I was completely new to sales and marketing, which led to a lot of mistakes. Looking back, the biggest one was thinking I knew enough just because I had spent six months reading books and planning. I decided to hire outside marketing consultants, but I quickly realized they didn’t fully grasp what I was trying to achieve. The real issue was that I hadn’t clearly articulated my vision or the key themes that would set me apart. As a result, I ended up wasting money on marketing consulting before I had even figured out my branding.

When I first started, I was focused on making everything perfect. I kept thinking, "This is my brand—I want it to be represented flawlessly." I poured a lot of time and money into it, but in hindsight, that mindset probably held me back. I was so caught up in perfectionism that I delayed simply getting started. I believe this happens to a lot of people—they keep waiting for things to be "just right" before putting their work out there, and it never happens because it’s never good enough. In reality, a first imperfect version is always better than endlessly waiting for the perfect one.

Instead of prioritizing features like the AI-powered generate reply button and automated follow-ups, I would have focused on gaining access to LinkedIn sooner. Our outreach efforts were significantly delayed because of this, which in turn affected our monetization. Additionally, I would have emphasized the importance of automated follow-ups over the generate reply button, as automated follow-ups seemed to offer more value to our users. Ultimately, having impressive features means little if the product isn’t available for users. It’s crucial to ensure that the product is functional and accessible before investing in making it exceptional.

Out of fear, I stayed in my full-time job longer than necessary, clinging to the steady income it provided. With my counseling practice already sufficient to cover my living expenses, leaving that job freed up 40 hours a week, which I could then dedicate to my two part-time ventures. Reflecting on this transition, one key takeaway is to give yourself less time than you think you need for tasks. Currently, I work from 9:30 AM to 3:30 PM on Tuesdays, Wednesdays, and Thursdays, balancing my role as a single parent. To make the most of every minute, I need to stay focused and productive, ensuring my work time is well-defined and purposeful. If I could go back, I would place even greater emphasis on setting clear boundaries between work and personal time.

One decision I'd reconsider is initiating the launch with technology at the forefront, followed by concierge services and pricing aligned with that.

Early on in the algae space, our approach was to construct something. I, lacking familiarity with algae, served as a tech CEO. My co-founding brother possessed exceptional intelligence, yet the technology he introduced had limited relevance, merely a peripheral application stemming from a patent he had developed concerning nano bubbles. While this venture was intricate, our deficiency lay in expertise within the algae domain. Consequently, I've realized the importance of acquiring such expertise. Despite attempts to hire CTOs and others, we couldn't establish a culture rooted in domain expertise.

Reflecting on my experiences, if there's one pivotal change I'd make, it would be a shift within myself towards recognizing my own value. It's a common adage, yet often overlooked in practice. Understanding one's worth is fundamental, especially in professional endeavors. It's about acknowledging the unique contributions we bring to the table and owning them confidently. So, amidst the hustle and bustle of business, it's crucial to internalize this perspective, empowering ourselves to navigate challenges with a newfound sense of self-assurance.

I would likely increase my investment in outreach and business generation. While I prioritize building relationships, having a consistent flow of predictable leads wasn't something we actively established. It relied more on chance, or randomness, if you will. Attending meetings and putting in the effort should yield results. Fortunately, it has been happening for us, although it took longer than expected in the initial years. Now, more leads naturally come our way, likely because our name brand has become more relevant.

I wish I had grasped my niche earlier, but there's a saying in the coaching realm that resonates with me—a profound truth. "Your practice finds you." This implies that, despite starting your journey with a specific focus, like performance improvement, the clients may not initially align with that niche, or you might encounter challenges in marketing yourself in that particular area. However, opportunities arise, and other doors open, leading you to unexpected paths. Looking back, if I had a crystal ball, the only change I would have made is to know that my expertise would thrive in two areas: career coaching and executive coaching. I would have embraced those opportunities from the start.

I deeply regret not conceiving the costume quacker and parody concept 25 years ago. Our extensive investments in licenses and properties, driven by the illusion of cost savings, taught me that choosing cheaper licenses often compromises brand alignment. I've learned the importance of going big with top-tier properties rather than spreading efforts across mediocre ones, as the success of each property directly impacts the overall brand. Introducing the parody concept later transformed our company, highlighting the significance of doing things right from the start.

The key aspect for me revolves around connecting with the right individuals at the opportune moments. If I could alter one thing from the outset, it would be the prompt establishment of an advisory board. Despite recognizing the potential impact these connections could have on my business, I procrastinated in formalizing the advisory board until a couple of years into the venture. Presently, I am just beginning to assemble a valuable group of advisors who I can leverage for my business. I am even considering inviting some of them to join the business or become founders. Early in our business journey, we often overlook the crucial question of identifying the right people to assist us in achieving our long-term goals.

I would have dedicated more of my focus to developing a robust sales and marketing strategy. Looking back, I realize there were many aspects I was unaware of at the time. I had a knack for resourceful networking, a skill that still serves me well today and has contributed to the growth of my business, which I take pride in. However, if I had possessed the knowledge I have today, I would have established a more effective sales and marketing process three years ago, which would be yielding significant results by now. Unfortunately, I only truly grasped this concept earlier this year, so there's a bit of a waiting period before I can see the benefits of these changes come to fruition, if that clarifies things.

I often find myself thinking about how I wish I had started my journey into business and real estate much earlier, back in 2008 or 2009. I jumped into the intricacies of these fields during that time. My regret stems from growing up in a family that lacked significant business experience; the prevailing belief was to work diligently in a stable job for one's entire life.

Reflecting on this, I recognize the missed opportunities for learning and growth. If I could travel back in time, I would advise my younger self to dive into the world of business and real estate much sooner. I'd tell myself, "Read this book now, don't wait for three years or more." That's the lesson I've learned along the way.

If I could go back, I would have been much more discerning in my selection of a CPA. The current CPA I have now truly comprehends the intricacies of my business and the broader realm of small businesses. They have been instrumental in improving my financial planning and providing timely reminders, such as quarterly tax obligations. In hindsight, my initial decision to prioritize proximity when choosing a CPA was unnecessary and ended up being detrimental during my first year.

We should have considered pursuing investment opportunities earlier, even though it presented challenges. When we initially approached investors, their response was to return when we had achieved post-revenue status. We also explored the possibility of partnering with some of our customers for investment, although we didn't actively pursue many of these opportunities. Looking back, it's possible that we missed out on potential benefits for our company by not being more proactive in seeking investment. While we did approach some potential investors, they expressed a preference for purchasing our products rather than investing in our company, which was not in line with their usual practices. Reflecting on this, it's clear that we should have put in more effort in this area, especially considering our presence in the manufacturing sector.

In my perspective, considering the highly international nature of this launch, it's important to acknowledge certain aspects. As I mentioned earlier, we have a factory in China and a company in India. When operating across diverse cultures, it's crucial to anticipate various expectations and be open to different approaches that may differ from what you've encountered before. Therefore, my recommendation for conducting international business is to maintain strict control over the location where the contracted funds are being held.

At certain junctures, there was a prevailing mindset that did not entertain the notion of failure. There were moments when I was determined that failure was not an acceptable outcome. What I mean by this is that, when faced with adversity, instead of reevaluating our course, I redoubled my efforts. It's not necessarily a negative approach, but looking back, I should have recognized the signs and, in collaboration with my investors and partners, considered a different path. In retrospect, it would have likely been more beneficial for all parties involved if, during that challenging period, we had made the decision to conclude our current endeavor and start afresh.

I want to get better at understanding and managing the financial side of our agency. Rather than just focusing on making money like a salesperson, I want to concentrate more on making a profit. I'm driven by ensuring we have enough money coming in and managing our finances effectively. When I look back, I realize I should have spent more time on the process and financial analysis that leads to profit. It's the most important part of what we do. While we've been successful in making money, I wish I had paid more attention to this aspect instead of just thinking about immediate sales and short-term cash flow.

I would scrutinize potential partners much more thoroughly. We've encountered numerous individuals and companies who seem to be merely testing the waters – they approach us with the intention of assessing the feasibility of a partnership or collaborative arrangement. The challenge here is that, as a startup founder, you must always keep your focus on the next six months, where your company needs to be, and what's essential to achieve those goals. I believe it's beneficial to adopt a more rigorous vetting process for potential partnerships and working relationships right from the start, as it could prevent them from becoming a significant drain on our time and resources.

I must admit, I'm incredibly fatigued, but at the same time, my excitement surpasses my tiredness. It's like an ongoing cycle that never ends. The more I delve into the world of business, the greater my desire becomes to establish additional ventures. Specifically, I envision expanding my endeavors through infrastructure development, involving the creation of diverse servers. Picture having a single server that you can divide into smaller units, each dedicated to a distinct purpose or niche. As time progresses, I aspire to cultivate even more enterprises. It's not solely about monetary gains; rather, it's driven by the concept of scale. The larger the scope of my ventures, the more invigorating the experience becomes. For budding entrepreneurs, particularly those who are curious about the inner workings of starting a business, this journey holds immense appeal.