According to the statistics from the Department of Labor and Commerce my business was not supposed to last this long. This month, The A Group turns 10 years old. Only 29 out of 100 new businesses that started 10 years ago are still in business today. Not only we are still open for business, we are having our best year yet both in revenues as well as in the quality of work we produce. While there’s no miracle formula, there are a few things we got right from the beginning that allowed us to still be here today. While I credit God with all that’s good in my life, including my business, I also know that God often gets blamed for poor decisions and misguided business practices of businesses that fail. There are a lot of factors that dictate the success or failure of any given business, some of them…

This past weekend I happened upon Uniqlo on 5th Avenue in Manhattan. I must confess, I didn’t know anything about the brand, but after shopping in its brand new 90,000 square foot flagship store, I have become a fan. I’m enthusiastic not because I like their clothing, which I do, but because in a time where retailers are struggling to “make it,” Uniqlo seems to have figured out what we want. The best way I can explain the brand is by saying that Uniqlo is for clothing what Ikea is for furniture, but with better quality stuff. Uniqlo started in Japan and was once a men’s clothing store. Now it’s making a play as a global brand. Here’s what I think these guys have gotten right from a branding, marketing and business model. They design and produce their own clothing line. They are not competing with everyone else for the…

Sometimes you have to fire your clients. That sounds almost wrong until you give it some thought. Early in entrepreneurial career, I would say “yes” to anyone willing to hire me. The reasoning was simple: I needed to eat and someone was willing to pay for what I had to offer. However, over the years I have lost a lot of money and opportunity courting and working with clients who were not strategically a good fit for my company. Until I realized the true cost of working outside my sweet spot, I continually jumped on every opportunity that came my way. What I did not understand for a long time is that for every less-than-ideal client or project we pursued as a business and took on, we gave up the ability to find and work on the projects that were the most enjoyable, most profitable and, therefore, most successful. The…

Nothing has had a greater impact on how I do business than text messaging. Not long ago, I was on a conference call with someone in Texas, someone in Sao Paulo, Brazil and I was in a car driving through New York City. The conversation sounded clear in spite of the thousands of miles and time zones separating us. However, I believe nothing has revolutionized more the face of business in the last decade since the proliferation of email than text messaging. Just a few years ago, text messaging was seeing as an annoyance designed for teens and not a serious tool for business professionals. But lately, I have seen a major shift in how my busiest clients want to communicate. Some, if not most, of my clients fit into the type A, let’s-get’em-done category. They value getting quickly to the bottom line. They prefer the succinct, and yet effective…

We fear that Wall Street is still spiraling out of control, our economic system might in total chaos and the sky  might be falling as well. While I find myself very concerned about our financial future, there’s something about a shake down in the way we do business that excites me. In my experience, difficult times for the business-as-usual approach always opens up new opportunities for creative, nimble and entrepreneurial organizations or individuals to find a break that fat, entrenched and risk-averse big business cannot or will not pursue. I started The A Group in November of 2001, a few weeks after 9/11. Most people thought I was crazy because of the overall fear and paralysis in the marketplace. “Boy, I hope you’ll be ok; these are difficult times,” I heard over and over during the early days. And they did represented the reality of the day. People were looking…

Your dream venture might never happen not because it’s not a good idea or it’s not needed, but because it might be under resourced.  Entrepreneurs in their zeal to get their dreams birthed usually shortchange the true cost of what it takes to create a sustainable business. Here’s some of the most common mistakes: You don’t pay yourself enough. In order to get the business going, entrepreneurs will often pay themselves very little or nothing at all. That’s not a sustainable model. If the business cannot pay you a decent wage in a short period of time, then rethink your model altogether. Your financials, income/expense projections are unrealistic. I was guilty of this for years. Being optimistic, I have always projected high on the income, and being very frugal, I default to thinking things cost a lot less than they actually do. Unrealistic targets can put too much stress on…

Whether you are ready to launch a new website, program, software, retail store, new product or even a new church campus, you need to know when it’s ready–not halfway and not overdone, but ready. I have coined a term for what the perfect launch stage, I call it “critical mass.” When launching something new, our tendency is to err on two opposite sides: too much or too little. Too much, or sometimes called “overkill,” can delay a project launch date, increase the budget and make it cumbersome and difficult to understand or navigate. I remember working on a software project that started out as a simple idea to solve a straight forward problem. During development it grew and by the time it finally launched, late and over budget, it was bloated and difficult to learn. Sadly, the extra features that cost the most and delayed the project were not as…

We purposely don’t have many sacred cows in the businesses that I run. We adapt and change fast and have become “platform agnostics” so we can server our clients better in a fast-changing business environment. Sacred cows only slow things down and are always self serving. There are three things, however, that we fight hard never to compromise. And if we ever do, we are quickly reminded of their importance and why after all these years, they are still relevant. We call it our 3 C’s. These core values are more than just posters on a wall or words on a website. These helped form the DNA of  these businesses and have everything to do with the environment we create internally. We take our time to hire someone at The A Group, so managing them is an easier process. C is for Character Character is a foundation of any success…

We all have stress in our work, but there is a big difference between what I call “corporate stress” and “entrepreneurial stress.” I have dealt with both and I have chosen the entrepreneurial stress. Here’s why. I hear often from friends who work in a corporate environment about the challenges they face daily. While the size of businesses vary, they all share some of the same dynamics, particularly the personnel, policy and culture dynamics that are beyond their control. While I know that control is elusive at best, entrepreneurs have a simple creed we all live by: we eat what we kill. While that might sound simplistic, it’s ultimate the bottom line for those of us who work for ourselves. As a business owner, I cannot blame anyone else for making bad business decisions, or for not moving forward fast enough to take advantage of opportunities. These are usually my…

Systems, not vision, determine the sustainability of your dream. This has been a difficult lesson for me to learn, but over the years, I have met many a visionary leader whose dreams grew to a fraction of their potential because of the lack of an environment where the vision could thrive. Vision must come first in any organization, otherwise systems tend to get a life of their own and become what we hate the most about government: bureaucracy, a means into itself, a self-preserving, self-entitled nothingness. However, vision without systems is like a train without tracks. In a growing organization, sustainability means understanding strengths, threats, opportunities, trends and how to design organizational culture and procedures to address them. I’ve heard someone put it this way: what determines your product is what happens down the hall and not what’s hanging on the wall. I’m saddened every time I run into a…