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Navigating today’s labor market is a high-stakes game for small businesses as they compete to attract top talent. The U.S. Chamber reports that while there are 9.5 million job openings in the U.S. this year, there are only 6.5 million workers to fill them. With small businesses employing over one-third of all U.S. workers, a labor shortage can amplify the pressure to find and retain employees. But as small businesses look at their workforce, it’s not just about filling roles; it’s about meeting the needs of both new and current employees to build an enduring team committed to helping the business grow.

Here are a few strategies for small businesses to consider as they build and strengthen their teams.

Related: 4 Ways the Labor Market Is Changing Right Now

Create a hiring plan that looks a year ahead

For small businesses where time and resources are often limited, it’s crucial to be a few steps ahead when hiring new talent. Waiting until there’s an immediate hiring need can lead to a scramble and ultimately constrain revenue growth. To avoid this, map out your anticipated hiring needs for the next year.

When building a hiring plan, make sure to account for seasonality or peak periods of your business experiences, any expected attrition, anticipated growth in your business and desired efficiencies you’re hoping to achieve. This will help ensure you’ve created a resourcing plan that will better support you in effectively running and growing your business, and can give you a runway of two to three months lead time to have additional hires in place when they’re needed most.

Go beyond hard skills when hiring

In the hunt for the perfect candidate, getting caught up in the checklist of hard skills can be easy, but looking for an exact match of qualifications on paper can limit the talent pool. Soft skills like teamwork, active listening and reliability are often the components of what turn employees into partners in your business’s success. They not only determine if your team can thrive, but will also be reflected in how your customers experience your company. During the interview process, use behavioral questions to understand how candidates think and work through complex situations. You’ll find that those skills and experience will translate well to helping you with complexities your business may face.

Approach onboarding like your future depends on it

Onboarding is your chance to establish strong expectations for how you want employees to contribute to and represent your business going forward. Make it count. Set the bar high. These newest employees are your change agents in helping you achieve your dreams for your company. It should also provide a comprehensive roadmap that delivers both company and personal expectations to set everyone up for success. Providing clarity on what’s required of employees and expectations for how they deliver for your team will help your employees understand what you care about, how much you care about them and encourage them to reciprocate with the extra effort you and your business deserve.

Evolve from a paycheck to total rewards

For many employees, money isn’t the sole driver when choosing an employer. While salary increases and other monetary benefits go a long way, these aspects of compensation aren’t the be-all and end-all of employee satisfaction. Gerald Hamel, a QuickBooks customer and treasurer of Make a Chess Move, recognized the importance of this amid the “Great Resignation” and decided to start offering employees more than a paycheck and provide them with a package of benefits that really fit their needs. After all, workers who receive some benefits aren’t likely to leave their current employer for another (only 18% plan to do so). Consider offering other benefits such as comprehensive medical insurance plans, PTO and retirement accounts to attract new employees and increase retention.

Perks that span beyond traditional benefits can also serve as a strong incentive for employee retention. For example, 48% of employees say that flexible work hours are one of the top three aspects they value the most. Consider offering a work structure that can support employees’ work-life balance through hybrid or remote work. These are often important among employees and can help small businesses stand out in today’s competitive workforce environment.

Related: 2024 Could Be the Year that Makes or Breaks a Lot of Small Businesses, According to a New Report

Quantify the pulse of your employees

As a business grows its workforce, performance data becomes crucial to understanding how the team is performing, how engaged team members are and opportunities for improvement. Go beyond asking employees for their feedback. Conducting a formal, anonymous survey will help you quantify and track progress against established employee priorities including their desire to stay, their commitment to being customer-focused every day and their assessment of company operations or career development resources.

Tracking these dimensions over time will help you assess if your efforts to support and grow your employees are paying off. Set joint goals for these scores with your employees and ask them to be involved with developing and implementing improvements that can drive scores up. You’ll find employee commitment is likely to go up when they have an opportunity to inform action plans, realize the benefits and collectively celebrate score improvement.

What makes small businesses stand out in their communities isn’t only their product or service, but the people behind the business. In today’s job market, it takes more than a classified ad to find the right people to help run a business. By embracing thoughtful hiring tactics, nurturing a culture of growth and valuing employee feedback, small businesses can hire and retain employees who are just as invested in the business’s success.

At 28, I found myself married and expecting a baby while also founding and CEO of a quickly growing early-stage tech company. To say my situation raised a few eyebrows (and was met with a significant amount of skepticism) would be an understatement.

Day in and day out, I was being told things that simply didn’t make sense: “You’re too young to be a CEO,” “You’re too young to have a baby…” then suddenly, with the flip of a switch, one day the advice you receive changes to “you’re too old to have a family,” “you were selfish to wait.” For some reason, we have decided parenthood and entrepreneurship do not go hand in hand – not for women, anyway.

I’m certainly not the first person (and won’t be the last) to be presented with the choice between pursuing your biggest professional goals and your ultimate lifelong dream of becoming a mother. So here’s the thing: two years later, I can say this: both things are possible.

I want to take a step back and fully recognize how fortunate I was to have certain resources and support that not everyone does to help me through. Only 51% of women take five or more weeks off for maternity leave; worse, 62% of lower-income women do not take any maternity leave. A truly unacceptable outcome. We must be better.

Ahead of sitting down to write out my experience, I spoke with countless parents who covered a wide range of experiences. Ultimately, these were the takeaways: 1) there was a consensus that taking off more time would result in some penalty at work, 2) they felt like taking time off hurt their chances of a promotion and 3) some parents I spoke to couldn’t take time at all due to financial circumstances.

For people who feel they are in a similar position to me know that even though it will be difficult, you can and will get through it. And maybe, by using the platform I have been given, the conversation can get louder, and maybe it won’t be quite so difficult for those who follow. Maybe we’ll even become just a little more accommodating.

So, let’s talk about the reality of pregnancy and entrepreneurship — the parts nobody likes discussing.

I was told more times than I can count that investors wouldn’t want to back a pregnant CEO, that pregnancy was a deterrent for VC funding, that parenthood was the reason investors feared female-led companies, and that taking maternity leave would signal a lack of commitment to the company.

The advice was given: do not tell them you’re expecting, and take no meetings in person. Regardless, we forged ahead amidst the chaos of impending parenthood and business growth. We began discussions with potential investors when I was about seven months pregnant, and we officially closed our Series A just days after I gave birth. Yes, you read that right — texting investors while in labor is not for the faint of heart.

Related: Why Women’s Entrepreneurship is Booming Right Now

The days and weeks following, the struggles of diaper changes, navigating breastfeeding, and, as if that wasn’t enough, a broken tailbone from childbirth, all while running a company—these are the untold stories that leave women feeling isolated and unsupported. It’s time to dismantle the stigma and normalize conversations around the challenges of pregnancy and motherhood in the workplace.

As for my path, I didn’t take maternity leave until my baby girl was about 12 months old — I am beyond grateful for the opportunity to do so. But by then, I was exhausted and didn’t feel like I was doing either role particularly well. Ultimately, my three-month maternity leave was the best decision for me, my family and my business.

Not everyone is in the same position as me or will be as fortunate as me to take the delayed leave I did, but for those who may be struggling with work-life balance or the challenges of being a new parent, here’s what I’ve learned.

To those who think they don’t need the time off, or that their careers can’t afford the pause, let me be clear: that perspective needs a shift. You are not just entitled to this time; you need it. And it’s not merely about physical recovery — it’s about mental and emotional health, bonding with your child and adjusting to the monumental task of parenting. This isn’t just for birth mothers. Mothers, fathers, adoptive parents, all of us need this time. Why?

1. Your child is paramount. Forget work for a moment. Bonding with your child is a once-in-a-lifetime experience that nothing, absolutely nothing, should overshadow.
2. Parenting is the world’s toughest job. No corporate challenge compares to the early days of parenthood. Taking time helps you adjust to this new life phase, something I wish I had more of before diving back into work.

Related: How to Balance Entrepreneurship and Parenthood Without Losing Your Cool

And a few tips I have for those navigating this journey:

• It’s OK to put yourself first. One of the best pieces of advice I can give: it’s ok to be ‘selfish’. This is the one time you can say no, ask for help and set boundaries — for all intents and purposes, the world should feel like it’s revolving around you.
• Don’t be afraid to communicate openly with your team and clients. It’s easy to be scared and to be honest about what you’re going through. My advice: Be open and honest, and more often than not, you’ll be surprised by the support you get.
• Plan and delegate. Before your leave, set clear expectations and delegate responsibilities. Empower your team so the business can run smoothly in your absence, minimizing stress for everyone involved.

It’s time to break the silence surrounding parenthood and entrepreneurship. Let’s embrace the complexities of our lives, challenge societal norms and pave the way for a more inclusive and supportive future.

Hiring talent with entrepreneurial minds helps foster the same culture of innovation that brings a company from idea to fruition. As an HR leader who seeks to employ true self-starters — those who take the initiative and are eager to see the impact of what they’re building — I have witnessed these traits contribute to the successful scaling of their companies.

Candidates identify with this work culture. Let’s face it: nobody wants to feel like a small fish in a big pond where nothing they say or do matters. Part of the allure of working for a company still in its growing stages is that you can truly impact shaping its trajectory. This environment encourages opportunity beyond a job description – for both the employee and the company, allowing the entrepreneurial spirit to spread throughout the organization.

New and growing organizations must understand that scaling in size requires a different skill set than the early stages of founding a company from the ground up. There are four keys to success when taking a company to the next level.

Related: 3 Strategies to Optimize Your Hiring Process and Find the Best Employees

1. Let go of control

Filling positions at the next vertical level often requires external hires. How do we blend the historical knowledge inside the company with the experience we are bringing in from the outside? The answer lies in partnerships that leverage the entrepreneurial mindset people bring to the job — the initiative to challenge orthodoxies, test, and experiment. Then, give them room to succeed. Not understanding a new methodology at first isn’t wrong.

My advice to new leaders is to hire up. We want individuals who are smarter than us so they can tell us how to improve functionalities like finances and sales. Tap into the expertise they developed elsewhere. Instilling entrepreneurial thinking in our employees allows every role to add more value than we could have predicted.

2. Get SMART about strategy

Entrepreneurs need a strategic plan to be successful, but I have seen a lot of businesses that don’t really know what they want. Success can come quickly, but so can failure. As an entrepreneur growing your company and hiring for new positions, your job is to set the “North Star” — the clear expectation of where you want to go and how to hire the right people to get there. That involves planning goals for the next five years and giving the people you hired the freedom to establish the goals for each of their departments with that North Star in mind.

One way to set a strategic hiring plan is to use the SMART technique: Is it specific, measurable, attainable, relevant, and time-oriented? If a company hired 100 people last year and wanted to hire 200 to account for expansion this year, this objective would tick many of those boxes. Leaders in hiring positions must work backward from their business objectives to ensure they are onboarding the right people who can help the company achieve and execute that strategic plan.

Related: SMART Goals May Be Holding You Back — Try This Effective Goal-Setting Technique Instead

3. Listen more

Beyond just the HR team, managers and other leaders need to agree to honestly hear employees’ ideas and concerns. Turning a vision into reality is arduous, involving honest conversations with stakeholders and learning to look through different lenses. Those of us in leadership positions need to ask ourselves: Do I always shoot down people’s ideas? Can I take constructive criticism?

If not, many training programs are available to develop active listening skills. Additionally, entrepreneurs need to collaborate with other entrepreneurs. So, find resource groups where entrepreneurs can share what worked for them or when they had to pivot. Finally, make yourself as accessible as possible. Personally, I really enjoy it when people come into my office and leave laughing because I know they feel safe enough to speak their minds.

4. Blend creativity with data

In the era of AI, creativity alone isn’t enough. Leveraging data to show why your hiring and employee initiatives are both strategic and financially responsible is critical to the success of your scaling efforts. At the same time, it’s easy to get so stuck in the data that it makes you risk-averse, so use data to strengthen and validate your creative ideas, not stifle them.

Data is as much about identifying where you might need to pivot as it is breaking down why a creative attempt might go wrong. Analyzing data like employee churn, tenure, productivity, etc. Ensuring your hiring practices are optimal for fostering the right company culture needed to scale and thrive is crucial. Where the numbers could be improved, use this as a lesson or guidance for the future. If your employee turnover is not where you want it to be, figure out why, take the steps needed to correct it, and move forward. Do not use words like “failure.” Ultimately, the art of analytics is blending creativity with decision-making in partnership with those who will be the heart of your success.

Related: ‘The Employment Situation’ Report for April Shows Employers Are Taking Hiring Down a Notch, Employee Wage Growth Slowing

To grow, hire freethinkers

I have seen the difference between scaling companies that manage the challenges of growth and those that waste the opportunity in their willingness to truly listen to their employees and embrace change. Leaders have to get comfortable with teams being part of their growth. Steve Jobs came up with the idea for the iPhone, but he was only as awesome as the people behind him.

Perhaps now more than ever, an increasing number of workers are seeking an environment where they truly feel a sense of personal value. Don’t be scared of the unknown; stay open to the craziest of ideas. This shift in mindset is essential for fostering innovation, driving growth, and staying ahead of the curve. With this in mind, hiring the right people will keep the entrepreneurial spirit alive throughout the growing organization.

My parents were born in 1947. For 35 years, they drove to the same exact buildings and worked the same exact jobs. My mother was a high-school math teacher and my father was an investment advisor. They didn’t demand much, and their story isn’t uncommon. They were part of an entire generation that valued job stability and loyalty — but those values are a thing of the past. Today’s workforce is largely comprised of millennials (ages 28 to 43). As the last of the boomers retire and Generation X ages, it’s imperative that we prepare millennials to take over the leadership responsibilities of organizations.

This requires us to think differently. Millennials want vastly different things than their predecessors did, and what’s more, they’re glad to change jobs to find them. A recent Gallup study reported the following statistics: Millennials are the generation most likely to switch jobs; 60% of millennials are currently open to new job opportunities; and millennials are the least engaged generation in the workplace. The U.S. Bureau of Labor Statistics indicates that the average millennial held 8.6 jobs between the ages of 18 and 34. What’s more, research demonstrates that younger generations are no longer interested in taking leadership roles. In the next decade or two, there could be a shortage of emerging leaders wanting to take on leadership responsibilities for what’s viewed as minimal payoff.

If successful organizations want to stay successful, they must work to understand what millennials really want and create attractive leadership opportunities that align with those things — otherwise, a leadership shortage could happen in the coming years. Here are a few ways they can do it.

This Side Hustle Spotlight Q&A features mother and daughter Elisabeth and Gina Galvin, the duo behind artisanal snacking company Stellar Snacks. Elisabeth Galvin is also the founder of snack brand Delyse, which began as a side hustle in an old CVS before growing into a leading supplier of gourmet snack products. Today, Delyse services national airlines, including American Airlines and JetBlue, and Stellar Snacks is in various grocers across the country and online retailers and provides in-flight snacks for Alaska Airlines.

^{Image Credit: Courtesy of Stellar Snacks. Gina Galvin, left; Elisabeth Galvin, right.}

What did your professional day-to-day look like when you founded Delyse as a side hustle?
In the 90s, I moved to the U.S. from the South of France, chasing a dream of becoming an entrepreneur in America. I spoke virtually no English at the time, so I enrolled as a full-time student at the University of Nevada, Reno, to learn. I was taking 20 credits and had a jam-packed schedule with courses ranging from English as a second language to communications and advanced mathematics. My days were filled with classes and studies. By night, I found solace in the kitchen, where I cooked with the nostalgic flavors of home — which always brought me immeasurable happiness.

When did you start Delyse, and where did you find the inspiration for it?
One of my favorite snacks to make from scratch was French pralines, using my family’s recipe. These are roasted and candy-coated peanuts that we commonly enjoy by the beach in the South of France (called chaud chaud pralines). They were my favorite, and I couldn’t find anything like them here in the U.S. I perfected the recipe at home and loved to share this delicacy with my American friends — who were wowed by the flavor. One day, I was invited to a Fourth of July party and wanted to bring something unique — so, of course, I brought those nuts. That was the day that a spark ignited. My snacks were a huge hit at the party and caught the attention of two attendees in particular who happened to be the CEO of Reno Air and his wife, a famous food stylist. They asked me if I could make my pralines for Reno Air and become their signature snack! They asked me, “Can you do it?” My response was, “How long do I have?” to which he answered, “Can you do it in three months?” At that moment, I set my mind to it and told him, “Absolutely. I’ll make it happen.”

What were some of the first steps you took to get your side hustle off the ground?
I knew that to succeed with this opportunity, I had to scale. I ordered three authentic copper kettles from Italy to perfect my craft. They were too large for my kitchen, so I started to roast in my garage while I looked for a bigger place. I secured permits, obtained a business license and established my company “Delyse Inc” (a play on the word delicious in French). I was still a full-time student at UNR, so I started by selling the pralines on campus and at games. My English was still in its early stages, so I lovingly named the line of snacks “Thoz Nuts” (just the way I pronounced it with my accent) and created the brand and packaging. Thoz Nuts gained traction, becoming a favorite at local gourmet and specialty stores and selling out at my booth at sporting events. I established that there was a demand, and now it was time to grow my production capacity. I found a location that was previously a CVS store, and I made a deal with the landlord (who became a beloved mentor). He said, “Rent is $700 per month; you can start paying me when you make money.” I vividly remember proudly paying on my very first month. It was the first check I wrote from my Delyse checkbook!

What were some of the biggest challenges you faced while building your side hustle, and how did you navigate them?
Besides the challenge of balancing my course load with my startup, my main business-related challenges were establishing credit with vendors and suppliers and getting equipment financing. I opened a bank account with a credit card that had a $500 credit limit. This allowed me to get started pre-paying my vendors. Once I earned their trust and proved that I was performing, I was able to establish net 30 credit terms, which is ultimately what you need to scale a business. Starting from scratch, it can often take three years to establish credit, and I was very lucky to do so in three months. Another challenge was finding employees. In my communications class, I had a lot of classmates from the baseball team, and I convinced them to come to work with me because it was a good workout — roasting is a lot of work and a very hot environment. Then I hired my first full-time employee, who still works with me 30 years later.

How long did it take you to see consistent monthly revenue? How much did the side hustle earn?
It took two months to start earning revenue once I got all the equipment installed and running. I was selling Thoz Nuts for $1 a bag and selling 1,000 bags per game. Every single football game sold out. In the third month, Reno Air came through on its promise and brought Thoz Nuts on board. I started by making 20,000 bags per week at $0.50 per unit. In the first year of business in 1992, Delyse made about $800,000. Reno Air was in full expansion, adding new destinations, and I was growing with it, especially during the early popularization of Silicon Valley and new flight routes to the Bay Area. In 1995, I had a new idea to sell advertising space directly on my bags in order to offer them as a free snack to airlines and win new business. This made waves in the travel industry and brought in airline clients like United, American Airlines, American Eagle, Northwest Airlines, Skywest and many on-premise venues at the airports. I worked with famous brands that loved the concept of reaching a high-end traveler demographic and creating a captive audience for the ads. Some of these notable brands were American Express, Motorola, Ty Warner, AOL, CompuServe, Prodigy, General Motors, Newsweek, Book of the Month and AT&T. This evolution brought Delyse to the next level, earning about $3 million per year. That proved our ability to perform on time and at a large scale and truly put my company on the map.

What does growth and revenue look like now?
While we stopped [offering] Thoz Nuts on airlines due to the rise of severe peanut allergies, Delyse continued to grow and serve commercial aviation partners with other snack packs, trail mixes and, most notably, pretzels. Then in 2018, my main vendor shut down its plant in California, leaving a complete void for pretzel manufacturers on the West Coast. It was a crisis for Delyse and many other companies. I decided I was going to take my destiny into my own hands and open a pretzel bakery. Like that, Stellar Snacks was born — a second company I co-founded with my daughter Gina, who was in college at the time. She was pursuing a double major in marketing and women’s studies while also helping me with brand design as her side hustle after classes and her internship. Within five months, our bakery was operational, and Delyse started offering our bespoke Stellar Snacks pretzels to United Airlines, then Alaska Airlines, American Airlines and JetBlue. Our in-store distribution of Stellar Snacks also grew from local stores to the West Coast, then national accounts.

^{Image Credit: Courtesy of Stellar Snacks}

What does growth and revenue look like now?
Delyse Inc. and Stellar Snacks both continue to thrive. Our pretzels are served to hundreds of millions of passengers per year, carried in thousands of grocery retailers coast to coast and loved by a loyal fanbase. Our revenue has surpassed the eight-figure mark, a testament to our commitment to quality and innovation.

What do you enjoy most about working as a mother-daughter team?
Gina and I share an unparalleled bond of trust and unwavering support, fostering a collaborative environment where ideas flourish, and challenges are conquered together.

What’s your advice for others hoping to start successful side hustles or full-time businesses of their own?
Create a strong business plan, and make sure you secure your first customer before taking the plunge to cover your overhead. Entrepreneurs are risk-takers, and it’s okay if you don’t have it all figured out because clarity comes as you go. Learn from people you trust, surround yourself with dedicated team members who understand “startup mode,” study your industry, acquire valuable data and nurture genuine partnerships with your vendors, banks and customers by being honest, transparent and sharing your vision to sow the seeds of success. It truly takes a village, and the people who know your story will want to support and see your growth. While the journey will have its challenges, the fulfillment derived from pursuing your passion is immeasurable. Believe in yourself and your mission.

Gambling.com Group founder and CEO Charles Gillespie started his entrepreneurial journey in the most fitting way possible. With a big bet. Eighteen years later, Gillespie describes his decision as “almost beautifully stupid,” but it’s hard to deny that his gamble paid off.

Gambling.com Group is the world’s leading online gambling affiliate network, with a portfolio of over 50 media sites offering gambling-related content and instant connection to online casinos. Gillespie likens his business model to hotels.com in that both services connect customers to the best local options to fit their needs, whether that means a bed or a baccarat table. “We get paid by the online gambling companies for referring new customers to them,” Gillespie explains.

At its core, Gambling.com Group is a performance marketing company. It aims to drive what Gillespie calls “high-value traffic” to its clients. In the online gambling industry, high-value traffic means more than just bringing in high rollers; it also depends on customers looking to wager immediately.

Related: ‘Every Billionaire Wants a Casino.’ Jay-Z Is Trying to Open a Caesars Palace in the Heart of Times Square.

“It’s all about high intent,” Gillespie says. “People searching things like best sports book promos, best online sportsbooks, things that really show intent for that user to understand not only what options are out there, but which one is best for their circumstances.”

Before becoming a major proprietor in online gambling, Gillespie was a major player. Growing up in North Carolina, the self-described “geek” spent his youth building websites and eventually stumbled across some people with a penchant for online poker. Over time, Gillespie and his friends got pretty good at the game; at one point, poker became his primary source of income for a few years.

After starting his first online gambling affiliate site in 2003, Gillespie decided to push all his chips into the industry. He began working on his company in 2006, out of his Ruffin Hall dorm room at UNC a la Mark Zuckerberg, writing lines of code between classes. Unfortunately for him, the US government was less keen on the concept of legalized online gambling. Congress passed the Unlawful Internet Gambling Enforcement Act in late 2006, which Gillespie blames for killing early chances of a homegrown online gambling industry in the States.

Related: ‘It Never Crossed My Mind That I Would Fail’: Chris Bevilacqua on the Launch of Simplebet

Despite the bad beat, Gillespie didn’t fold. Instead, he went all in on achieving his dream. “We didn’t have a lot of money, and we couldn’t do it in the U.S.,” Gillespie said. “So we decided to go to the next biggest market in the world full of people that love to gamble.” The 22-year-old post-grad made his biggest bet on himself yet, booking a one-way flight to China with nothing but some lines of computer code and a dream. Upon arrival, Gillespie hired 25 people to help him and his co-founder build what became a million-page sports betting content website.

“Starting our career in China taught us to learn fast,” Gillespie says. “We cut our teeth in one of the most competitive business environments imaginable.” He recalls meeting with a prominent investor early in his time in China, where the investor told him, ‘These people make American capitalists look amateurs. They are infinitely more capitalist and aggressive than any competition in the States.” According to Gillespie, he was right. The cutthroat business environment taught the young CEO to narrow his focus. “If you chase too many rabbits at once, you won’t catch any of them,” he said.

Related: The History of Online Gambling (Infographic)

After getting the company off the ground, Gillespie set his sights on the UK, the world’s largest properly regulated online gambling market. He pivoted away from sports betting and toward online casino games. “We went all in on the UK market, and that’s when our fortunes started to change. We got some traction, started making meaningful money, and also got the opportunity to buy the gambling.com domain name in 2011,” Gillespie said.

By then, Gillespie had given up on the US figuring out how to regulate online gambling. He had moved on to greener, less gridlocked pastures. So, when the Supreme Court ruled in favor of online gambling in 2018, Gillespie was caught off guard. “We were focused on the UK, Ireland, European markets,” Gillespie said. “So we had to turn the whole thing around.” And turn around they did. Pivoting from seriously considering a European IPO, Gillespie committed to returning his company to the States, even if he had to wait a few years. Today, the US makes up most of its $108 million total revenue, accounting for $60 million. According to Gillespie, Gambling.com Group is the only publicly traded online gambling affiliate company in the US that was built rather than bought. In hindsight, Gillespie views some of his early risks as naive and reckless. However, these risks taught him a valuable lesson that resonates with every entrepreneur: the best bet you can make is one on yourself.

Business owners think the top three skills for success are communication, problem-solving, and time management. Now, you can solve the problem of finding efficient, affordable, and secure cloud storage for your company’s data with 500GB of Amaryllo Cloud Storage for a one-time payment of $119.99.

Featured at CES, your data and privacy are protected by such powerful security that even the service says it has no idea what you’re storing on its servers, thanks to Amaryllo’s zero-knowledge policy. However, you can access your data and back it up from any one of multiple devices using Android, macOS, or iOS in addition to your PC. In fact, you can even upload files in bulk.

Amaryllo doesn’t just store your files, either. The platform provides smart AI features that can organize your images into smart albums based on the places and things in them. Then, the smart search will help you easily find what you’re looking for.

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Get 500GB of Amaryllo Cloud Storage for a one-time payment of $119.99 (reg. $249).

StackSocial prices subject to change.

It’s difficult to do your best work when you’re uncomfortable. So, if you’re working from a home office or going into an office with poor climate control this summer, you may find it a struggle to get anything done until the room temperature evens out. But you can take greater control of the temperature with a Klima Smart Thermostat, now $10 off for a limited time.

This smart thermostat and controller is compatible with more than 10,000 models of mini split and window A/Cs, or air-to-air heat pumps. It’s easy to install in just a few minutes on your own and gives you complete control of the A/C or heat from your phone. Klima takes over the control of your unit’s remote so you can control it through your smartphone. It must be installed in the same room as the unit, and you will need one Klima per unit.

With remote access, you can set schedules for cooling or warming to automate the temperature so it’s always comfortable when you arrive. That will also help save on energy bills since you can turn the system off when you’re not there.

Klima is full of convenient features, like voice control for hands-free thermostat adjustments and appliance health monitoring to alert you if your A/C or heat pump needs maintenance soon. It has open window detection that turns off the A/C automatically and offers smart zoning so you can adjust temperatures on a room-by-room basis to avoid wasting energy. With the guardian mode, you can also set minimum and maximum temperature levels.

Stay comfy this summer while saving energy and money.

Right now, you can get a Klima Smart Thermostat for $10 off the regular price of $145—just $134.99 for a limited time.

StackSocial prices subject to change.

Entrepreneurship is an endless series of hard decisions. I’m sure you’re facing one right now. Sadly, I can’t give you the right answer — but I can offer you something new to consider.

To really appreciate this, I first want to tell you about someone who faced a gut-wrenching choice of his own.

I’ll call him Steve. He’d stolen things, served time in prison, and wanted to turn his life around. Finding a job was hard, but he eventually landed some freelance work for a big company. He threw himself into it, outworking everyone and getting noticed.