealing. And and we actually, um, then put that, took photos, put it on Etsy, and, you know, from there you never knew what was going to happen. And, um, sold one. I think one of the first projects was like a State Farm office as well. Uh, and it just kind of exploded from there. So it’s all been natural organic growth and, um, turned into a process that I’m incredibly proud of. And, um, I may be from the US, but I was, um, certainly made in America so.

Joshua Kornitsky: Well, and only because it was mentioned earlier, you are now one of us.

Sean Dineen: That’s it, that’s it. I’m officially a US citizen. Um, honestly, it was an incredible process. The it was very emotional being there as well because I, I got married. So for me, it was, you know, it was quite a simple process. But for a lot of people in that room during the ceremony, they’ve, they may have been in this process for many, many years and come through many trials and tribulations. And so it was it was emotional to see quite how much it meant to people. And, um, and, you know, likewise, it means the same to me. But it was just nice being able to hear and see other people’s stories, too.

Joshua Kornitsky: Well, we appreciate you making all those efforts and becoming a citizen. But let me return back to the Iron Age office, because I realized the way that I made it sound. People may think you are the only person making furniture.

Sean Dineen: I know, right?

Joshua Kornitsky: Yeah. And I think we should clarify that because otherwise. Yeah, I mean, it may be beautiful, but it takes a very long time if it’s just one guy, right?

Sean Dineen: Right. I actually am when I meet people for the first time and I tell them what I do and they yes, they presume that I’m the one making the furniture. I’m like, no, my hands are way too soft for this. So, um, but my, uh, no, I have a wonderful team and, you know, started from a few hundred square feet to a few thousand square feet to, um, 20,000. And then in 2021, we actually bought a new building which is 80,000ft². And now we have up to 60 employees, and it’s all made in under one roof, made in America, US materials. And, um, our product is. There’s nothing like it. We our Instagram account, you know, we have 120,000 followers now and and they’re not not just people that are going to purchase the product, but we we’re creating a fan base.

Joshua Kornitsky: And so share your Instagram handle so that people know how to reach them.

Sean Dineen: Yeah. Yeah. Of course.

Joshua Kornitsky: Use it as.

Sean Dineen: Well.

Joshua Kornitsky: Um, where would people find you on Instagram?

Sean Dineen: It is at Iron Age office. Okay.

Joshua Kornitsky: Um, I didn’t want I just didn’t want it. You can’t just drop it just in case. I know you say it.

Sean Dineen: Yeah, yeah, yeah, of course, but, yeah, like I said, we, um. One of the things I’ve realized is that, yes, we make a beautiful product and there’s no one that does what we do. But I also realize that the brand, the Iron Age office brand, is equally as powerful. Um, so a lot of the people that do follow our Instagram are they’re not just there for the product, but they’re they’re there for the process. Therefore, the fact that it is made in America And it’s, you know, it’s it’s raw. You see the the sparks flying, the, the woodworking. And we’re really trying to trigger emotion through our content.

Joshua Kornitsky: Well, and and not just you becoming a citizen, but you being, you know, I live in Kennesaw. Employing 60 people is no small feat in a town, much less a town like Kennesaw. Um, so thank you for for that. You’re welcome. You’re welcome. Because that makes a difference in the community. Yeah. Um, but as you’ve grown. Right. And and this has been over what time period that that you’re up to those 60 employees.

Sean Dineen: Yeah. Ten years now. So.

Joshua Kornitsky: So that’s pretty that’s pretty rapid growth. What what are some of the challenges that you’ve had going through that process?

Sean Dineen: Yeah. The um, you know, the our product, we do not need to sell our product, which is quite, you know, a unique thing to say, right? Our product truly sells itself. And the way we do that is through our content and, and social media. But the, um, the biggest challenge becomes the the skilled craftsmen and women that build the product. Um, welding. No problem. You still have, you know, um, different schools that teach welding. And you can you can go and learn that trade. Woodworking, on the other hand, is really is, um, a dying craft, like one of our missions is to revive craftsmanship in the US. And that’s mainly because of the woodworking. Um, we found that the the talent in our team. Now, they didn’t come to us with experience. They came to us with, you know, the eager and and willingness to learn. So we brought them in green and let them develop and learn skills, learn how to use tools and become a master craftsman. And now, you know, when you and when you think about welding and In woodworking, you’re not necessarily thinking about healthcare for one and a true career, but we’ve been able to turn what what may have been a hobby into a full fledged career and something we’re proud of.

Joshua Kornitsky: Well, and and again, you’re not just being an employer. You’re you’re training and that that’s training that sticks with them forever. Yeah. So you’re you’re creating craftsmen. And I can tell you I’ve, I’ve talked to probably thousands of businesses. You don’t encounter that as something very often because most people just want to hire the talent that exists. Yeah, exactly. So you’re putting the time in to create the talent you need.

Sean Dineen: Yes, exactly. And the fact that, you know, we have everything is under one roof. So you’ve got multiple departments working together. So this skill. Yes, it’s important, but first and foremost you have to be a good person because you’re you know, it sounds very cliche, but you’re coming into our Family, which it really does feel like that because you know, you’re under one roof for so many hours working together. Um, and we try to input that, you know, like, no silo rule, but you have to be a good person. So if if the interview goes well and we enjoy talking to you, you know, then then that’s really all we need. We will teach you everything else you need to know from there.

Joshua Kornitsky: You’re you’re speaking my language. We call that the getting the right people into the right seats. They aligned your core values. So. So you’re already in a better place. Exactly. That’s fantastic. So I happen to have a couple of friends, and my late father in law also were, were skilled, uh, in really what I would call artistic woodworking. And they all three had one major thing in common. They were perfectionists. And as perfectionists, working in a craft, how do you how do you produce at scale when you’re working with what most people would consider art versus the science of manufacturing.

Sean Dineen: Yeah. No. Great question. I mean, yeah, when you when you think of like a, a wooden table, you automatically kind of think of like a mom and pop type shop where they might be producing a small amount of tables a year and they’re happy and on they go. But we’ve, we’ve turned that mom and pop type process into a full production facility. So, um, yeah, we it’s again something that we, we really take pride in, in, um, the process is because of the good people as well. We really have to, um, make sure we’re amplifying that process and make sure that, you know, the right things are moving as they should. And, uh, and it’s going out the door.

Joshua Kornitsky: There’s a book by a man named Daniel Pink called drive. And it’s about what motivates people. And it’s a little dated because it was pre-COVID. And he predicted how everyone would be working from home. So some of it didn’t quite hold true. But the one thing all of his scientific study revealed Yield. Was that carrots and sticks are great for motivation short term, but the only way people will work really, really hard is when they take intrinsic value and pride in the work they do. And it sounds like you’ve tapped into that.

Sean Dineen: Yeah, totally.

Joshua Kornitsky: And that makes a difference. So. So how do people buy your stuff?

Sean Dineen: Yeah. So, um, that’s a that’s another good question, sir. So we yes, we have a website, but believe it or not, we do not have pricing on our website, which is often frustrating because, you know, we’ve got a large social media following that often funnels them to the website. And then there’s a bunch of cool products with no pricing. Um, the reason for that is, you know, like like Herman Miller Knoll, we, we distribute our product through furniture dealerships. Okay. But when, you know, there’s also there’s also occasions where not everyone wants to work for a furniture dealership. So we work directly to. Oh, um, but we, we encourage people to reach out so we can learn about their project, what’s going on and how we can best help them. We have an incredible design team in-house as well that can help with floor plans. Um, and honestly, one of the most exciting things that we’re doing right now is we like to implement the the client’s branding into the workspace, and that’s through the furniture. Um, and that can be as loud and as bold as, um, a logo in a conference table. Or it can be as discreet as a, maybe a laser cut in a sheet metal or something like that. So, um, and especially the logos in the conference tables has really become that.

Joshua Kornitsky: That’s a huge differentiator in a space that you mentioned earlier. Steelcase and Herman Miller, and you weren’t speaking ill of them. You were just acknowledging that you were in the space. But that really does set you apart, because that’s that’s the kind of personalization. And I’ve been in many, many, many conference rooms. You don’t see that. Yeah, exactly. You know, you might see a real nice sign on the wall. Uh, but to have it built to that level, uh, it sounds like it’s more than just furniture. It truly is designed.

Sean Dineen: Yeah, exactly. And along with the brand, like, my tone of voice on LinkedIn and other platforms, is is incredibly confident because I truly believe that we are the cool kids in the industry. And because there’s no one that does what we do, so why not own it and just be true to who we are and and, uh, keep rocking and rolling.

Joshua Kornitsky: It does not get any better than that. And it sounds like the confidence is well placed because you’ve got 120,000 people on Instagram telling you that, that you’re doing something that’s cool. And and believe me, as a father of two daughters, I’m never told I’m cool. So I understand what what what the value of that is. Um, any advice you give to somebody that was just starting out?

Sean Dineen: The, um. I think that, you know, there’s a lot of, you know, you can listen to podcasts and all sorts of things nowadays that there’s these, um, entrepreneurs and, and whoever that, uh, are given all this advice and things. But I think the bottom line is you don’t have to take a big risk to get started. Like if you have an idea, you know, stick to your normal job, do it on the side and then until it becomes something big, then take that step and then take that risk. But you know, you’re not going to get anything done without getting it. Something started. So my advice is just to, you know, be be humble as you kind of initially at least. And um, and wait till, till you get your, the, the ball rolling.

Joshua Kornitsky: So don’t be afraid to take that first step.

Sean Dineen: Yeah exactly. But also stay grounded. Like stay keep that job keep keep that income. Come in and then take the risk.

Joshua Kornitsky: I think it’s a healthy perspective. I’m all for working hard, but you can’t just throw it out the window because you think you have a great idea.

Sean Dineen: Exactly. Yeah. You’ve got to be real. Yeah, you’ve got to be real.

Joshua Kornitsky: Well, Sean Dineen, thank you so much for for sharing your perspective. Oh, let me ask, uh, how do people get Ahold of you and Iron Age office?

Sean Dineen: Yeah, for me, my personal brand, just on LinkedIn. Um, and obviously my website and, um, Instagram is definitely the platform to to be and learn more about what we do. Iron age office.

Joshua Kornitsky: There you go. Well, we’ll have all of that, uh, available when we get the things posted live here in just a couple of days. Well, I want to thank my guests again for coming in today. Uh, first was Brian Lemmings, who is the founder of 80 1010, focused on helping IT teams and businesses improve their service delivery and their internal processes. Carl Nickerson, who is an M&A advisor and a certified exit planning advisor with Marsh Creek Advisors and I forgot to mention, is also a teacher in the MBA program at the University of Georgia. So thank you for that. My daughter just graduated. And last but certainly not least Sean Dineen, who is the CEO and the co-founder of Iron Age Office. Thank you all for being here today and sharing really your incredible stories, and it’s a pleasure to have you on, and we invite you back anytime that you have the opportunity. Uh, today’s episode was brought to you in part by the Community Partner Program, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, go to Main Street warriors.org. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David, Inc.. Please go check them out@diesel.com. My name is Joshua Kornitsky. I’m a professional iOS implementer and the host of Cherokee Business Radio. Thank you for joining us. We’ll see you next time.

 

BRX Pro Tip: How to Build Community Locally in Real Life

July 30, 2025 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: How to Build Community Locally in Real Life
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: How to Build Community Locally in Real Life

Stone Payton: And we’re back with Business RadioX Pro Tips, Stone Payton and Lee Kantor here with you. Lee, I want to talk a little bit about community building, but I want to put a couple of qualifiers there, I mean, locally and in real life.

Lee Kantor: Yeah, I think a lot of people just forget about this, and they’re all all online all the time and they want to build these kind of vast networks around the world and all that, and that’s fine and good. But you have a neighborhood, you live somewhere, you work somewhere, I think it’s important to invest some time to build community locally in real life.

Lee Kantor: It’s so important to the community when there’s more people actively and enthusiastically supporting and celebrating that local community. So, building a strong local community in real life is a great way to foster connection, resilience in the sense of belonging, and here’s some simple ways that you can get started to sustain that kind of vibrant, engaged local network.

Lee Kantor: Number one, you know, be the change you want in the world. Host some regular in-person events like a meetup, a workshop, a block party, a potluck, a dinner. Bring people together and encourage interaction. I mean, anybody can do this. You can do it in your house. You can do it in your office. You could do it in a restaurant that your friends with the owners.

Lee Kantor: Number two, encourage the people that are interested in doing this thing to take on more roles like, you know, first, put it out there and you try to kind of the emperor that gets this thing going. But as soon as people start saying they want to get involved, make them get involved, give them roles, give them jobs to do to be the connectors or to encourage the host to integrate other newcomers and build this kind of welcoming atmosphere and environment.

Lee Kantor: And then, you know, together you can collaborate on projects. They don’t have to be work related or business. They can be community gardens. They could be local art installations. It could be a neighborhood cleanup. Support small businesses to strengthen local ties and improve the area for everybody.

Lee Kantor: We’re kind of spoiled because Business RadioX is kind of a cheat code to make this happen. You know, we have access to a lot of people within the community and we see a lot of people in the community regularly, so we’re a logical person that could be doing this in every local community. And then, every episode that we record in one of our studios becomes a mini networking meeting that brings together people in real life.

Lee Kantor: So, if you want to be a community builder in your market, connect with us, we have some ideas that we might be able to help you make that happen.

Justin Abrams with Aryo Consulting Group

July 30, 2025 by angishields

HBR-Justin-Abrams-Feature
Houston Business Radio
Justin Abrams with Aryo Consulting Group
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

Aryo-color-logo

Justin-AbramsJustin Abrams is the founder and CEO of Aryo Consulting Group, a strategic consulting firm that serves as the unbiased growth engine for small and mid-sized businesses.

Specializing in increasing total enterprise value, Justin helps clients cut unnecessary marketing spend while implementing smart, scalable acquisition models—all without sacrificing EBITDA margins.

In his conversation with Trisha Stetzel, Justin shared his philosophy on building sustainable, long-term growth rooted in strategy, automation, and efficiency. Influenced by his father’s military background, Justin brings a structured, mission-driven approach to business problem-solving.

He discussed how AI and automation can be used to eliminate routine tasks, improve profitability, and empower small business owners to focus on what matters most. His commitment to organic growth and operational excellence makes him a trusted advisor to companies aiming to scale with purpose.

Connect with Justin on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

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

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. My guest today is a game changer in the world of small business consulting. Justin Abrams is the founder and CEO of Aryo Consulting Group, known as the McKinsey for Small Business based in Boston. ACG delivers strategy, growth and optimization without the corporate price tag. Justin’s firm helps has helped over 300 businesses, including Pfizer, Sony and Bayer. Grow smarter, often without spending a dime on ads. Instead, they leverage organic strategies like Reddit, local SEO, and community driven content to generate leads that stick. Also, Justin I know don’t get read yet because I’m not finished. Recognized as a top consulting firm by clutch and among other works, top 1% expert vetted teams Justin and ACG bring clarity, innovation and results to founders who are ready to scale with purpose. He’s here today to talk business leadership and why small businesses deserve world class strategy, and he’s got the playbook to back it up. Justin, welcome to the show.

Justin Abrams: Trisha, that was amazing. That was the nicest intro I’ve ever heard about myself. I really appreciate it.

Trisha Stetzel: Yeah, absolutely. I’m so excited to have you on the show. We were just, uh, riffing before we started recording, and it’s been a few months since we’ve gotten together, so I’m really excited that we have this opportunity today together. So first, I’d like to start with tell us more a little bit about Justin and how you got into the consulting business in the first place.

Justin Abrams: Yeah, so Aria was really started out of necessity during the pandemic. A lot of my friends and family, uh, needed advice. They had small businesses and things had changed so drastically, um, that it really just became more of a how do I help my friends and family rather than how do I build a business? As this started to grow and I realized, like, these solutions, uh, were practical takes just about everyone in this space. Uh, it was really it started to kind of fester my mind. Like, maybe I should start a business out of this, like, I. I thought it was at the right time. There was a lot of need for for kind of an updating in your systems and kind of going, as we’ve always done, started to change. So, uh, tried to get a few clients, got really lucky and started getting some of the larger clients as well. Sony was one of our first clients and it just kind of grew from there. Uh, really again, organically. Like, I was not expecting to start a business. Uh, and then, you know, five years later, I’m extremely thrilled to be here with this business.

Trisha Stetzel: Wow. That’s amazing. You know, I think that happens often. We get we start doing something that we love for others who need the skill or the service that we can provide, and then we decide to open a business. So let’s talk about that. Let’s talk about these small businesses and um, how you’re able to take this, these big business ideas and apply it to smaller businesses through, um, different strategies and things that people may not have top of mind.

Justin Abrams: Yeah. Well, I think the biggest thing with the small businesses is that they start to get really content based on their revenue as that business owner sees for their lifestyle. So if they’re making around $1 million a year, they look at their their annual salary and their take home pay and they start to say, this is great. I don’t need to really work any harder. I don’t I don’t want to work 80 hours a week anymore. And they take their foot off the gas a bit. Um, which is totally understandable. There’s nothing wrong with that. Um, but the thing that I start to get worried about is like a there’s a exit plan that’s going to happen. So if you’re a 40 to 50 year old business owner and you’re, you know, you have the lifestyle that you want, your kids are starting to grow up. So you want to spend more time with them. That’s excellent. But someone’s going to have to take this over. And so you need to think kind of a longer term approach of what is this look like in 15 years when I want to go sell it is it’s still going to be a 1 to $1.2 million business. Like that’s great. But that’s not maybe a nest egg that people are comfortable with. I mean, $1 million today is not the same as it was ten years ago.

Justin Abrams: Uh, so so it’s really a question of like looking almost to the future, like a financial advisor and saying, where do we really need to get to? And what does that take? Um, that’s the first thing. Uh, and then the other thing is just so, so many businesses, all they know is their business. So they’re experts that they’re one thing. But because we’ve had 300 plus clients, I can tell you I have this case study experience over so many various examples and saying like, because so many people come to me, they’re like, all right, let’s start doing TikTok ads. I see those are going off. I’m like, all right, we run the test. Like, I can tell you exactly how much you should spend. Or I think it’s a bad idea to run TikTok ads for, you know, x, y, z business. So it’s a really good way for them to bounce ideas off of me. And I can tell them, real world, this is working or not working. Um, and just really, I try to think of us as like a primary care physician. They come to us consistently, they ask us their other, they tell us their problems, and I help diagnose it and then get them on their way to to growth.

Trisha Stetzel: Yeah, I love that. So I want to go back to the first thing that you talked about, which is exit strategy. And, you know, beginning with the end in mind is so important. But yet, as you do, I see a lot of businesses out there that aren’t thinking about the end. They’re only thinking about where they’re at right now, and it feels they get to a position where they feel good and they’re like, well, I’m just going to stay here for a little while, not thinking about someday. You don’t want to just let your business go. You want you either want to leave a legacy and pass it down. If you have a family business, right, or you want it to be bankable and something that you can actually sell for a profit, I think that’s so important. And then to your second point around, we’re all experts in one space as we should be, right? As small business owners, we should focus on the thing that we’re really good at and then ask Justin for advice on the things that we’re not very good at, so that you can help us with that direction. Can you talk about. I’d love to talk a little bit about marketing because you you brought up TikTok, and I think this is really important. And we see a lot of business owners buying ads on LinkedIn or Facebook or TikTok or wherever they’re spending their money. Um, how much should a small business be spending on marketing, generally speaking? And why should they be spending money on marketing?

Justin Abrams: Great question. And okay, the first answer is that they should be spending as much as they can. That will actually work, because if I am making $1 million a year in my business and I’m spending $50,000 on ads, if they’re if that’s what’s getting me to that million dollars. Then by all means, do that. What I find most small businesses is they’re spending 50,000. There may be only making 100,000 off of that. And then if they’re actually thinking about what’s their actual margin, they’re oftentimes net negative. I come into at least half of my companies that I come into. I realize they’re really not making a profit on their marketing. So I really try to dial it down to start maybe a few percentage. And then once we see where we’re actually getting the profit from, and maybe we funnel some of that money into a different strategy, um, then we can really grow if it’s working. If you’re getting A5X return on your investments, let’s keep spending more. That’s great. But most people are not even getting a 1 to 1. Or maybe they’re getting a 2 to 1 and that isn’t really reproducible.

Trisha Stetzel: Mhm. Okay. So they need to come talk to Justin. Uh. All right. Um, when we’re talking about growth in these businesses and, you know, whether it’s through marketing or other things that we’re doing, um, you know, we we talk about double digits in growth every year or annually. You’re saying we should grow by 20% annually. Let’s talk more about that.

Justin Abrams: Yeah. So this is a really hard thing for people to wrap their mind around. Um, I would say it’s really a question of inflation. Number one, so if you’re not growing at least by maybe 5 or 6% a year, you’re actually losing money due to inflation, especially some industries. It’s even worse. Um, a lot of the, the employer based where you have high costs on employees benefits are going up five, 6% a year. Salaries are maybe going up 7 or 8% depending on this face. Or maybe you can’t hire. And so now you have to really struggle and pay more. So it’s easily a 6 or 7% growth that you need to have. But then you need to look at your business and realize there’s a lot of consolidation on all of these businesses. I think 100,000 baby boomers a day retire. Those people that are retiring are selling their business, and those people that are buying them are young, hungry, scrappy. They’re trying to combine all of these businesses, cut costs, maybe consolidate the CRM, consolidate the back end. And so they’re looking when I speak to them, they’re always looking at 20%. So if you’re not going at at least 15 to 20%, it’s going to be very difficult for you to compete with them because they’re coming in hard and fast and and consolidating where you can actually see that growth. So definitely want that 15 to 20%.

Trisha Stetzel: Yeah. That’s awesome Justin. So, uh, I know that there are some folks out there who are already interested in having a conversation with you. So what is the best way to get in contact with you, Justin?

Justin Abrams: Yeah. So our websites are wired for consulting group. Com. You can find us online. You can follow us on LinkedIn. My name is Justin Abrams on LinkedIn. I’m based in Boston. Uh, they can definitely reach out. And I love to talk to every small business owner I can. Even if we’re not going to work with them. I love to bounce ideas off of them and vice versa.

Trisha Stetzel: Fantastic. Thanks, Justin. Let’s talk about you. Talk about financial engineering to grow your business. Tell me more about that.

Justin Abrams: Yeah. So I think it’s a misunderstood part of business, uh, that you can actually put very little amount of money down, similar to buying a home but actually buying a similar business. So if you’re an HVAC company in Houston and, you know, and I’ll just take a step back and say a lot of the private equity guys, they’re already doing this. But if you’re a HVAC guy in Houston, you might already know the best guy near you and have a good relationship and a good rapport. And he’d much rather sell his business to you than to sell to some New York private equity. Guy’s just not even going to care. So you have this relationship, you have this knowledge, you know, his business inside and out. And, yeah, maybe 65. He wants to retire. So what you can do is if they’re if they’re growing and you want to look at their books, you can then buy their business. Put about 5 to 10% down. You’ve now potentially doubled your revenue. And you just have a small monthly fee that you have to pay off every year. But not only do you now have a great situation where you just have like basically a loan because you’re a larger business. The larger the business, the higher value you you have. So if it’s a $1 million business, you might have a lower multiple than a two or a $3 million business. So you’ve basically it’s like a two, a one plus one equals three. In a lot of ways it’s a great way to grow your business.

Trisha Stetzel: Wow. That’s a fantastic idea. And I know in the Houston area, there are a lot of small business owners that are ready to retire. I heard you say that there’s a very large number of baby boomers that are retiring on a daily basis, and I know a lot of those must be part of the millions of people who are here in the Houston area. So, Justin, as a as a consultant and in that space, it you’re open to work to not working with anybody but having a conversation with anybody. And I think that’s fantastic that you’re open to just let’s have a conversation and see where it goes. Why? What is the biggest reason why people engage with you to help them with their business.

Justin Abrams: I would say the largest one is really people are stuck. They’ve hit a plateau on their sales and they are realizing that they need to do something. Something needs to change.

Trisha Stetzel: So how do they what’s the first step with the folks that who. So you’re going to have a conversation with them. And I think that’s fantastic. What’s usually the first step that you take with your brand new clients?

Justin Abrams: Yeah, I like to just look under the hood, see what’s going on. Where’s the marketing? Where’s the spending? Tell me a little bit about the organization, the employees. Why have you felt it’s slowing down? It’s slowing down because a new competitor is in town. Is it slowing down because, uh, maybe maybe just sales have not been so great in that area. Maybe there’s, uh, people leaving that area. Is it macro related? Is it something that you did? Um. You know what? What is the. I want to hear what you think, and then I can do my own research, but which will not cloud it. But I just want to understand what is your reason for for coming to me. And what are your thoughts? Um.

Trisha Stetzel: I love that. And no judgment. Right. It’s just kind of where you are. And why are you stuck? And then you’re going to go do your homework so that you can bring back some really great information for them. Um, I happen to know that your dad was a veteran. So can we talk about can we talk about that just a little bit?

Justin Abrams: Sure. Yeah. My dad was a major in the Army. He was in there for 15 years. He just missed out on Vietnam. But, um, you know, definitely kind of the just. He was obsessed with the Army. He was stationed all over the world, Germany for a number of years. Um, and he had that kind of Cold War, Uh, Easter, eastern Germany. Kind of stationing. Um, he never literally thought he was going to be in the military his whole life. Um, like, was ready to be a general, like in his mind. Um, he hit 39 or 40, maybe. And he ended up getting set up with, uh, at the time, a woman turned out to be my mom. Uh, you know, so he he ended up leaving. But 15 amazing years and, uh, you know, he’s he’s the kind of person that I look, just I just look at him like he’s lived a life far better than anything I’m doing. I wish I could give back as much as him, but, uh, this is maybe a small percentage of what I can do.

Trisha Stetzel: Yeah, I, I love that. And, you know, we all have a little bit of space to give back, and we’re going to do it in our own way. And I can see that kindness through even our conversation today. So the I want to ask how his story has really impacted you. And I hear part of it where you want to be able to give back. But what is the impact that your father’s story has on you as a grown person today?

Justin Abrams: You know, I think part of it is really strategically thinking, you know, he when he was working and, and leading hundreds of of people or thousands of people, it’s really a question of like, how do I strategically make everyone in this battalion better? And what’s the what’s the long term plan? He’s still to this day, as you know, strategy games and stuff that he’s always I mean, he beats me in chess every time I play and it’s very frustrating. So I think it’s it’s just a way to think through the, the way that I think through businesses. A lot of the way that he thinks through through military strategy, um, and using that kind of knowledge has been really helpful. Um, so yeah, that’s certainly one way. And I think just his idea of giving back. Like, I could go to the large conglomerates and try to sell our services. But to me, it’s not something I enjoy. And personally, I don’t think, uh, you get to reward as much.

Trisha Stetzel: Yeah. Well, and, you know, being able to take this big business idea and bring it to smaller businesses, I think is so important. And that’s a huge give back to the community to be able to provide that type of knowledge, innovation and strategy to provide back to these smaller businesses. So as we get to the back end of our conversation, I’d love to hear more about some of these tools that you’re utilizing with your smaller businesses so that you can help with cost savings, um, and how you’re able to help utilize those with your clients.

Justin Abrams: Yeah. I mean, we use a ton of different tools, um, that really are. It really depends on the type of clients, but a lot of them are utilizing just modern AI workflows. So things like inbound, um, text and messages, we can automate a lot of that stuff. You know, I have a client right now. They’re getting about 30 or 40 inbound requests a day. It’s just too much for one human to manage. Um, and a lot of them are very basic questions. Can you give me an idea? Can you tell me the pricing? What are, you know, what are your thoughts on x, Y, and Z? So it’s it’s something that a human could do, but it’s almost a waste of that humanness because they’re behind their desk now answering questions. It’s not it’s not right. So I try to really push what can be basically like not human work, like robotic type of monotonous work that we’ve had to use humans. But now we can put your humans onto the things that make you money, which is sales, customer relationships, outreach, uh, conferences. Like, I talked to a sales guy the other day. I said, take the number of conferences that you’re going to and triple it. We can automate all the nonsense and the proposals and all that stuff. Let’s get you in front of the right people. That’s what matters.

Trisha Stetzel: I saw you light up when you started talking about AI and automation, so I’d like to dig around in there for just a minute, because I know there are a lot of people listening today that may still be a little afraid of A.I. and when we’re talking about AI, we’re not just talking about chat bots, we’re talking about other ways of automation, like what Justin was talking about being able to answer questions to your audience, having an automated FAQ. Basically, if we want to bring it down to a lower level. So talk to me about AI and why our small business owners should be embracing it instead of running away from it.

Justin Abrams: So the beautiful thing about small businesses in comparison to the large businesses is large businesses cannot afford to make a mistake at all. They do not. Pfizer cannot have a chatbot on their site that accidentally gives you the wrong dosage. Something, God forbid, happens. And there’s a, you know, something horrible happens, right? That is something that by nature, AI is going to make that mistake at scale with millions of patients. It’s going to do that. So they can’t really embrace it in the same way that small business that maybe gets 20 or 30 messages a month, you know, that’s not a big deal. If you if you say, uh, yeah, that was our chatbot. I’m sorry we gave you the wrong quote for plumbing. You know, plumbing contract. It’s no big deal. So that’s the beautiful thing that I see AI being able to bridge that gap and also really cutting some of the costs. So now you don’t have a person responding to every message. You can have them doing other more valuable things. I don’t see it as cutting employment at all. I see it as being able to move like humans into the right part of the business to grow it. And that’s again, that’s just something that if you’re at JP Morgan, you can’t have a chat bot doing it all or it’s just too much, too many mistakes. So it’s a huge benefit and I think you can be shy of it. You can be afraid. Um, but why not embrace it and start slow?

Trisha Stetzel: Yeah. And go learn a little bit, even if it’s helping you with your calendar or maybe an FAQ forward facing or something that answers your phones. It’s such a time saver. And then you can put the right people in the right places doing the right things that they’re good at, right? Uh, instead of the things that they’re not so good at. All right. So here’s my last question for you. Well, it’s not really a question, but a statement. Tell me your favorite story. It can be a client story or your favorite Justin story.

Justin Abrams: Oh, this is a great question. So I think, uh, I think my favorite story is really on. Um, I have a local landscaper. He is in a similar position to a lot of your, uh, your listeners, um, they’re doing a little under $1 million a year. Um, in similar fashion to what we were talking about before. His father had a their rival, but they were really rival landscaping company as well. And he passed away. And that is a big catalyst of these of the the best small businesses is just an untimely death. So he had to take over. Now he has two companies and he has to take it over, Figure out all the systems, how to grow it. For a year he did that, and he then looked at his annual profit and loss. That. All right, I’m spending way too much. So what? All we did, we came in, spent about a month looking at everything, testing a few things, and we realized he was spending about $40,000 a year on marketing and making -$10,000. It was actually losing him. Customers. I don’t know how, but he was losing him money. So the first thing we did, I just said, let’s let’s just cut it all.

Justin Abrams: You’re not making any money from it. Let’s just cut it all. His profit has doubled this year. Just by just just cutting those things off. We’re running some SEO. We’re running some local community groups. Yes, but there’s no cost to that other than some some minor ongoing maintenance. And it’s totally changed now. I say this is like some great thing I did. The trust that he has to do to just turn off the faucet. That’s something that’s very hard to do. I say most most of my clients wouldn’t have the faith in me. So I think it’s when I say, like, what’s the most impressive? I always say having that faith, believing that I know what’s best. That’s I mean, I don’t trust anyone. I understand. It’s like it’s a hard it’s a dog eat dog world, and I understand, but that’s one of the things where I found a customer really believes in me. Even though, you know, I don’t know anything about landscaping, but I can look at the books and kind of tell him how to do it.

Trisha Stetzel: Because you have the experience and expertise in business, and that’s what’s most important. Thank you for sharing that. I, uh, what a great story about a family owned business by accident. Yeah. And, you know, unfortunate situation, but we find ourselves in those kinds of positions quite often, where we have aging parents or grandparents that own businesses, and the person who’s receiving that business just doesn’t know anything about them. So thank you for being there right along and helping this gentleman grow his profit by twice. Uh, just from cutting off something that he’s spending too much money on. Right. And not getting a return. Fantastic. This has been a wonderful, absolute amazing, uh, discussion today. Justin, I really appreciate you joining me.

Justin Abrams: Oh, thank you for having me. Trish, this is great.

Trisha Stetzel: All right. One more time. Justin, how can people connect with you?

Justin Abrams: Uh, yeah. So the website is ro r y o.com. Mario, by the way, stands for Safe Travels in Japanese. So if you have any issues, you need some safe traveling expertise. I’m your guy and we’re on LinkedIn. You can find me on Twitter, Instagram, all the socials.

Trisha Stetzel: Awesome. And I think I found Justin on LinkedIn. I think we’re connected. So if you can’t find him, come, come find me and I’ll connect you with Justin. Thank you again for being with me today. This has been amazing and, uh, can’t wait to have our next conversation together.

Justin Abrams: Excited to do it. Thanks, Trisha.

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

 

Tagged With: Aryo Consulting Group

BRX Pro Tip: How to Choose What to Outsource

July 29, 2025 by angishields

  • « Previous Page
  • 1
  • …
  • 26
  • 27
  • 28
  • 29
  • 30
  • …
  • 1319
  • Next Page »

Business RadioX ® Network


 

Our Most Recent Episode

CONNECT WITH US

  • Email
  • Facebook
  • LinkedIn
  • Twitter
  • YouTube

Our Mission

We help local business leaders get the word out about the important work they’re doing to serve their market, their community, and their profession.

We support and celebrate business by sharing positive business stories that traditional media ignores. Some media leans left. Some media leans right. We lean business.

Sponsor a Show

Build Relationships and Grow Your Business. Click here for more details.

Partner With Us

Discover More Here

Terms and Conditions
Privacy Policy

Connect with us

Want to keep up with the latest in pro-business news across the network? Follow us on social media for the latest stories!
  • Email
  • Facebook
  • Google+
  • LinkedIn
  • Twitter
  • YouTube

Business RadioX® Headquarters
1000 Abernathy Rd. NE
Building 400, Suite L-10
Sandy Springs, GA 30328

© 2025 Business RadioX ® · Rainmaker Platform

BRXStudioCoversLA

Wait! Don’t Miss an Episode of LA Business Radio

BRXStudioCoversDENVER

Wait! Don’t Miss an Episode of Denver Business Radio

BRXStudioCoversPENSACOLA

Wait! Don’t Miss an Episode of Pensacola Business Radio

BRXStudioCoversBIRMINGHAM

Wait! Don’t Miss an Episode of Birmingham Business Radio

BRXStudioCoversTALLAHASSEE

Wait! Don’t Miss an Episode of Tallahassee Business Radio

BRXStudioCoversRALEIGH

Wait! Don’t Miss an Episode of Raleigh Business Radio

BRXStudioCoversRICHMONDNoWhite

Wait! Don’t Miss an Episode of Richmond Business Radio

BRXStudioCoversNASHVILLENoWhite

Wait! Don’t Miss an Episode of Nashville Business Radio

BRXStudioCoversDETROIT

Wait! Don’t Miss an Episode of Detroit Business Radio

BRXStudioCoversSTLOUIS

Wait! Don’t Miss an Episode of St. Louis Business Radio

BRXStudioCoversCOLUMBUS-small

Wait! Don’t Miss an Episode of Columbus Business Radio

Coachthecoach-08-08

Wait! Don’t Miss an Episode of Coach the Coach

BRXStudioCoversBAYAREA

Wait! Don’t Miss an Episode of Bay Area Business Radio

BRXStudioCoversCHICAGO

Wait! Don’t Miss an Episode of Chicago Business Radio

Wait! Don’t Miss an Episode of Atlanta Business Radio