Everything You Need to Know About Business, I Learned in Nairobi.

The Cycle of Poverty is a Mindset, not a Condition.

We drove out of the airport at 9pm into the deep Kenyan night, so much blacker this near the equator. The driver did 5-20mph because anything more would have broken the suspension on the Land Rover. To the left of the airport entrance bonfires blazed 50 feet into air as tires were burned away for the metal chords in them. It was my first encounter of the close kind with the Cycle of Poverty.

After 10 days living on the poor side of Nairobi and spending every day in the slums working with business owners, I was numb from the experience of so much poverty, so many people, and such great attitudes in the midst of this unending uphill climb.

It wasn’t until I was home and the numbness had worn off that I finally realized the Cycle of Poverty isn’t a physical condition, but a mindset; that it is everywhere, and that most rich Americans suffer from it even more than my new friends in Nairobi, Kenya.

My new friends in Nairobi don’t plan for tomorrow because they’re too busy surviving today. So they make just enough money to get through the month, then they go out and do it again – an endless cycle of just trying to make ends meet. They can’t plan for tomorrow because they are truly in basic survival mode.

In the rich west we have exactly the same problem – except we choose it and they don’t. We regularly PUT OURSELVES in survival mode by simply filling our day with things that will make us money today, with no regard for tomorrow.

We’re so busy making money today just to make ends meet that we don’t have time to plan to build a business that will make money when we’re not around. And we’ve done it so long that we actually think there is some outside force that is making us live this way – I don’t have any choice but to focus solely on paying this month’s bills. Really?

You get what you intend, not what you hope for.

Wouldn’t it be nice if we had more time to smell the roses or help someone else be successful? Wouldn’t it be great if we had money to help fix some problems in the world around us? But we don’t have either time or money, not because we can’t get it, but because we don’t actually intend to. We intend to work hard and make some money, and so we get what we intend – HARD work and SOME money – just enough to keep us on the treadmill – The Cycle of Poverty.

A sad irony – there is no question that the average indebtedness of the American business owner is exponentially higher than the business owner in the slums of Kibera in Nairobi. The Cycle of Poverty has had a bigger effect on us than on them, except that we choose to live this way and they don’t. We got exactly what we intended, a treadmill.

Reflecting again this week on my experience in Kenya, I see more and more everyday the title of my book is confirmed – Making Money Is Killing Your Business. It really should have been titled “Making Money Is Killing Your Future”, but I wanted business owners to see that it was written to help them get off the treadmill and get out of their self-imposed Cycle of Poverty.

Change your intention, decide that your Lifetime Goals and Ideal Lifestyle are the reason you are in business and intend to build a Mature Business in support of those Lifetime Goals. Anybody can do it; we just need to intend to do so.

I would love to hear below how you are working your way out of the Cycle of Poverty. Let’s do it together!

“Experts” & “Gurus” Won’t Help You Succeed

Get an advisor, not an expert.

“Everything that can be invented has been invented.” Charles H. Duell, commissioner, US Office of Patents. 1899

The problem with experts and gurus is they already know everything. If you ask them for help, you’ll often get stale, static advice based on a narrow view, bad assumptions and old ideas. How do you find good advice? Get an advisor, not an expert.

“The telephone has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.” Western Union internal memo, 1876.

“Heavier-than-air flying machines are impossible.” Lord Kelvin, president, Royal Society, 1895.

“There is no reason for any individual to have a computer in their home.” Ken Olsen, president, chairman and founder of Digital Equipment Corp. 1977

Advisors vs. Experts/Gurus
An expert or guru already knows everything, which usually makes them a terrible place to find help. An advisor knows the only way to get to a good plan is to start with a bad plan and work constantly to make it better.

Never use an expert or a guru. Here’s some “advice” on how to find an advisor instead:

Look for an advisor who:

  1. Doesn’t have 12 easy steps to success. That expert/guru has no idea how to succeed.
  2. Sees possibilities, and understands that almost no new business is going to land on the product it will make money at right away. It takes 5-10 iterations to find the money-maker. An “expert” will tell you how bad your idea is. An advisor will help you get from your initial idea to the money-maker.
  3. Doesn’t start by seeing if the numbers work. The numbers almost NEVER work early on. It’s about resolve and commitment first, the numbers second.
  4. Helps you test your resolve to somehow make it work in the face of great odds and your mother’s voice in your head telling you not to take risks.
  5. Leads you to gain clarity about the end result you really want.
  6. Gives you tools to keep that end result directly in front of you at all times to effect every decision you make.
  7. Promotes a sane assessment of where you are right now – doesn’t blow smoke about the gap between where you are and where you want to be.
  8. Helps you define the next few steps to get from where you are to where you are going.
  9. Doesn’t confuse you with defining every single step between where you are and where you want to go. Don’t do a Business Plan – it’s a huge waste of time. Just know clearly the end result and the next few steps to get there.
  10. Keeps you focused on three simple things – 1) Where am I? 2) Where do I want to go? 3) What are the next few steps?
  11. Keeps you from doing useless and endless research about what could happen if you ever did something.
  12. Gets you MOVING and helps you plan as you go – Implement now. Perfect as you go. (not Implement now. Never perfect; or “Perfect now. Never implement).

I’m a big fan of Outside Eyes on your business. Get advice, just don’t get it from people who have it all figured out. Find somebody who says they’ve made a lot of mistakes and knows that life is more like a stream than a canal – it’s messy and flows all over the place on the way to the ocean. Business is the same – it’s messy and flows all over the place on the way to success.

People with easy answers haven’t faced the hard questions. Get an advisor, not an expert. You’ll be much more likely to get where you’re going.

Why Purell is Bad for Your Business

Eat Dirt. Be Strong.

I walked into the bread shop and there it was – a Purell hand sanitizer dispenser on a pedestal right in the middle of my path; not up against a wall somewhere, but standing like a security guard five feet inside the entrance, loudly reminding me that life is full to the brim of things that just might go wrong. Dodging that sad monument to the sterile life I realized it was symbolic of so many things that keep us from being successful.

Hand sanitizers may kill your germs, but the hand-sanitizer mindset is a deadly germ-ridden disease for business owners.

The hand-sanitizer mindset is so logical. Why wouldn’t you want clean hands? Are you looking for trouble? Do you want to invite sickness? Shouldn’t a business owner have the same safe, secure view of their business? Wouldn’t you want a business that is all cleaned up, sterilized from potential trouble and running without risk of sickness?

Two big problems with this mindset:

  1. When you focus all your energy on mitigating risk, you also remove the opportunity for reward.
  2. When you focus all your energy on mitigating risk, you can never remove it – it’s still there in spades.

Removing Reward
Outside of winning the lottery, which has the same odds as getting hit by lightning, great reward doesn’t come without being willing to take a risk. Living without risk means living without significant reward. The desire to live without the possibility that bad things could happen ensures that nothing much of significance will happen either. Living without risk condemns us to the great unwashed “middle” where nothing remarkable happens.

Removing Risk
You can’t – that’s the sad truth. People who live focused on removing risk, never do. A friend of mine told of good friends of his who were looking for the safest place in the world to retire to in 1980. After a year of research, in 1981 they moved from the U.S. to a bucolic set of islands. Six months later war broke out all around them and 1,000 people died in the Falkland Islands war between Argentina and Great Britain.

No matter how much you sanitize your life and business, you can’t completely remove risk, but that doesn’t stop us from trying. I know someone who used skin sanitizers to remove risk so much that it affected their immune system. The only cure was to go cold turkey for many months with no sanitizers at all so the good germs (reward) could grow again.

The hand-sanitizer mindset in business has at least the following negative results, along with some you’ll come up with on your own:

A hand-sanitizer mindset:

  1. Kills the good germs (reward) as well as the bad (risk). When we remove risk, we also remove reward.
  2. Reminds us to live defensively and reactively, not proactively and with forward movement.
  3. Dries things up – destroys the creative, innovative part of us.
  4. Creates co-dependency. When the good germs are gone, the need for the sanitizer continues to increase all the time.

Sanitized living creates victims, not strong fighters.

There is an epidemic of allergies among young children. A 10 year study found that one of the biggest causes was that we were keeping our kids too clean, keeping them from confronting risk and developing the strong immune systems that would allow them to function in a healthy way in the world around them.

Our kids need to eat dirt in order to become strong! Your business is no different. If you’re business is set up to run without risk, you’re going to experience a 40 year run on the treadmill with no chance of building a strong, healthy business that runs without you.

The irony of it all – you’re the Purell sanitizer that keeps your business from growing up healthy!

Why do we crave the Purell approach in business? Because the bankrupt Industrial Age mindset we’re all suffering from taught us that the highest values in life were safety and security. Achieving safety and security as the OBJECTIVE ensures we will achieve nothing remarkable. The highest values in your life should be to live a life of significance, to be the creative business owner you were meant to be and be fully committed to building a business in support of your Ideal Lifestyle. You won’t get that without risk.

Eat Dirt. Be Strong.

Business as Community.

Are you part of something bigger than yourself?

We’re all supposed to think the rugged individualist is the great American way to do business. I’m a reformed rugged individualist and can tell you that if you want to build a successful business, going it alone is a bad idea.

When you go to college you have all kinds of community available to you. When you get an apartment you meet some friends, have a BBQ and build community. When you buy a bike, there’s a bike club in your area ready to provide community. But when you start a business, well, good luck with that, you’re on your own.

The rugged individualist is among the worst cultural myths we’ve come up with. Business owners who understand the value of Outside Eyes on their business are much more likely to be successful than those who go it alone. If you aren’t connected to other businesses in your area via a mastermind group or other committed community, find one fast and get involved. You can’t afford not to. We’re expanding our 3to5 Clubs worldwide as fast as we can to be part of meeting that need.

Internet technology has also accelerated our ability to benefit from being in a local area together. I’m on the Board of Advisors for ShopCity.com, which has invested years putting together an unparalleled infrastructure for local businesses to band together and develop their local communities and create the combined strength to compete successfully against giant corporations planting big box retail shops in their towns.

Even better, instead of operating like a giant corporation themselves, they are selling the local rights to every area one of their thousands of local markets worldwide (ShopSydney.com, ShopDenver.com, etc.) to local businesses and individuals who can keep their dollars local. I’ve never promoted a product or service on my blog but this is one of those unusual services that is built with very intentional good consequences for building local community that needs to be promoted.

If you know someone interested in helping local business owners work together to grow their own communities who would want to own exclusive right to a great local business, have them visit ShopCity.com and connect to talk about becoming the gate opener, or what ShopCity calls a ShopCity Manager, for building community in their local area. Every local business owner who participates will make more money and build a better lifestyle and the ShopCity Manager will live well by doing good.

Stop going it alone. Get into community any way you can. And band together with other local owners to help each other get to your Business Maturity Date and build your Ideal Lifestyle. We’ll all get there a lot faster together.

Think Globally. Shop-Locally. It’s a perfect fit.

Live local. Buy local.

ShopLocally.com aims to change the world, not just make money. My company, The Crankset Group, is focused on the same thing. We’re going to do it together going forward. It’s possible you will benefit directly. We certainly intend for you to.

Colin Pape, founder of ShopLocally.com and I met via blogging and Twitter. Very quickly we found we share a common objective: to build infrastructures that empower local businesses everywhere to be the big dogs on their own block, and to see that there are advantages to being a local business that giant corporations can’t begin to tap into.

It is exciting to find and build a formal Strategic Alliance where everything we both do compliments the other company’s strengths, and as a result of us working together, all of our clients are better off.

The Power of Local

ShopLocally.com offers everything online that a local business needs to grow and thrive, from local listings and full shopping cart to increased visibility and a place to be found by people dedicated to shopping locally.

Over the last ten years ShopLocally.com has built an impressive online infrastructure providing a gathering place for local businesses to showcase themselves to people who want to keep their hard-earned money from ending up in a corporate headquarters a thousand miles away. They have the domain strength of 8,000 cities worldwide and growing (ShopParis.com, ShopDenver.com, ShopMidland.com and thousands of others), combined with unmatched offline advertising.

Shopping locally creates the “velocity of the dollar” – the more the same dollar gets spent locally, the more everyone including the local consumer benefits. Supporting independent local businesses increases the velocity of money in your area. We can help our towns best by shopping locally, and ShopLocally.com is far and away the best online infrastructure for bringing that to reality. They even promote local ownership and operation of their own systems.

What We Do That Compliments Them

The Crankset Group is committed to building locally-owned 3to5 Clubs for business owners, to help them get off the treadmill and use their business to build their Ideal Lifestyle. We intend to use 3to5Clubs (see 3to5Club.com), workshops, seminars, my books and speaking engagements to very intentionally support the growth of the ShopLocally.com network and provide ongoing local business training wherever ShopLocally.com is growing.

What We Intend to Happen

ShopLocally.com’s online infrastructure and the offline business transformation support of The Crankset Group’s 3to5Clubs will work together to level the playing field, cast vision and provide the resources business owners need in order to capture and hold their local markets. He who makes the rules wins, and we look forward to assisting local business owners to create business rules that leave the big corporations wishing they were local.

It is rewarding to be part of such a strong vision to transform local business, and it’s a great honor to begin building that together with Colin Pape and ShopLocally.com.

I’m excited to be part of ShopLocally.com’s Board of Advisors. Together we look forward to supporting local businesses throughout the world for decades to come, one business owner at a time.

Please go to www.ShopLocally.com to see how you can get connected to your own local business community, and email us at Grow@CranksetGroup.com to inquire about a business owner’s 3to5Club forming in your area—or check out the new 3to5 Club website.

Commitment is the Engine of Your Business, Not Motivation

Committed people make history.

Imagine building a boat without an engine or a sail. We call that a raft. You could build a gorgeous multi-million dollar 60’ cruiser, but if there is no engine, it’s still just a raft. And if you actually want to have some control over where you’re going, drifting around aimlessly in a raft isn’t the best way to get there. Or the fastest. Or the safest. You get the idea. You need an engine.

In 30 years of building my own businesses and in watching other people build hundreds more, I can tell you without reservation that the foundational thing that separates the successful business owner from the always-struggling business owner is commitment. The bigger their engine of commitment is, the better chance they have at getting where they want to go. And the quicker they are likely to get there.

Motivation is not Commitment.

That’s an important distinction. I’ve seen plenty of people pound their chests, do their chants and mistake “motivation” for commitment.

I’m not a big fan of motivational stuff. Motivation too often masquerades as vision, but is almost always based in emotionalism – seeing the promised land on a map, hearing the music, dancing the dance, hugging somebody, then going home and settling back into our regular routine.

So motivation is too often based on how I feel, not on whether I’m committed to really doing something. Commitment is unaffected by feeling, and only uses feelings to help understand what has already happened. After all, emotions are a much better indicator of what has already happened then what might happen in the future.

We should be responding to business more like a stream running down hill. It doesn’t need to get emotional to get moving and when it hit’s a beaver dam, it doesn’t get emotional, either. It just turns left and keeps finding a way downhill. A stream has quiet resolve.

Commitment is demonstrated not by excitement, or by spending time in the office, or even by dollars invested, but by full on abandonment to getting to the goal, and daily plodding to get there. Commitment is much closer related to steely, quiet resolve than to ginning up the “right” feelings.

Quiet resolve is committed movement in a purposeful direction.

Do you have quiet resolve to get where you want to go, no matter what you run into along the way? If you do, you’ve got a great shot at going from survival right through success to significance, both in your business and in your life.

Is Industrial Age Thinking Crippling Your Business?

Retirement is a bankrupt Industrial Age idea.

The Industrial Age of 1780-1960-ish was the greatest advance in physical lifestyle benefits in history, and likely the worst thing that ever happened to our real lifestyle.

As a business owner, your view of business has been radically tainted by this very short period of time in history, and the sooner you stop using it as a reference for your business, the better off you and your business will be.

The Industrial Age gave us a lot of bad legacies, and a couple of the worst are:

  1. Retirement
  2. Separation of Work and Play

We’ll deal with Work and Play in a later post.

Retirement. What a dumb idea. In 1889, Bismarck invented it to give German laborer’s hope that there was a carrot at the end of the stick. He set retirement at age 70 when the average life expectancy was 42.5, and for those who made it to 20, they could hope to live all the way to 60. In 1913 the U.S. institutionalized it at age 65, three years after the average age of death in the U.S. Hmmm… great – thanks.

This was actually only the natural evolution of an Age that asked us to give the best 8-12 hours of our day, the best six days of our week, and the best 40 years of our lives to do something that was many times not fulfilling and did not allow you to think, be creative, or express your humanity. But if you worked hard, you could enjoy what’s left of your day, your week, and your life – AFTER we got the best of what you had to offer.

The Industrial Age worker bought it hook line and sinker, and as a result we have a whole nation of people who dream about “retirement”, which implies at least two things:

  1. Work is not fulfilling – it’s just a means to a future end a long way off.
  2. Significance and fulfillment is something you get AFTER you’ve worked really hard for decades.

Fortunately the alphabet generation (Gen X and Y) don’t have the baggage of having grown up in the Industrial Age, and are leading a peaceful revolt against the whole idea. They expect work to be fulfilling, meaningful, significant, and enjoyable RIGHT NOW. Not when they retire. It’s mystifying to their parents because it looks like they’re not willing to “settle down and get a job”. (pssst – Mom/Dad – they never will).

We need to learn how to stop waiting on decades of toil to eventually get us to something meaningful. I would suggest that you replace “Retirement” with “Ideal Lifestyle”. Retirement happens at 65-ish, but your Ideal Lifestyle is in your own hands to create any time you want. And as a business owner, I believe you can get there in 3to5Years from the printing of your business card.

If you’ve been in business for 20 years and aren’t at your Ideal Lifestyle, you might want to look at the model in your head for what your intending to get out of all this. Likely you just took your employee mindset with you from the Industrial Age and that giant corporation you used to work for, and repeated that same system that will (maybe) allow you to retire someday

He who makes the rules wins. Stop accepting the rules handed down to you by the Industrial Age and USE YOUR BUSINESS TO GET TO YOUR IDEAL LIFESTYLEnow. Life shouldn’t be meaningful tomorrow, because tomorrow never comes.

Take a look at my book at and other posts here to see how to get off this treadmill. You’ll enjoy life a lot more if you do.

Be the Best in YOUR World by Making the Rules

What are you good at?

I went to Home Depot last week to return the toilet guts I had bought nine months earlier that had stopped working. Turns out they knew what they were selling didn’t work locally but that didn’t stop them. It’s really hard to be the best nationally and locally. As a local business owner, you’ve got an unfair advantage.

I was more frustrated with myself than with Home Depot because I’d replaced the guts to four different toilets in our house every 12-18 months for the last 15 years without thinking about the five year warranty. I talked to the manager and asked why the innards were failing so often and he replied, “The water is really hard in Highlands Ranch and makes the plastic parts brittle.”

I asked why, if they knew all this time that the parts don’t work in Highlands Ranch, that they were still selling them. He replied “The buying decisions are all made in our headquarters in Atlanta.” We then went back to the plumbing parts department and he asked the plumbing expert if he knew if they had anything that resisted the hard water problems here (the store is in Highlands Ranch), and his short answer was “No”.

Apparently it’s widely and long held knowledge among local Home Depot staff that the parts they sell don’t work in our town, but since the buying decisions are made in Atlanta, it doesn’t dawn on them to look for a local solution, or at least post a sign that says “these are great parts but not here.”

A locally owned store has an unfair advantage over big box stores. While the manager of the big box may live locally and care deeply, he or she can’t often customize their offering to meet the unique needs of a local community.

Big box stores win when you play by their rules, so don’t do that. What are you good at that they can’t begin to replicate? Walmart may have low prices but have you ever tried to find someone to help you find the right tool or ask about which bicycle to buy? If you offer great and knowledgeable service, it’s a rule they can’t play by – it would cost too much for their low price rule. They can’t play by your rule – you win.

What are you really good at that the big box stores can’t touch? While they do some things well, what are the things that they just can’t do? Low prices usually mean lower service. Centralized national buying usually means parts that are good for everyone and not great for your particular town. I know a lot of local owners who are killing it by simply refusing to play by the big box store’s rules.

He who makes the rules wins.

Make some rules they can’t touch. You don’t have to be the best in the world to compete with the big box stores. Being local puts you in the best position to be the best in YOUR world, and when somebody wants a toilet part, that’s the only world that matters.

UPDATE – June 30, 2011 – ELEVEN MONTHS LATER.

In July of last year, Home Depot gave me the guts to the toilet. Those guts failed this week – eleven months later. The kit has a five-year warranty.

I took the failed kit back to Home Depot, explained to the manager that I had been given this free by the previous manager, so I didn’t have a receipt. He wouldn’t replace the failed kit without a receipt and told me to contact the manufacturer.

Since I have to buy a new kit, I’ll be doing so from a locally owned plumbing supply store, and will go out of my way to avoid Home Depot in the coming years for all other purchases.

I’m pretty sure a local business owner would have had a different response. Don’t you?

I’m also pretty sure I’ll be telling this customer service story worldwide in my keynotes and workshops for years to come. It’s a great example of why you should buy locally.

Why Good Business Owners Live Disoriented

There is such a strong pull in our western business culture to ‘have it all figured out.’ But there is a simple, counter-intuitive yet powerful principle that successful business owners know which keeps both them and their businesses growing:

Adults don’t learn unless we’re disoriented.

Think about it. A kindergartner is learning all the time, but adults have it all figured out. Why? Because everything is new all the time to a five year old. They are regularly amazed by how the world works. But adults have it all figured out, even when we don’t. We can’t let anyone know we don’t know something.

Successful business owners aren’t afraid to not know something and the best of them simply “live disoriented”. If we know that we don’t know everything and that life is SUPPOSED to be full of change, healthy instability and new experiences, we are much better prepared to grab hold of the new things that will keep us and our business fresh and growing.

Most business owners are strongly fastened to what they’ve always done, so when something new comes along that would actually push them forward they don’t see it because they aren’t disoriented enough to see the opportunity – they already “know” what works.

When I was in my 30s and had been in business a few years I figured I knew at least 50% of what it meant to be a good business owner. A number of businesses later I was much more certain that I knew less than 25% of what it took to make it work.

Business owners who live disoriented understand that the more they learn, the less they know. Learning just opens up door after door that all provide opportunities for us to continue to grow, adapt, change, and succeed.

When was the last time you were disoriented? Unless you’re disoriented from what you are certain is “true”, you’re not likely to take on any new tools to help you be even more successful.

Bob Parsons (Parsons Technology and GoDaddy) says: “Get out and stay out of your comfort zone.”

Let’s all commit to being five years old again – get disoriented and stay that way. You’ll learn a lot more, be a lot more successful, and make a bigger splash in the world around you.

The Problem of Big

I’m a Smallist.

In 2009 our economy was rated by the National Security Agency as a higher threat to our national security than terrorism. One side blamed big government and the other blamed big business and big banks. But virtually no one was angry with local business or local government. This is very instructive as to where the problem is and where the solution lies.

It is universally accepted that “too big to fail” businesses that are cozy with big government who will bail them out are the cause of recessions, and small business brings us out of them with no assistance whatsoever. Yet both sides patronize and ignore small business and are committed to big business or big government getting even bigger.

The issue is not with capitalism, free markets, government systems or bureaucrats; the issue is simply “the problem of big”.

Macro-Decisions for Micro-Problems

One problem with “big” is that both giant corporations and massive federal government make macro-decisions (national) to solve micro-problems (local), and every time they do it, somebody gets left out, hurt or dismissed as decisions are made to benefit the 80% and ignore the 20%.

The other problem with big is that Macro-capitalism results in the accumulation of wealth and decision-making in the hands of a very few people in business, and macro-government results in the accumulation of power and decision-making in the hands of a very few politicians. And as we’ve seen throughout political history, the reality is that these two “bigs” have a parasitic relationship that both sides use regularly to preserve and grow their own centralization of wealth and power, all to the detriment of local business and local government.

Local Business and Local Government

Does small always work better than big? No. It is easy to find both local businesses and local government that make self-preserving decisions that aren’t in the best interest of their employees or customers. But the negative affects are not as damaging and are always more apparent. And removing that local politician or shunning that local business is a lot easier.

Micro-solutions for Micro-problems

Even with the best of intentions it is simply too big a task to ask macro-entities to solve local problems. The problem isn’t government or business, but simply the size, massive reach and slow-grinding gears of both.

We need to return to local government and local business for answers to our local problems, and push as many decisions down the food chain as possible. This is difficult for both national politicians and big business leaders because they lose control over their own macro-wealth or macro-power. There is a place for both big business and big government, but I believe we would be better off and safer as a nation with less of both.

Big is Still the Problem

Neither government or business is inherently good or bad, but the bigger any system gets the more difficult it becomes for it to truly serve those in the system. Our economy would flourish with more and smaller competition, and societal problems would find much better solutions closer to home than in D.C. This is why I’m such a fan of local businesses and local government and am so committed to seeing them both flourish.

My focus is to take local businesses from survival, through success to significance. The better we do this the more partners we will have to solve local problems and create great local communities everywhere.