When I pause to ask myself why I do what I do, the answer always comes back to the same place: my three grandchildren and the future I want for them. They are the lens through which I look at the work, the late nights, the coaching calls, and the writing. I want them to inherit a world shaped by resilient, thoughtful, and courageous entrepreneurs—the true agents of change.

I’ve long believed that entrepreneurs move the world forward far more than politicians or philanthropists. They are the ones willing to take risks, to reimagine what’s possible, to create solutions where others see only problems. Supporting them allows me to remain hopeful. It gives me a front-row seat to change in action.

Every day, I work to educate, equip, and empower these entrepreneurial agents of change.

Beyond the Exit

In our industry, we often romanticize the “big exit,” the mythical high multiple that will make it all worth it. Don’t get me wrong—if that’s the path you want, pursue it. But my focus is on optionality.

Optionality means creating a business that doesn’t box you into a single outcome. A company that could one day sell for a great return, but could also generate generational wealth, provide a sustainable lifestyle, or be passed to a new operator who carries it forward. Entrepreneurs deserve choices, not a single definition of success.

The Truisms

Along the way, I’ve learned some truths that apply to building a CPG company:

• Fundamentals are table stakes. You need product/market fit, a compelling package, the right price point, strong unit economics, and capital efficiency. Without those, the rest doesn’t matter.

• A business can only scale to the level its founder can lead it. To grow, entrepreneurs must evolve from being the doers of all things to building capacity in others.

• Inner growth precedes outer growth. A founder who refuses to change will eventually become the bottleneck of their own company.

What Founders Must Master

For a company to truly scale, some disciplines can’t be ignored:

• Operating Discipline: Build on fundamentals, make data-driven decisions, and insist on financial clarity.

• Personal Growth: Evolve as a leader so the company can grow with you.

• Energy Management: Sustainable performance requires boundaries, rituals, and recovery. Burnout doesn’t drive growth.

• Team Systems: Create an aligned culture, clear roles, and strong communication rhythms.

• Focus and Fundamentals: Ruthlessly prioritize high-impact initiatives that move key metrics.

And woven through all of it are the three pillars of resilience: Business, Team, and Personal. Neglect one, and the whole system weakens.

Why It Matters

When I look at my grandchildren, I see possibility. I want them to grow up in a world shaped not just by big corporations, but by nimble, values-driven entrepreneurs who choose purpose over profit, significance over scale, and collaboration over competition. That’s why I do what I do.

I’ve been lucky enough to witness countless founders learn, stumble, adjust, and grow into leaders they didn’t know they could become. And I’ve learned right alongside them.

At its core, this work is about creating progress that matters—not just for quarterly numbers, but for the people building the businesses, the teams who power them, and the communities they touch.

That’s why I remain hopeful. And that’s why I’ll keep showing up.