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Tiffiny Consoli is thriving in the pool industry. She was the first-ever Pool Scouts franchisee, and now operates a $3 million business with 23 vehicles and 19 routes in the Raleigh, North Carolina, area.

Given her success, people are sometimes surprised to learn: At the start, she knew nothing about pools.

Instead, Consoli came from a career in retail management. She loved customer service, but wanted to run her own business. She started looking for a franchise to buy, and in 2016, she took the leap and joined Pool Scouts. As she’d discover, a lot of her old skills proved valuable in her new business — often in ways she didn’t necessarily expect. Here, she explains how she learned the ropes, and why she believes the home services sector is an excellent fit for women entrepreneurs.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

You were Pool Scouts’ first franchisee. What gave you the confidence to dive into a field that you had no experience in?

I first looked at a Mosquito Joe franchise, which at the time was owned by [parent company] Buzz Franchise Brands. The timing and what they had available in my area didn’t work for me, but when I went in to talk to them, I gained a lot of confidence. They had great people working for them. About a year later, they said they were starting Pool Scouts and I called them immediately. I was the first one in the door.

Did your background in retail management help you as a new franchisee?

As a store manager, I had a budget to adhere to throughout the year, and was reporting to a director that held me accountable to those numbers — but I also had customers coming in the door every day that I wanted to satisfy. I learned a lot in terms of working with people, understanding the importance of relationship building, and managing financials.

Related: The One Factor the Top Franchises of 2025 Have in Common

What were some of the hardest lessons you learned in the early years of running your franchise?

First, you’ve got to get customers. But you also have to have employees to support those customers. Now you’ve got to hire, but you have to train those employees and maintain them year after year. And if you are in a seasonal business, it’s hard. In the beginning, I didn’t realize those things would be so challenging.

What advice do you have for aspiring franchisees when evaluating opportunities?

I think it’s important for people to connect really well with their franchisor and believe in the brand itself. There has to be synergy there. I think some franchisees miss the fact that you’re responsible for the success of your business. The franchisor is not responsible for that. They will give you the template to be successful, but at the end of the day, it falls on you to do everything they have set out for you to do.

Related: After Decades of Hard Work, This Couple Is Living the Entrepreneurial Dream. Here’s How They Achieved Generational Wealth

If someone was considering the pool service industry, what would you tell them?

The industry has a lot of growth potential. There are lower startup costs with service businesses, and it gives you the flexibility to be where you need to be every day. So I think that makes it more accessible for women and those that are balancing a career and family.

What’s your biggest piece of advice to potential franchisees?

Don’t do it just because you think you’re going to make a lot of money. It requires so much determination and tenacity that it better be something you really enjoy doing.

Related: 6 Intriguing Statistics About Women in the Franchising Industry

Is your startup in trouble? Pivoting can be one of the most difficult things to execute, whether it’s in life or when running a company. It takes courage to acknowledge when you may be fighting a losing battle and when to cut those losses. The other option, however, is to go down with the sinking ship. If that’s not for you, then here are some tips.

The first time I had to pivot in business was in 2014, when after a few years of trying and just a few weeks of runway remaining, my team and I faced an existential risk — our ratings platform, Bugscore, had little adoption. We had spent years conceptualizing and building this global ratings platform. With a shoestring budget of just under $400,000, financed largely by us and a few angels, it was always a long shot — to allow anyone to rate anything (even people). There were some highs; for example, brainstorming at Home House members club in London with Wikipedia founder Jimmy Wales about integrating with his company, or bagging a multi-year SaaS contract for Bugscore 360 with Ernst & Young (Germany). Alas, these highs didn’t translate to enough revenue to sustain the vision.

In fact, they fed our confirmation biases associated with the project, delaying the inevitable. Holding on to a bad project isn’t dissimilar from holding on to a bad investment, something my former colleague at Goldman Sachs, Elsa Rocha, very aptly covers in her article on investing biases and relationships.

Our infinite thirst to succeed was met with the reality of dwindling financials, and by the summer of 2014, we had a few weeks of budget remaining before the lights went out. With stagnant user acquisition figures and risk of financial oblivion, fundraising discussions became almost impossible as the abyss drew us closer by the hour.

So instead of pushing ahead, we shut it all down and focused on solving a problem we knew well. Part of what was paying the bills on the side was financial trading. The sector was suffering a growing problem of broker fraud, and many clients in our shoes were getting fleeced. Our pivot was to repair that very problem, and it monetized quickly, paving the way to our biggest success yet.

Here are some lessons and tips.

Related: Knowing When — and How — to Pivot Is Key to Your Business’ Survival. Here’s What You Need to Do.

Embrace failure

Visionary management teams are good, but grounded ones are better. The statistical likelihood that your startup will succeed is under 10% over 10 years. Let that sink in; your first startup, for factors either in your hands or outside, will likely fail. You are taking the road less travelled, and many known knowns, known unknowns and unknown unknowns lurk. This is not to say close shop at the first sign of rejection, but if after a few years you are banking one win for every nine rejections on various KPIs, it’s time to consider if this idea is the hill you want to die on.

Life is short. It is okay to fail once, even twice, before finally succeeding. Don’t take it from me — take it from arguably the most successful entrepreneur of our time, Jeff Bezos. Whether it’s kozmo.com or pets.com, he knows a thing or two about failure. Lastly, the longer you wait, the harder it will be to pivot.

Communicate consistently

We kept all investors in our project abreast of all good and bad news regularly. Don’t sugar coat anything; there is no need for that, and it’s self-defeating. The more you inform and make people understand the headwinds you face, the easier it is to organically execute a pivot. If a pivot involves a new company and receiving new money, make your previous shareholders whole. Even if you don’t legally have to, morally you should, as they were your earlier backers.

Hedge bets

Focus is key when hacking growth. One product idea or service offering executed well beats being everything to everyone. That being said, if you’re backing the wrong horse, you’ll fail. If you are a young startup, cash-strapped and bootstrapping your way to break even, it may not be a bad idea to keep a lookout for solving monetizable problems on the side. For us, it was financial trading in an inherently morally bankrupt industry (FX). We turned what we did internally into a service for beleaguered traders, and it grew quicker than expected. Keep that third eye open for opportunities, as it could mean your survival.

Related: Worried About the Market? Here’s How Warren Buffett, Ray Dalio, and Harvard University Protect Their Portfolios

Pivot purposefully

Pivot with purpose and into something you know and are skilled at. Don’t pivot into another grandiose idea or, worse, just an iteration of your already struggling idea. Otherwise, you will run out of whatever money and time you have remaining.

Research and develop

Once you have pivoted and steadied the ship, it is a good idea to spend time and money on research and development (eg. today, we spend around 12% of turnover on R&D). Usually, this should be on something related to what your core revenue driver is. For us, it was studying smart contracts in the blockchain — something that was revolutionary in 2015/2016. Had we not done this, we wouldn’t have been able to take the company to the next level. In the 80s, Nokia was primarily known for selling rubber products, cables and consumer electronics. However, behind the scenes, they had an R&D division working on mobile phone technology. In 1987, Nokia launched the Mobira Cityman, one of the first handheld mobile phones. Everyone doubted them. Nokia’s then CEO, Jorma Ollila, decided to pivot the entire company towards mobile phones. The rest is history.

Prioritize health

Running a startup is similar to navigating a large city without GPS, without much fuel and in the middle of rush hour. It will test your resolve, patience, finances and emotional reservoirs more than climbing any corporate ladder. It is not a feat for the fainthearted. It will take a toll on your health in ways you may not imagine. Whatever activity brings you peace, may it be some sport, yoga or hobby, do it and prioritize it. If your health fails, everything you are working for is irrelevant in the long run.

My wake-up call on this front came in 2016. I would laugh at a friend of mine who would play the flute to relax. The joke, as it turns out, was on me. It took me almost seven years to recalibrate after burning myself out, using a combination of intense physical exercise, some martial arts and meditation. I had to do this while continuing to build, but I should have started much earlier.

Related: Stressed and Exhausted? More Than Half of Founders Say They Never ‘Switch Off.’

When we back entrepreneurs these days, we prefer those who have failed a few times, pivoted and survived rather than one-hit wonders who don’t know how to switch gears when the going gets tough. Those who have embraced failure, pivoted and survived are likely to be far more grounded and bankable, in our experience. They will likely have less ego, be quicker to pivot in future projects and far easier to work with. Ergo, more investible. Whether it is Netflix, Nokia, Instagram, X (formerly Twitter) or YouTube, all of these giants have had to pivot once to become what they are today.

So, if they did, what are you waiting for?

Grandma calls them “role models.” Politicians call them “DEI hires.” We call them “rebel archetypes” — rogue, defiant and unstoppable pioneers revolutionizing systems, defining power and building the queendom for all.

In the mind’s eye of these entrepreneurs, investors and leaders, every month is a celebration of Black history; every day is a fresh opportunity to elevate the voices of powerful women around the world. Below are 10 wild and unruly tips from global legends to challenge all rebels, underdogs and allies to flip traditional business narratives and make every day International Women’s Day.

Related: Being Daring and Disruptive is How Great Pioneers Conquer Their Industry

Wild and unruly way #1: Embrace the hot mess

Entrepreneurs who embrace imperfections and remain flexible are better equipped to navigate an ever-changing business landscape. By accepting that not everything will be flawless from the outset, you can focus on iterative improvements and adapt more quickly to market feedback. This mindset allows for greater creativity, resilience and, ultimately, sustainable growth.

One rebel archetype I personally admire, Máirín Murray, CEO of TechFoundHer, says that her team is championing a new way of innovating. “One of the biggest shifts we’ve embraced is the bold call to ‘F*ck Perfection.’ Instead of getting trapped in impossible standards, we encourage women to jump in, create something real and learn on the fly — setting their own rules as tech entrepreneurs.”

Wild and unruly way #2: Follow the path of the unicorn

As an entrepreneur building the empire, you must spend time with rebel archetypes who have already been where you are going. Seasoned mentors can offer firsthand perspectives on navigating challenges and reducing potentially expensive errors. With this invaluable support, you’ll receive advice, networking opportunities and resources to effectively manage the intricacies of developing a prosperous enterprise.

Another rebel archetype I admire is Shelin David, CEO of Shebacks.me, who says, “Find mentors who are already where you want to be. Experience is an underestimated asset, and learning from those who have walked the path before you — whether in business, career transitions or navigating complex challenges — can accelerate your own journey.”

Wild and unruly way #3: Sleep your way to the top

We’re talking about REM here, so get your mind out of the gutter. Entrepreneurs must prioritize self-care activities, particularly sleep, to sustain the energy, focus and resilience required to succeed. Research consistently shows that adequate sleep enhances cognitive function, decision-making and creativity — critical skills for navigating the complexities of running a business. By making self-care a non-negotiable part of your routine, you will avoid burnout, maintain peak performance and ensure you are physically and mentally equipped to lead your ventures effectively over the long term.

Flossie Hall, CEO of Stella Foundation, is another rebel archetype I admire. Hall says that strategic rest is a leadership skill, not a weakness. “I used to glorify burnout, believing that constant hustle equated to success. Now, I fiercely protect time for activities that reset my mind — whether it’s playing golf, stepping away for a walk or unplugging for deep thinking. Ironically, stepping away often leads to my biggest breakthroughs.”

Wild and unruly way #4: Strategically hob-nob

First, do your research. Then, only accept meetings and participate in educational programs with investors and partners who have shown a proven interest in companies like yours (e.g., the stage of the company, the geographical location and, very importantly, the gender and race of the founder matches well with what the investor or partner historically supports). Next, interact daily on LinkedIn. Virtual networking will open doors and help you build long-lasting relationships vital to your entrepreneurial success.

Another rebel archetype I admire, Joy Fairbanks, the founder and Managing Principal at Fairbanks Venture Advisors, says she has seen tech serve as an equalizer for diverse founders and investors. “Technology may be leveraged to boost what you know, who you know and increase the chance of success for people who have been on the fringes of tightly knit relationship networks.”

Related: 7 Entrepreneurial Ways to Celebrate International Women’s Day

Wild and unruly way #5: Become a serial entrepreneur

By engaging in a dynamic cycle of starting, scaling, exiting and recreating multiple ventures, you can build business empires on your own terms. Statistics show that serial entrepreneurs have a higher likelihood of success in subsequent ventures. With this approach, you’ll leverage your accumulated experience, network and resources to forge a golden path to financial freedom.

I also admire Mirela Sula, another rebel archetype who’s the founder and CEO of Global Woman Club. Sula says they are witnessing a powerful shift — more and more women are starting their own businesses, scaling them, exiting and then creating and recreating again — building empires on their own terms. “We are living in a time of massive transformation, and women everywhere are stepping up, taking control of their financial futures and making bold, strategic moves. By embracing equity, we are building a future where women don’t just participate in the economy; they lead it.”

Wild and unruly way #6: Manifest winning

Dwelling on issues and constraints can lead to a self-fulfilling prophecy of failure. Smart business owners spot problems and quickly focus on solutions, leveraging their resources to build the queendom for all. Stay focused, constantly learn, and remain flexible, and you will unlock your full potential to achieve incredible success despite all odds.

One rebel archetype I personally admire, Amy Wagner, CEO of American Financial Partners, says the next generation of leaders — women and men — are shifting the conversation from barriers to results. “True success comes from surrounding yourself with people who share your relentless drive. You don’t break barriers by seeing them — you break them by charging past them, again and again, together.”

Wild and unruly way #7: Talk incessantly about cash

As a kid who grew up in a small town in Pennsylvania, I met people who viewed wealth as inherently bad. It was as if they were proud of their self-imposed lack, judging and complaining about anyone who dared to express a commitment to financial freedom. This is a backward and limiting approach. The most successful business minds talk openly about finances and frequently discuss investment opportunities to build wealth.

Silvia Mah, PhD, the founder of Stella and CEO of SheInvests! is another rebel archetype I admire. Mah says that many people who become accredited investors, for example, after successfully exiting a startup, “have not had the opportunity to ‘sit around the dinner table’ and openly discuss finances — let alone portfolios, exits and failures. One of the most valuable ways investors can support each other is by intentionally carving out time to share experiences and lessons learned.” In other words, talk straight and talk often about money!

Wild and unruly way #8: Wear the blindfold

As a female founder, I’ve been advised that my red jacket makes me look unapproachable, my T-shirt, jacket and jeans are too informal for a pitch day and I look “cute” in my lawyer suit. Brilliant ecosystem builders focused on profitability should employ creative strategies to eliminate bias so that businesses are evaluated based on factors other than how a female founder looks.

Another rebel archetype I personally admire, Naseem Sayani, Venture Partner at How Women Invest, says adjustments can be made to directly affect unconscious bias and expand discussions so that deep-seated pattern recognition doesn’t drive decision-making. She suggests “removing team pages from pitch decks before kicking off a screening process so that bias can’t interfere with assessing quality of the business idea, setting up red team/green team exercises on deal flow so that reviews are forced to take sides to fully test the merits from two points of view before making decisions and bringing diverse Limited Partners into deal reviews to expand the range of experience looking at deal opportunities.”

Wild and unruly way #9: Shout, “Eureka!” when spotting a gold mine

A significant portion of high-net-worth individuals are not actively engaged in startup investing due to a lack of awareness. By sharing investment opportunities with friends, you can potentially secure funding for your new venture while helping people learn to diversify their investment portfolios by supporting the growth of innovative businesses, creating a win-win for everyone building the queendom.

Julie Castro Abrams, Managing Partner at How Women Invest and CEO at How Women Lead, is another rebel archetype I admire. She says she hears, “No one ever invited me,” on a regular basis. “Women themselves, fully occupied in their own powerful operational roles, aren’t always aware of the huge opportunities available to them in the early-stage sector. Our community members are excited to learn about the ways they can change the trajectory of a company as investors, advisors and strategic connectors, so we never stop telling them what a difference it makes for them to join in.”

Wild and unruly way #10: Aggressively build the queendom

Business leaders must stop waiting for traditional systems to change and start building new ecosystems, bypassing the old guard entirely. Take charge and begin raising capital on your own terms.

Another rebel archetype I admire, Kelly Ann Winget, the founder and CEO of Alternative Wealth Partners, says we have to stop playing defense. Women, LGBTQ+ founders and diverse entrepreneurs often feel like they have to prove why they deserve capital when some of the worst business ideas in history have been funded without question — just because the founder looked the part. “So instead of trying to justify our existence, we should be thinking bigger and being more aggressive in where we raise capital from and how we structure deals. Embrace the reality that the money isn’t going to move itself. If we want change, we have to build it ourselves. And that’s exactly what we’re doing.”

Related: The Challenges in Getting Funding for Women and Minority-Owned Businesses, And How to Solve Them

Wild card tip: If you want to change the world, make a movie

Creating movies, even short films, is a powerful way for entrepreneurs to connect with audiences, build brand loyalty and share deep insights into a company’s values and mission beyond products and services. You can hone your storytelling skills, improve your ability to communicate complex ideas and develop a memorable brand identity through filmmaking that sets you apart in a crowded marketplace, ultimately driving engagement and fostering business growth.

Another rebel archetype I admire, Catherine Gray, General Partner at Silicon Valley Women Founders Fund and Producer on the International award-winning documentary film, Show Her the Money, says she leverages filmmaking to create a positive impact in both entrepreneurship and investing. “It encourages more women to invest in venture capital and encourages more men to invest in women.”

Gray’s film shares a powerful message on a global scale: Women tend to be more profitable and thus make a good investment, and having women build wealth through venture capital helps the economy at large, positively impacting future generations.

AI startup Sensay published what it says was the world’s first job advertisement for a Full Stack Developer (AI Agent) last month on LinkedIn, asking for fully autonomous AI to create code, test and fix software bugs, and write technical documentation.

But they aren’t looking for a human to fill the role. Instead, the startup is looking for human developers to submit fully functional code that it can use — and it intends to pay those developers an unspecified annual salary, open to negotiation, for their work creating the AI agent.

Sensay creates lifelike digital replicas, AI clones of real people, to carry out tasks on someone’s behalf, like sending emails, writing chat messages, and participating in video calls. The company says it works on over half a million interactions every day.

Related: AI Agents Can Help Businesses Be ’10 Times More Productive,’ According to a Nvidia VP. Here’s What They Are and How Much They Cost.

But although the job is asking for AI applicants, Sensay told Entrepreneur it isn’t expecting AI to respond to the posting.

Sensay’s job posting is unique from the tens of thousands of job postings for human AI engineers because the startup only wants the software of the AI agent, not the full-time talents of the people who built it.

Related: What You Need to Know About ‘AI Agents’ and Why We Are One Step Closer to The Jetsons

“This is an exciting moment for Sensay,” said Founder and CEO Dan Thomson stated in a press release. “By bringing on board our first AI employee, we’re taking a big step toward a future where AI and humans work together as colleagues and collaborators.”

The non-human AI agent would operate on its own and be tasked with helping build other AI. The job posting had over 100 applicants at the time of writing. It asks for an AI program with proven software development capabilities, especially in AI and machine learning, and a track record of puzzling out complex development challenges.

Sensay intends to embed the AI agent into their communication channels, like email, WhatsApp, and Slack, so that it can respond to feedback, suggest ideas, and contribute to software development like an actual employee.

The company better make sure their new hire doesn’t create its own LinkedIn profile, though.

Related: ‘More Soul-Crushing Than Ever’: Popular Hiring Platform Finds Around 20% of Its Postings Were ‘Ghost Jobs’

According to a report earlier this year from 404 Media, LinkedIn has identified and deactivated two accounts labeled as AI “co-workers.” The accounts had the flair #OpenToWork, which is used on LinkedIn to signal to employers that someone is open to new job opportunities.

Reddit users were quick to point out that job applicants face many hurdles on the way to landing a job, including fake job listings — and now they have to compete with AI applicants, too.

According to LinkedIn’s latest Workforce Confidence survey, American workers feel less confident about their job security now than they have in the past five years.

The public perception of artificial intelligence often hinges on reducing workforces and replacing workers. But what about its power to help established teams outperform their limitations without expanding in size?

Small and medium-sized businesses (SMBs) are often held back by a lack of time and resources. While larger organizations go after lucrative opportunities, SMBs are forced to sit back and watch simply because they don’t have what it takes to run with the big dogs. As AI and related tech advancements go mainstream, 2025 is beginning to look like the year when SMBs find they can finally go toe-to-toe with larger corporations and hold their own.

If you’re an entrepreneur of a startup or growing organization, here are some key ways you can utilize tech to equip your SMB to compete on an enterprise level this year.

1. Accelerate digital transformation

It’s easy to understand how a new technology can help your business in theory. Integrating it into your existing operations can be more difficult. This process of digital transformation is essential to SMBs taking the next step in keeping up with enterprise-scale organizations.

Heading into 2025, leaders of smaller organizations are recognizing the imperative nature of digital transformation. All-in-one small business management software Thryv revealed in its 2024 Small Business Index Report that 31% of small business owners were using AI last year. In comparison, 43% expect to use it in 2025.

This rapid growth is a necessary first step in SMB competitiveness. If they want to tap into the potential of AI and other technologies, small business leaders must be on the lookout not just for the best software in their industry but for ways to effectively integrate it to improve their unique business activities.

Entrepreneurs looking to compete with larger companies should ensure that they are embracing digital transformation. They should consider the options in each area (administrative, R&D, financials, etc.). Once a tech tool is chosen, they should set KPIs and clear expectations. Then, measure over time to ensure any new technology is not just present but properly integrated into their companies.

Related: You Must Embrace Digital Transformation to Stay Ahead of the Competition — Here’s How to Seamlessly Weave It into Your Organization

2. Target your AI adoption

Developers have released a smorgasbord of AI applications since ChatGPT came out in late 2022. However, many of these have felt rushed, have been limited in scope and have lacked scalability and accessibility. Thus far, it has been hard for small business owners to find an applicable and effective way to use them in niche or limited settings.

In 2025, AI tools should become more targeted and accessible for smaller operations. SMBs can expect to have access to a growing number of AI tools that are tailored to their industry, too. One example is financial services.

TechTarget points out that AI and machine learning are making it easier for financial companies of all sizes to analyze historical and real-time data to gauge the legitimacy of a user near-instantaneously. AI also helps in other niche areas like wealth management, stock trading and loan approvals.

SMBs can expect similar AI tools to become available in all industries. In addition, these tend to be scalable, offering cost-effective, long-term solutions for smaller businesses that can grow with a company over time.

In 2025, SMB leaders should look for industry-specific AI tools that target specific activities and give them unique advantages over larger competitors. They can anticipate these developments by following industry publications and influencers to observe the latest tech innovations and associate them with industry benefits.

3. Migrate to a cloud infrastructure

In the past, small businesses have lacked the internal capabilities to migrate to a cloud infrastructure. Limited budget and lack of in-house expertise were primary factors holding many companies back.

AI is quickly making it easier for SMBs to move away from centralized data centers. Companies are utilizing AI to build community-driven cloud network options that draw on a global network of devices.

These are more sustainable and affordable cloud-based options. They enable enterprises to create flexible, resilient and adaptable infrastructures. These scale easily, have lower risk and can accommodate things like remote work, giving SMBs access to a larger talent pool.

If you’re an SMB owner in 2025, you should be taking active steps to take advantage of AI-powered cloud-based infrastructure. Assess your current infrastructure. Review your cloud-based options. Also, remember things like flexibility, security, and scalability when considering a migration.

Related: During Uncertain Times, SMBs Can Rely On What They’re Best At: Talking to Their Customers

David overcoming Goliath

Small and medium businesses have historically been at a disadvantage when competing with larger enterprises. No matter how much they’ve leaned on things like personalized service or niche product offerings, smaller companies have always faced a lack of resources that creates barriers to competitive growth — barriers that are quickly disintegrating thanks to the rapid evolution of technology.

If you are a small or medium business owner, 2025 is the year you can get out ahead of the competition, no matter how big it might be. If you have a competent, creative and committed team equipped with well-integrated, updated tech tools, you can create quality results at a scale that makes you look like you’re one of the big dogs.

Founders often talk about taking a “leap of faith” when starting their business. The phrase, coined by Danish philosopher Søren Kierkegaard, describes believing in something without rational proof — accepting an uncertain outcome despite a lack of evidence.

My opinion? This is a terrible way to approach launching a company.

To me, taking a leap of faith is like jumping out of an airplane without a parachute, assuming you’ll be okay without any supporting evidence. Perhaps a well-meaning flock of birds will carry you to safety, or a strong gust of wind will deposit you gently on the ground. Personally, I’d rather pack a parachute — one that I know is structurally sound and will do its job.

Determining when it’s time to move forward with your business idea doesn’t require soaring foolishly into an unknowable abyss. It doesn’t mean there won’t be uncertainty. But if you can meet the below pre-conditions, your leap will be more of a confident step, and you won’t need to rely on faith: You’ll have facts.

Related: 4 Ways to Determine If Now Is the Right Time to Launch Your Business

Pre-condition 1: You know who is ready to use your product

When I started my company, Jotform, I knew exactly who would be using the product I wanted to build: Me and all of the editors at the media company where I worked as a programmer. I was constantly getting requests for forms, so I knew how important they were to the company’s operations. I also knew I was tired of building them and that there had to be a better way. And there was.

As Y Combinator co-founder Paul Graham put it, “When a startup launches, there have to be at least some users who really need what they’re making — not just people who could see themselves using it one day, but who want it urgently.”

Jotform is a classic example of the power of scratching your own itch. In my case, it was a win-win: Even if my no-code forms didn’t take off, I’d still have solved an irritating problem for myself, all while continuing to collect a paycheck at my day job.

Pre-condition 2: You can build your product

Say you have an amazing idea for a house you want to build — it will have all sorts of incredible features, like turrets, multiple balconies and a wraparound porch. The only problem? You’ve never picked up a hammer.

That doesn’t mean it can’t be done. All it means is you’ll have to learn how to do it — if possible, on someone else’s dime.

By the time I started working on Jotform, I’d already built a handful of products in my spare time, in addition to the ones I’d made for my 9 to 5 job. At that job, I also had the incredibly valuable experience of owning a SaaS product used by millions — it was called TheCounter.com, and it was a sort of precursor to Google Analytics. TheCounter.com was originally released as a free product, but after the stock market crashed, the company needed cash, so I was charged with building a paid version. Making big decisions and having ownership over that product was the best education I could have asked for — and I did it all while continuing to collect a paycheck.

By the time I started working on Jotform, I already had much of the experience I needed to get it up and running myself. For everything else, I learned as I went.

Pre-condition 3: Your MVP is viable

For many founders, their “leap of faith” moment comes when they quit their day job, dramatically trading in security for the freedom of entrepreneurship.

Not me. I only quit the media company after my side project — a profile tool I’d developed — was consistently earning more than my paycheck. I spent six months building a free version of Jotform with only basic functions. When I released it, I knew one of two things would happen: People would use it or they wouldn’t. And if they didn’t, well, I had only wasted six months, and I’d still have the income from my side project.

I had a lot of confidence in Jotform, and once I quit my job, I worked on it with complete dedication. As disappointing as it would have been if it had failed, it wouldn’t have been catastrophic. I still had my other products, I still had my experience and I knew I would come up with something else.

Related: 5 Tips for Solidifying MVP, and Why It’s the Most Important Aspect of Building a Startup

Pre-condition 4: You know how to reach your target users

This is a pre-condition I actually didn’t meet myself, but would have had I known better.

Marketing does not come naturally to me, but when I founded my company, I was proud of my product and the technology I’d developed. Doing PR wasn’t too painful.

Still, there are many ways you can drum up interest in your product, even before it’s released. Figure out your audience and do outreach on social media, through forums like Reddit or by starting a blog. Even the best product will be DOA if it doesn’t reach people.

Launching a business doesn’t have to be a reckless leap into the unknown. By meeting these pre-conditions, you can turn a leap of faith into a strategic, well-planned step forward — one supported by preparation, data and confidence.

Courage is not about recklessness or boldness; it means doing what’s right without being carried away by fear or impulse. This interpretation redefines the role of a leader, which should be based on the values of integrity, personal growth and accountability.

By definition, it readdresses authenticity through courage. Courageous leaders are followed by their team members. They make good decisions and strategically foster resilience and imminent thinking.

The transformative power of courage in leadership

Courage makes leaders go beyond reactive behavior — which is often influenced by fear, pride and short-term desires — and helps them achieve their objectives with precision and purpose. Courageous leaders are like a compass; they use their personal values and the organization’s mission to make long-standing decisions. This approach not only helps you make better decisions, but it also creates possibilities for growth, personal development and organizational expansion.

Courageous leaders also create an innovation- and experimentation-friendly atmosphere, promoting psychological safety for their teams. For instance, an entrepreneur who is starting a tech startup may want to take the bold step of capitalizing on artificial intelligence despite the market uncertainties. They can foster a culture where their team members feel secure experimenting with innovative ideas by bringing this decision into line with their mission to update customer service. Such an approach can ultimately drive innovation and long-term growth.

This approach makes them different from the leaders who work out of fear or rigid expectations. The presence of a courageous leader in a team provides a renewed sense of creativity and motivation, nurturing a more inclusive and effective leadership style.

Related: Why Demonstrating Courage Changes Everything

Empowerment through courage: The foundation

Courageous leaders can proactively handle problems and set a tone that is shared by other team members. They address challenges with transparency, inviting input and fostering trust and inclusion. In times of uncertainty, their unwavering support brings their team together. Courageous leaders encourage skill development, project leadership and increased responsibility. A courageous leader might entrust a team member with the responsibility of presenting a transformative idea to potential investors while providing guidance and encouragement along the way. This approach not only elevates the team member’s self-assurance but also strengthens the startup’s capacity for innovation.

They empower their teams by enhancing their growth and development. They see their team members’ success as their own. This not only helps boost the capabilities of the team but also reinforces the leader’s influence and legacy. Hence, courageous leaders foster a culture of trust and inclusion by empowering their teams and ensuring their success and the success of their organization.

Importance of truth and accountability in leadership

Courageous leaders are always willing to admit their mistakes and take responsibility for their decisions. They consider setbacks as prospects for self-improvement and team growth. For example, an entrepreneur is introducing a new product and encounters a failed market entry due to inadequate customer research.

Rather than blaming their team members and other external factors, they assume responsibility, collaborate with their team to collect feedback and adjust their strategy to more effectively meet customer demands. Such an approach builds conviction and personal growth. Taking responsibility or being accountable is not a sign of weakness; rather, it is crucial for long-term success. Courageous leaders are not fearful of owning their mistakes and take responsibility for their decisions.

Related: This One Act of Courage Completely Shifted My View on Leadership

Moving away from external validation to inner confidence

Inner confidence, integrity and self-honesty are the true characteristics of courageous leadership. Such courageous leaders adapt to different challenges and criticism without compromising their integrity. For example, an entrepreneur might decide to decline a highly profitable partnership proposal that clashes with their company’s ethical principles, showcasing a steadfast dedication to integrity over immediate financial benefits.

Courageous leaders are less emotionally reactive and do not follow the emotions that may not reflect reality. They make decisions not to gain recognition or out of fear of failure but because they believe their decisions will benefit the organization and its mission. This type of leadership nurtures an environment where team members are encouraged to act for a reason, rather than out of fear of admonishment or appraisal. Courageous leaders are better prepared to deal with setbacks and drive their teams to do the same. At its core, courage is a key dynamic to foster a culture and environment of integrity, honesty and resilience.

The decline of emotional reactivity

Courageous leaders have reduced emotional reactivity and increased inner calm, which leads them to more accurate responses to challenges. For instance, during the start-up phase, when there is a limited cash flow and slow growth, a brave leader keeps calm, does not panic and focuses on long-term ideas like reinvesting in customer acquisition rather than chasing shortcuts. They possess clarity and steadiness, crucial for navigating complex leadership challenges.

In high-stress settings like the tech industry, courageous leaders uphold a sensible standpoint and take time to consider whether their actions ensure long-term success. This composure helps them make calculated decisions under pressure to reinforce their team’s confidence. Their actions become logical and reliable, motivated by no momentary emotions or short-term desires. This control positively impacts their team, who can trust their leader’s unswerving and rational choices. Courageous leaders nurture a place of work where challenges are dealt with confidence and calm, rather than anxiety or impulsivity.

Related: 3 Strategies for Thinking and Acting Courageously

Courage as a transformative force

Leadership courage is more than a skill — it’s about a mindset that has the power to transform the leader, the organization and the people in it. Courageous leaders start with values and integrity that inform a foundation for trust, accountability and purposeful actions. Courageous leaders help their team members to grow, reduce emotional reactivity and thrive on inner confidence — rather than external validation — because challenges are met with confidence, calm and resilience. The immediate result is just part of their story, as they create an environment for lasting and innovative success as their legacy.

Bloomberg is reporting that the SEC is offering some employees $50,000 to resign or retire — within a month.

According to an email sent to staff on Friday by the agency’s COO, Ken Johnson (and reviewed by Bloomberg), the incentive is part of a voluntary separation or early retirement program.

Related: Verizon Tries to Steal ‘Top Talent’ From Rival AT&T With Email Promoting Its Hybrid and Remote Roles

Eligible employees have until March 21 to apply and need to leave by April 4.

In order to qualify, employees must have been on payroll before Jan. 24 and voluntarily resign, immediately retire, or transfer to another agency. The email notes that the $50,000 must be paid back in full if an employee accepts the buyout but then returns to the SEC within five years.

The SEC mandated that all staff return to the office five days a week starting April 14.

The Education Department also offered some of its staff a buyout of $25,000 to resign or retire last week. That email, also sent on Friday, reportedly had a deadline of Monday at 11:59 p.m. to accept the offer, with a final work day of March 31.

Related: I’m an Employment Lawyer. Here Are 4 Steps You Can Take When Your Company Announces RTO.

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