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How to Manage a Moving Company

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How to Manage a Moving Company

A moving company arranges for the transportation of goods, utilizes for-hire carriers to provide actual track transportation, helps people move their goods from one place to another, and offers services like loading and unpacking. Chances are, you already know all of this because you may have started your own moving company. But do you know how to manage one?

Managing a moving company is a complex task. It demands attention to detail, careful planning, organization, and effort. Here are some key pointers when it comes to managing your business:

  • Recruit and Train Competent Staff
  • Cultivate Sustainable Processes 
  • Invest in Appropriate Equipment
  • Prioritize Customer Service
  • Execute Efficient Marketing Strategies
  • Be Up to Date

You need plans and procedures for managing a moving company. Read on for the details on how to manage a moving company.

Recruit and Train Competent Staff

Employees are the backbone of your company. You need to hire personnel who are appropriate for the job. 

Due to the physical nature of the job, your staff must be in good physical strength to meet the demands.

Your employees will be responsible for the care of your client’s items. Employees need to be mindful of taking care of important items. You’ll want a staff that you know you can trust to do the job efficiently but carefully.

Since they will interact with clients, your staff should have good people skills. They should be friendly, courteous, and professional.

Cultivate Sustainable Processes

An established moving workflow and processes for pickups and deliveries will make for smoother, more efficient jobs.

Training all of your staff to know and fully understand these processes is a big part of successfully managing a moving company.

No one likes to be overworked, so make sure you are managing the business’s calendar appropriately by not taking on more jobs than your staff is capable of handling. If managing a calendar is something you struggle with, there are softwares available to make that part of managing your company easier. Supermove has an excellent, user-friendly software for movers like Supermove..

Prioritize Customer Service

Train your staff to prioritize customer service and provide high-quality service.

Handling inquiries of customers must be at the top of your list, as it helps your company’s image. Ensure your team is always polite and respectful to your customers and address any concerns or complaints promptly and professionally.

Managing Business Growth through Marketing 

Everyone wants their business to continually grow and succeed. Managing your business growth through marketing is an important part of making sure your business succeeds. 

Have a strong online presence. You can create an optimized website that is easy to navigate, informative, and visually appealing and use social media to advertise your business.

Utilizing online advertising, such as Google or Facebook Ads, isn’t the only way to manage your business growth.

  • Offer referral discounts and loyalty rewards
  • Create valuable content (blog posts, videos, or infographics about helpful tips and advice for moving)
  • Partner with other businesses (real estate agents, storage companies, home renovation businesses)
  • Attend local events (trade shows, fairs, or community events)

Be Up-to-Date

Be competitive in the evolving moving industry, and keep your moving company up to date by:

  • Using technology to streamline your operations
  • Train your employees on the latest techniques, equipment, and safety procedures
  • Monitor customer feedback to identify areas for improvement and improve your company image
  • Update equipment as needed
  • Offer new services (packing, storage, cleaning) to bring more value to clients
  • Implement eco-friendly and sustainability practices (recycled packaging or electric moving vehicles)
  • Follow laws and regulations related to your service and moving industry.

Successfully Manage Your Moving Company

A successful moving company is more than a fleet of vans and trucks. One of the best ways to make managing your moving company easier is by using software built specifically for moving companies. Management incorporates all aspects of your company, from recruitment and training to having sustainable processes and prioritizing customer service. 

Utilizing the tips provided in this article will put your business on the right path to becoming one of the top rated moving companies.


How to Tackle the Top 3 Challenges in Business Payments

Working with multiple systems, the growing threat of fraud, and the lack of visibility into data are the top three challenges treasury professionals face with business payments. That’s according to the Strategic Treasurer 2022 Global Payments Survey of over 230 treasury and payments professionals. 

These challenges are not surprising. The pandemic put the push to digitization into overdrive. However, adding more electronic payment types and digital systems creates more workflows and disparate sources of data to an already complex operation. At the same time, the rise in ACH payments has unleashed a new wave of sophisticated business email-compromise schemes. With so many people changing jobs since the pandemic, these challenges are now even more acute.

What’s perhaps surprising is that these concerns rose to the level of “top challenge” for companies far more frequently than concerns such as maximizing card rebates and vendor discounts, and utilizing different payment types to optimize working capital. 

These are still important, but not nearly as important as making sure the day-to-day process of managing payments works smoothly. These findings of the study square with the top challenges we see working with treasury and payments professionals.

Challenge 1: Using multiple systems

The top challenge, cited by 58% of respondents, is that they’re working with multiple systems. That is difficult when systems are not fully integrated, and just 5% of respondents said their ERP system was fully integrated with their banking platforms. Nearly 90% said there was some integration, while 21% said their ERP system is not connected to their banking platforms at all. 

What we see is that having systems that are not fully integrated means teams find themselves having to run overlapping processes. They’re toggling between systems and exporting data from one system to a spreadsheet and manually uploading it to a different system. 

At the same time, they’re managing a different workflow for each payment type or program. More than 80% of respondents are originating payments with more than one bank. More than 75% use bank portals for payment connectivity, and 48% cite banks’ complex formatting requirements as a challenge.

Challenge 2. Security and fraud management

Preventing fraud is more of a challenge for smaller firms, with 55% citing it as a top concern compared to 36% of those at large firms. What we’re seeing is that smaller companies are experiencing more of these email-based attacks, probably because their systems and processes simply can’t keep up with fraudsters’ pace of innovation. The fear of an attack is greater because the impact to a smaller company is much bigger.

A larger company with a big balance sheet can weather a fraudulent attack more easily, but it can put a real strain on a smaller company. At Corpay, we have processes in place for helping our clients recover fraudulent payments. A lot of small companies can’t afford to lose access to their money for that long. 

Challenge 3: Accessing real-time, accurate data

Getting real-time visibility into payments data seems to have risen in importance, with 43% of respondents saying it is a top challenge. This is perhaps a sign of changed expectations in a world that is becoming increasingly digitized. It wasn’t that long ago that most vendor payments were made by paper check. In that world, real-time visibility was just a pipe dream. 

As the rest of the organization digitizes and decision making becomes more data driven, there’s greater demand to provide more timely financial data. 

But the challenge isn’t confined to slower reporting. Reconciliation takes longer, which means that job costing takes longer. In industries like construction, where costs are passed through to the customer, that means that billing is delayed. That, in turn, creates challenges with cash management. 

What’s interesting is the extent to which the top three challenges are interrelated. It’s hard to deliver timely, accurate data when you’re working with multiple systems and there’s no standardization. The level of complexity that people are managing creates constant time pressure, giving fraudsters an opening to slip in. Furthermore, delayed data can prevent daily reconciliation, which is one of the best practices for catching and recovering fraudulent transactions. 

The linkage between these challenges suggests that the same solution can eliminate many of them. Companies seem to be moving in that direction. The top investment areas are AP automation, which could include invoice and/or payment automation, and payment services. 

Payment automation allows customers to wrap up disparate payment processes and bank connections into a single workflow. AP only needs to transmit one file to the payment provider, and they receive back standardized remittance data. Using APIs, file transmission can be initiated from the ERP system and the remittance data drops right back in there. 

Outsourcing payment services is a more robust solution, encompassing automation, vendor enablement, and data management within a B2B payment network. Payment service providers also handle time-consuming, back-end issues such as error resolution and escheatment. What we typically see with customers who go the outsourcing route is a 75-80% reduction in time spent on payment processing.

There’s a talk track in the profession about turning accounts payable from cost to profit center through increased credit card rebates. The promise of high rebates on spending you’re already doing is attractive. But if your processes are still largely manual and you’re having to hire extra staff to run the process, that can easily cancel out the gain. And it doesn’t position your organization to scale. 

The responses to this survey make it clear that the first order of business is to make sure the process actually works in a scalable, reliable manner with the required protection and visibility. Solutions that address vendor payments holistically and simultaneously streamline complex processes, reduce fraud risk, and give you visibility into the status of all your payments. That, in turn, greatly improves your ability to manage working capital, capture discounts, and make more payments via credit card, thereby increasing rebates and helping you meet your cost cutting goals.

Sven Hinrichsen is SVP of Strategy for Corpay Payables, which enables businesses to spend less through smarter payment methods




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7 Marketing Strategies For Small Businesses Today

How you market your small business can make or break its success. Creating and implementing the right marketing campaign gets the word out about your business. The more people who know your business exists, the easier it’ll be for you to haul in customers. 

There are many strategies to market a small business and most of these don’t require thousands of dollars or a team of experienced professionals. Don’t believe us? We’ve listed seven marketing strategies below that work wonders for small businesses today.   


Because it’s convenient and accessible to almost anyone in the globe, using SMS to market your small business is a must. SMS marketing is an effective way of communicating with your potential customers, as it works well with other marketing channels and boosts engagement. 

Invest in SMS marketing platforms to reach out to more people in less time with minimal effort. You can integrate these platforms into your CRM so you can deliver clear and customized messages to your prospects. Using these platforms also enables you to get feedback from prospects and increase brand awareness. 

Create a Website

Websites are needed in today’s ever-competitive world of business; they function as modern-day business cards. Your website is the first thing potential customers see once they search for your business online — and how it looks and functions leaves an impression. 

If you’re business still doesn’t have a website, create one with these tips in mind:

Make sure it’s responsive: Your website should be responsive regardless if someone accesses it thru a desktop computer or mobile device. The content of your website should adjust automatically to the size of the screen used. 

Place contact information above the fold: Your business’s contact information — physical address, email address, and phone number — should be placed on top of the homepage. This alleviates visitors from having to search for your contact details on the website. 

Keep pages clean: Avoid adding too many elements to your web pages, as this will make your site look cluttered and feel unprofessional. Determine the goal you want to achieve in each web page and only include elements aligned with those goals. For example, if you want web visitors to submit their email addresses, including a CTA button and a simple form is enough. 

Use personalized content: Showing content relevant to your visitors’ location, native language, etc. keeps them engaged and interested, therefore increasing your website conversions. If-So allows you to create dynamic content based on a set of conditions if your site runs on WordPress.

Work With Influencers

When marketing your small business, don’t overlook the power of influencers. As more and more people become reliant on social media, influencers have become essential. 

Influencers are individuals with a large following on social media. Influencers spend years gaining the trust of their followers and creating authority in a specific niche. Their followers trust (and buy) their recommendations. 

Reach out to an influencer who has already built a name in a niche similar to your business. Ask them to promote your product or service in exchange for a fee, freebies, or discounts. 

Publish a Blog

Blogging is one of the most effective marketing strategies for branding and exposure. Utilize blogs to demonstrate to potential customers that you’re an expert in your field and that your products and services can improve the quality of their lives. 

When writing a blog, make sure you understand your audience first (who they are, what are their common pain points, etc.), so you can easily write for them. Use simple words to make it easier for your readers to understand your blog, and avoid using jargon.

Champion One Social Media Platform

Simultaneously using different social media platforms for marketing your small business doesn’t guarantee results. Keep in mind that creating a strong presence on social media requires time and effort as you need to maintain your profile. Therefore, by using too many at a time, your profile might end up stale, hurting your branding.

It’s better if you aim to champion one social media platform only. For example, if your prospects are consistently tagging your location in their Instagram posts but never engage with you on Facebook, it’s obvious to invest more time in Instagram. 

Focusing on one platform at a time, you’ll have the resources to engage with your prospects, answer their queries, and post updates regularly. Over time, this will improve your branding and engage prospects to patronize your offerings. You can also manage your reputation and online brand mentions with the help of a media monitoring tool.

Share Your Knowledge

How can you position yourself as a leader in the industry? Simple — by sharing your knowledge with the general public. Taking this route will help you position your business as an expert in a specific niche while being able to engage with your prospects. 

You can share your knowledge through different channels. You can host webinars, make YouTube tutorials, or speak at local conferences. You can also answer questions on online communities. 


Search Engine Optimization, or SEO, is a cost-effective marketing strategy because it guarantees long-term results. It’s the process of getting more web traffic from free, editorial, organic, and natural search results to improve your site’s position in the search results pages. Remember that a higher SEO rank means better online visibility. 

To optimize your website for SEO, consider the following tips:

Publish high-quality content: Content is king in SEO, so prioritize posting high-quality, well-researched content on your website. Be sure to conduct keyword research to know what keywords your prospects use in searching for your website and include them in your content. 

Improve your website speed: Google has launched the mobile-first index, which means that your website will rank better if it loads fast. The ideal website load time is only 1-2 seconds. If your website takes longer to load, visitors will leave. 

Optimize images: You can optimize images by naming them in plain language, choosing the right file type, and using image sitemaps. Reducing the file size of your images also helps as it allows your site to load faster. 

Remain Consistent

The key to successfully marketing your small business is consistency. As long as you implement the right marketing strategies consistently, you’re sure to see results.


supply chain management

Expert Insight: Supply Chain Disruptions Through the Eyes of TITAN Professional Tools

“Supply chain troubles.” “From bad [2020] to worse [2021].” It was a “perfect storm for our supply chain crisis.” These are just a few of the headlines I’ve seen in recent weeks looking back on 2021. While I think we’re all eager to turn the page and start anew, I fear many of the challenges we experienced last year will continue into 2022 – and perhaps beyond. If there’s one thing we learned last year, it’s that our supply chain is more fragile than many of us imagined.

Case in point, a recent estimate from the American Trucking Associations (ATA) reported that the truck driver shortage has risen to 80,000 – an all-time high for the industry. According to the ATA study, the driver shortage could surpass 160,000 by the end of the decade, noting that the industry will need to recruit nearly one million new drivers to replace those retiring or leaving the business. Not only did the outbreak of COVID-19 in early 2020 exacerbate the issue, but it also revealed gaps in every link of the supply chain and then amplified the impact of those collective weaknesses.


A recent Wall Street Journal article perfectly summarized the challenge:

Trucks haul more than 70% of domestic cargo shipments. Yet many fleets say they can’t hire enough drivers to meeting booming consumer demand as the U.S. economy emerges from the pandemic. The freight backup has intensified longstanding strains in the industry over hours, pay, working conditions and retention. The surge of goods has created logjams at loading docks and port terminals, gobbling up scarce trucking capacity and making drivers’ jobs even harder. Factories and warehouses are also short of staff to load and receive goods. Meanwhile, the broader labor shortage has left openings for other blue-collar jobs that compete with trucking, including in local delivery operations, construction and manufacturing.

To better understand the operational and logistical issues retailers, importers, wholesalers and other distribution organizations are facing due to the state of today’s supply chain, I recently spoke Nick Tsitis, vice president at TITAN Professional Tools. His account is eye-opening, to say the least, and can hopefully help those facing similar challenges.

Q:  How did the Suez Canal accident create operational and logistical issues for businesses like TITAN Professional Tools?

A:  No one talks about this anymore. Before conversations of current supply chain issues, however, our forwarders often referenced the incident. I believe it significantly contributed to and accelerated our current supply chain problems, including shortages of equipment and limited space on vessels and at our ports. There’s been a huge stress on the ports, making it difficult to even get containers off the ships. And when you do get them off the ships, they sit in these piles disorderly piles they’re calling “pig piles” now. Whatever’s on top becomes available first.  And if you’re on the bottom of that pig pile, your merchandise is stuck.

So, not only is it taking time to get containers off ships, but it’s also taking time to get them from the ground onto chassis. Once containers finally do make it to our facility, and we get them unloaded, you would think with such a shortage of equipment there would be an urgency to return containers, but they cannot be returned to the port. We recently discovered 12 containers being stored in our business park from someone that is not a tenant here.  Apparently, they ran out space in their complex, and decided to park the equipment at ours.

Q: How have issues like this impacted your operating costs?

A: In so many ways.  It used to cost $1,500 to get a container from Asia to Seattle. Now we’re paying as high as $18,000. We are often charged demurrage for containers that are off vessels but not delivered to us within a week.  There are surcharges being implemented on both sides as well (Asia and USA). It’s a huge burden on us. It also affects our cash conversion cycle as goods invoiced to us are stuck in transit, and we can’t invoice until we receive and ship to our customers.

Q: How are you dealing with dock scheduling and similar issues caused by all this unpredictability?

A: Once we can get the container and get an appointment, it hasn’t been too big of a problem. On occasion, the truck drivers will have to wait sometimes six to eight hours to pick up a container. We used to pay under $100 to get a container from Seattle to Kent. Now it’s almost $700 to move it seven miles. Local drayage is up, and we’re often having to pay the drivers by the hour to wait in line to ensure we get our merchandise.

Q: Are you also facing labor shortages in the warehouse that compound these issues?

A: I know others have but we haven’t realized that because we’re a small business and have a lot of family here that have been with the company for a long time.  We are fortunate and may be y the exception when it comes to labor. But, yes, when you look down the road and see Amazon hiring at $23.50 an hour with a $3,000 signing bonus, it can be hard to compete with that.  it has in the past.

Q: How close do you think we are to seeing an end to these disruptions?

A: Well, everything’s related in one way or another – if not directly, then indirectly – to these supply chain problems. Our lead time with several factories is now as high as 18 months, where it used to take 45 to 90 days to manufacture product and 14 days transit is now taking as many as 60 or 90 days transit. There are some factories, that if we placed an order now, we won’t see it for almost two years. That’s an extreme. Most factories now are taking 6 to 8 months. As a result, we’re buying out a year, which is really scary. So, yes, it’s going to take a long time to recover. I don’t think it’s going to get back to normal for at least another year.

Q:  Based on your experiences, what advice would you share with other businesses facing similar challenges?

A:  We often use the word “partnership” between vendors and customers. We are making it thru these challenging times because of the true partnerships we have on both sides, with our vendors, and our customers. Everyone is understanding, being more flexible and forgiving, and more willing to accommodate than before. Pardon the pun, but everyone is “in the same boat” on this.  We need to work together to get through it.


How Can You Tap Into Your Superpower? 5 Tips For Becoming A Visionary Leader.

The business world moves fast – faster than ever before, thanks in large part to new technology and higher expectations from customers in an ultra-competitive landscape. And for leaders, it’s about constantly moving their company forward or being left behind.

Being “in the moment” is crucial, but one key factor separating successful companies from mediocre ones are visionary leaders who can look far ahead, see the change that needs to be made and empower others to make it happen, says Mari Tautimes, a prosperous business owner and author of #KeepGoing: From 15-Year-Old Mom To Successful CEO And Entrepreneur.

“Visionary leaders guide companies to positive change and significant growth with great ideas and long-term decision-making,” she says. “They inspire and empower their team. They unite the company with a powerful common goal that aligns departments and builds strong relationships.

“The vision stems from natural curiosity, a passion for potential, and a quest to improve not only the company but the lives of others. Being a visionary leader is a superpower. It’s being able to envision a future that’s better, possessing the drive towards that, and actively selling others on your ideas. When this superpower is tapped into properly, it can change the world.”

Tautimes offers these tips to become a visionary leader:

Create space to visualize. Tautimes says coming up with a vision, like many creative thinking processes, requires time alone to focus. “It could be getting exercise, sitting at a sidewalk cafe, or any way you can kick-start the creative process,” she says. “Develop a systematic approach to tapping into your vision. Take clarity breaks during the day, where you get away, unplug, and free think about the future and your business.”

Be a risk taker. A visionary leader creates change, and change doesn’t come without risks. Tautimes says such leaders are willing to struggle and step out of their comfort zone. “You need to have a true stomach for risk and not be plagued by this pesky inconvenience to need to know how something can be done,” she says. “You have the belief that it can be done and the team will help you figure out how. You need to keep in mind that achieving the vision and reaping the rewards are worth the pain along the way. Otherwise you’ll stop pushing forward and the dream will die. And when your team buys in and sees you stepping out of your comfort zone, they’ll be empowered to do the same.”

Communicate passionately and listen thoroughly.  A visionary leader must communicate the vision with a consistent passion that pulls everyone on board, Tautimes says. But the vision may never be achieved if the leader doesn’t listen to and accept some advice from team members. “A visionary leader doesn’t just stampede through everybody and ignore all the naysayers,” she says. “Without the support of others who can keep the visionary grounded, the project will fail. While visionaries create the ideas that shape the future, there’s usually a huge support system behind them that assists with execution.”

Know your industry inside-out. Being a visionary leader requires curiosity that leads to learning in-depth about their industry, including market trends and relevant data. “A visionary leader needs to gather lots of information, which helps them make accurate observations and define and refine their business vision,” Tautimes says. “They make connections in networking and are constantly gaining knowledge and growing. When the right opportunity comes into their view, they know when to strike.

Set practical goals that motivate the team toward the vision. ”It might take you years to reach your vision, but you have a clearly stated picture of it, and you’re excited thinking about it,” Tautimes says. “To help maintain your enthusiasm and that of your team members, and to continue momentum, set goals along the way that are milestones of progress toward the vision. Define a time frame for those next few goals.”

“Creating a vision for a business and following through on it requires boldness, commitment, communication and boundless energy,” Tautimes says. “Visionary leaders who truly stay focused on the vision while keeping everyone on board and moving forward can see great success.”


Mari Tautimes ( is the author of #KeepGoing: From 15-Year-Old Mom To Successful CEO And Entrepreneur. She rose from administrative assistant to CEO of her family’s businesses and sold them for $16 million. An entrepreneur for over 20 years, Tautimes is a speaker, trainer, EOS Implementer® and mentor, sharing her story of perseverance and success to help others create fulfilling lives.

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How To Build Leadership Programs For Women In Your Organization

The percentage of women who hold leadership roles in business, higher education and government grows with each passing year – sometimes dramatically, sometimes incrementally.

But every gain holds the promise of more gains, as young girls see opportunities previous generations didn’t.

“Each of us stands on the shoulders of all the women in our chosen professions who have come before us, who have blazed a trail,” says Barbara Bell (, a professor of leadership at Vanderbilt University and author of  Flight Lessons: Navigating Through Life’s Turbulence and Learning to Fly High.

“Others have done the hard work, and we must too. Throughout my career, I learned many deepening skills of leadership and was privileged with many opportunities to lead.”

But Bell, one of the first women to graduate from the U.S. Naval Academy and the Naval Test Pilot School, also says that businesses and other organizations can do a much better job of helping women reach their leadership potential. And March, which is Women’s History Month, is as good a time as any to get started.

She says some ways organizations can develop better leadership programs for women include:

Provide mentors or a support system. Certainly, a mentor can guide and advise those emerging leaders in an organization, which is valuable in and of itself, Bell says. “But it goes beyond just having someone who offers guidance,” she says. “It’s important as women are developing their leadership skills to have someone in their corner.” Bell says that when she was an instructor at Navy Test Pilot School, she worked for a Navy department head, Commander Dave Kennedy, and a Marine Corps Commanding Officer, Lt. Col. Bob Price, who did that for her. “Both of these leaders supported my work and, more broadly, helped expand the roles of women in military aviation,” she says.

Allow them time to grow. Bell says that, too often, people think they need to have everything figured out before they take the risk of heading down a new path or beginning a new opportunity. But organizations can help women grow as leaders if they free them of this idea. “Women need to understand that, as you become more senior in your leadership, you should let go of the notion that you have to know everything,” she says. “They also should understand that as their leadership responsibilities grow and become increasingly more complex, they should become comfortable being more of a generalist. One way of growing in leadership is to rely on those who work for you as the specialists and lead them in the direction you want them to go.”

Encourage, don’t discourage. It’s easy to point out obstacles someone faces and to express doubts about their abilities to overcome those obstacles, Bell says. Avoid that temptation. She recalls a career manager in the Navy who suggested her record wasn’t strong enough to get into Test Pilot School. “Fortunately, I didn’t let him dissuade me,” she says. “By that point in my career, I was so used to the naysayers that I was not fazed.” But it did affect her approach when she became a career manager later herself. She vowed never to discourage, but only to encourage those she worked with.

Understand that women leaders can be role models for others in the organization. In flight school, Bell became a role model almost by default because she stood out as the only woman in her Naval Flight Officer class. “My calling to leadership included the privilege to be the example,” she says. “Other women who assume leadership roles have the same opportunity and privilege.” And having role models who inspire others is good for any organization.

“For anyone, rising to the top takes hard work, endurance and persistence,” Bell says. “You have to be in it for the long haul. But whenever we create forward motion in our lives, we generate the lift that will take us to new heights.”


Barbara Bell (, author of Flight Lessons: Navigating Through Life’s Turbulence and Learning to Fly High, was one of the first women to graduate from the U.S. Naval Academy and the U.S. Naval Test Pilot School. Now she works to empower the next generation of female leaders. In 1992, Bell and fellow aviators went to Capitol Hill to help successfully repeal the combat exclusions laws, opening up combat aircraft and ships to women in the military. Bell holds a B.S. in systems engineering from the United States Naval Academy, an M.S. in astronautical engineering from the Naval Postgraduate School, an M.A. in theology from Marylhurst University, and a doctorate in education from Vanderbilt University.


7 Common Mistakes to Avoid When Launching a New Software Program

In the business arena, software remains one of the fastest-growing categories of startups today — and for good reason! The scalability of software, and it’s unique ability to serve one or one million users, makes it the ideal weapon of choice for entrepreneurs looking to make a big impact.
In my 10+ years as a software developer and as the co-founder and Operating Partner of CiteMed, I have built my own software, hired teams, and worked for teams hell-bent on creating “the next big thing”. From apps, to Software as a Service, I have hit major pitfalls, completely failed, and even found my way into some successful companies.
Are you thinking of bringing your own software platform to market and want some helpful advice? If so, here is a highlight reel of the top mistakes that plague most young and ambitious software entrepreneurs. I personally made many of these mistakes and can attest to their severity.
If you are thinking about building something, struggling to find the best product market fit, or are fighting it out in the marketplace already, it’s imperative to avoid these key mistakes.
Not Choosing Your Market Wisely
Most software startups are doomed from the start, simply because their founders have chosen a bad market. Bad markets can be too competitive, or too empty (no real paying users). So when you are picking a market to enter with your software idea, make sure of two things: first, that your product can compete (don’t try and build a competitor to Facebook), and second, make sure that there will be paying customers or advertisers to pitch what you end up building to.
Not Building a REAL Minimum Viable Product
It’s all too tempting to set out with a features/functionality list that rivals the top competitors in your space. However, you are wasting your time and resources if you are waiting to build the perfect product before launching.
It’s (now) common Silicon Valley wisdom to launch a version of your software that you are a little embarrassed by. This is sage advice and should be heeded. The reality is, until you get feedback from real users and customers, you won’t be able to know exactly what to build. So take a guess of what that may be, build the fastest/quickest/dirtiest version of that guess, and then go out there and try and get people to use it.
Not Knowing Who Your Target User Is
While you may not know exactly what to build, you should have a very strong notion of who you are building it for. To do this, construct a detailed “avatar” of your ideal user.  Who are they? Where do they work? What do they do for fun? Why would they need your software? The more you understand your target user (and their problems), the better your software product will turn out. You can add functionalities and more that they would really find valuable.
Underestimating Your Budget
If you are in the more traditional “startup” and venture capital world, this translates into one thing: raise enough money. If you are a bootstrapper and self financed, this is even more critical to building your product. In my experience, I have found that software tends to take twice the time and (at least) twice the budget of whatever a professional or development team quotes you. As much as I hate to admit it, this is just the way it always seems to work out.
So when you set out to hire developers and build a team, be sure that you have enough capital to actually get a product out into the marketplace. If not, you will end up with a half-finished project, and shattered nerves.
Cheaping Out on Developers
When you do manage to find the budget, be sure that you aren’t just attracted to the cheapest bids from offshore development companies. Yes, while an $8/hour developer may seem attractive on paper, I assure you that they will end up costing you more in lost time, poor craftsmanship, and headaches down the line.
Pick good developers, and if you don’t know the difference, hire someone to pick them for you (let me tell you, a good Chief Technology Officer (CTO) co-founder is worth their weight in gold).
Not Having a Techie In Your Corner
While a CTO is not essential, working with one does eliminate the vast majority of problems that non-technical founders ultimately face in the building and launching of software products. They also significantly reduce your initial costs if they can write a large portion of the code themselves. If you can’t find a suitable co-founder that’s a programmer, simply having a friend or trusted advisor in your network to vet ideas and hire developers is well worth the effort to secure.
Waiting to Launch
Waiting until things are “perfect” is one of the biggest mistakes I have made in my software career. The truth is, your software will never be perfect. And by waiting, you are losing out on the most precious asset of all startups: real user feedback.
To combat this, instead of waiting to launch, launch immediately but with a very fast system in place to hear about and fix bugs. For example, you can set up an email address that all of your users can be instructed to send problems to, a phone number directly to you, or a live chat box.  The important thing is that users have an easy way to complain to you.
The second part of this is a way to quickly fix things. This is more of a challenge for your development team, but be sure that your developers have the capacity to fix things and get it to your customers immediately without a complex process of updating your software.
To Wrap It All Up
Congratulations on starting the journey of bringing new software to market! Make sure to avoid some of the most common mistakes that plague new software entrepreneurs, which include not choosing the market wisely, underestimating the budget, being cheap when selecting developers to work with, and waiting to launch. Avoiding these blunders should help your entrepreneurial endeavor be nothing short of successful.
Ethan Drower is the Co-Founder and Operating Partner of CiteMed, which is revolutionizing the European Union Medical Device Regulation (EU MDR) process. Literature Search and Review is the cornerstone of medical device companies’ Clinical Evaluation Report, and CiteMed has made this process more streamlined and optimized than ever. The CiteMed team was formed to deliver a high volume of beautifully written and formatted Literature Reviews on timelines that will enable companies to meet their EU MDR goals. CiteMed’s top goal is to help companies get their medical products to market as quickly as possible, all while maintaining state-of-the-art compliance with the European Commission regulations. A renowned business expert, Ethan educates others on the fundamentals of launching a successful software product, tips for aspiring entrepreneurs, and

Focus: Why It’s Essential for Entrepreneurs & How to Achieve It

From passionate to ambitious, to motivated, relentless, creative, and visionary, there are so many traits that can help an entrepreneur rise to the top, but staying focused is the one ability that absolutely every business owner must have if they want their company to go big. Learning this has been pivotal in my business journey with Kardia. Without a strong and unwavering focus, entrepreneurs won’t be able to take their company to the next level, let alone reach their maximum potential.
Why The Right Focus Is Critical for Business Owners
You can’t have focus unless you know where you’re going and what it looks like when you get there. That’s why a detailed vision is so important for your personal life and for your company too. Your vision and your focus go hand in hand. They direct each other. As an entrepreneur, that vision starts with the reason you started your company in the first place, where you want to take your company now, and an understanding of the kind of impact you want to make with it in the world. Then, everything you do needs to align with that. If not, you will get sidetracked.
It’s important to remember that focus doesn’t necessarily mean completing tasks — sometimes, people get caught up in doing the same thing over and over again and they call that being focused because they’re checking things off a list. From personal experience, that can actually backfire on you. In one of my first companies, I spent a lot of time running from task to task and putting out fires. I felt busy and I was focused on whatever was in front of me at the moment, but what I didn’t do was check in to see how my focus was lining up with my vision and the impact I really wanted to create. As it turns out, it wasn’t. I was focused in the wrong direction and that took me completely off course, which was part of the reason why the business ultimately failed.
That’s why checking in with your vision, and making sure you’re always on track with it, has to be part of your daily focus. That way you know what you’re doing matters and exactly why and how it’s moving you toward your goal.
How Entrepreneurs Can Sharpen Their Focus
Just like time management and organization can be improved with effort, so can an entrepreneur’s focus. It’s all about self-awareness — business owners need to ask themselves what they really want out of life, what they want out of their business, and what they want out of the decisions that they make each day. When they have clarity on these three factors, they’ll actually know what they need to be focused on at any given moment.
If what you’re doing isn’t lining up with one of those three things, then why are you doing it? Checking in regularly and asking yourself that question often, is a great way to make sure you don’t get sidetracked by things that don’t truly matter to you and your bigger vision.
Poor Focus Versus Good Focus
As mentioned above, not all focus is productive or beneficial to entrepreneurs. Micromanaging is a great example. The hyper-focus might be getting a task done exactly the way you want, but in the long run it’s going to put your company at a huge disadvantage because everything about your business starts and ends with you. That’s not scalable.
A much better focus, and use of your time, is empowering and inspiring people with your bigger vision. That gives them a direction and clarity on where they need to go. Then all you really have to do as their leader is help by supporting them to do their job the best they can. Let them grow and learn, rather than focusing on whether a task got done in one specific way.
The best leaders have a great vision and communicate that vision to their team on a regular basis. They help each team member understand how they fit into the bigger picture and what they should be focusing on to help that bigger vision come to life. Which is why the focus for your team meetings should include a review of what’s happened, where the company is currently headed, where things are working and where they aren’t.
The more you get your team involved the more engaged and focused they will be. And by getting them involved more often to find solutions, your company will benefit hugely from their different perspectives because new points of view lead to new and better ways of doing things. You just can’t get that through narrowly focused micromanaging.
To Wrap It All Up
The ability to stay focused is the one trait that really helps entrepreneurs empower themselves to ultimately bring their vision to life. Understanding what good focus is and what bad focus is in business, makes a huge difference to your ability to move your company forward. And when entrepreneurs can sharpen their focus through better self-awareness, bringing clarity to what they really want out of their life and business, it helps them make better decisions, which leads to better results. That means there’s a much greater probability of advancing to the next level and having your company reach its full potential.
Christan Hiscock is on a personal mission to change the conversation in the business world, moving away from the pursuit of success, to focusing on fulfillment instead. Because if you’re fulfilled, success is a given, but not so much the other way around. He can often be heard saying, “You mean more than you know,” because he believes that as people learn to understand their worth, their fears fade and amazing feats become reality. He considers this the foundation for all his achievements as the Co-Founder and CEO of Kardia and leader of 14 thriving companies. Through Kardia, which means heart in Greek, Christan is determined to bring more heart into the business world. Heart in the form of kindness, compassion and altruism. Heart that fuels, roots and guides each company to do the right things for its team members, clients and for the greater communities they serve.

Big Dreams, No Cash; Funding Your Brick-And-Mortar Business

The digital world made starting a business easier. Anyone with a computer, a phone and a spare room could give entrepreneurship a try, no office or storefront necessary.

Or so it would seem.

In truth, not every business can operate without a brick-and-mortar presence. Cyberspace isn’t sufficient when a budding entrepreneur wants to open a bowling alley, laundromat, car lot, restaurant, motel or any number of other businesses, says Elijah McCoy, CEO of McCoy Brokerage Service (

“That means they need to buy, rent or renovate property, and purchase equipment,” McCoy says. “That also means they are going to need the capital to turn their entrepreneurial dream into an entrepreneurial reality.”

But securing that capital is not always easy. Entrepreneurs who want to launch a small business, or small businesses that want to expand, often find that lenders are reluctant to provide the cash they need to make their vision happen, McCoy says.

Yet the need is growing. Since the pandemic, the number of people who feel the urge to start a business has increased dramatically. The U.S. Census Bureau reported that 5.4 million new business applications were filed in 2021, up from 4.4 million in 2020.

Many of those people were part of the Great Resignation, the movement among millions of Americans to quit their jobs and refocus their lives. In numerous cases, that refocusing involved people who longed to be their own boss. But as McCoy points out, being your own boss also means taking on responsibility for overhead expenses – possibly including real estate – that someone else handles when you are an employee.

“Sometimes business owners or would-be business owners go to lenders and they think they have a great idea,” he says, “but for whatever reason the lender rejects their application.”

The key is to not give up, he says. If one lender says no, it’s time to find another one.

“There are options out there,” McCoy says. “You just have to persevere until you find the right match.”

Some of those options include:

Conventional loans. A conventional loan for a business is somewhat similar to a personal loan. Banks, credit unions and other financial institutions offer them and, just as with a personal loan, the business borrows a lump sum and repays it over time, along with interest and fees. With conventional loans, though, borrowers may face more stringent requirements to qualify than with some other types of loans.

Small Business Administration loans. The Small Business Administration is a government agency that partners with private lenders to provide loans to businesses. McCoy says this can be a good option for businesses unable to secure a conventional loan, but certain requirements still must be met to qualify. In fiscal year 2021, the Small Business Administration provided 61,000 loans totaling $44.8 billion to small businesses.

Hard money loans. A hard money loan usually isn’t the first option when someone is seeking to purchase real estate for a business, but these loans do have advantages, McCoy says. The loans typically are based more on the value of the property than the creditworthiness of the borrower, and the closing can happen much more quickly – sometimes within 48 hours of the appraisal review. Unlike with conventional loans or SBA loans, hard-money lenders usually are private individuals or companies, as opposed to a bank or credit union.

“When you are seeking a loan for your business, it’s a good idea to shop around,” McCoy says. “You want to get the best deal possible for what you are trying to accomplish, and it’s all the better if you can find and work with someone who understands your needs. Ultimately, you want to match your objectives with the most appropriate lender in the most timely manner.”


Elijah McCoy is CEO of McCoy Brokerage Service (, a company he founded in 2006. McCoy’s firm works with businesses throughout the country that are trying to secure financing. Much of McCoy’s clientele is in healthcare, such as doctors, dentists and pharmacists, but he also has worked with a broad range of people in other industries. He is a certified commercial loan expert and financial consultant.


Are You Reaching Today’s Customer? Keys To A Great Multichannel Marketing Strategy.

Getting customers in the door means first getting, and keeping, their attention. As consumers have moved more toward e-commerce, the challenges for digital marketers have become greater, but so have the opportunities.

Marketing to a target audience is more complex today, but the evolution of technology has opened numerous doors to reach consumers effectively through multichannel marketing, says Christena Garduno (, chief executive officer of Media Culture.

“Multichannel marketing allows marketers to cater to potential customers across channels by mirroring how they operate in different digital spaces,” Garduno says. “You as a company need a significant presence across social media platforms and other digital channels. And you have to develop a clear, compelling and consistent message while keeping the brand voice intact.”

A marketing channel is any platform or method that’s used to market a product or service to consumers. Multichannel marketing involves reaching out to and interacting with customers through various channels, including regular email, social media sites such as Instagram, Facebook, LinkedIn and Twitter, websites, search engine optimization, video, texts, and others.

“Multichannel marketing done well will capture a higher engagement rate from consumers, build long-lasting relationships with customers and positive brand awareness, and move you ahead of your competitors,” Garduno says.

Garduno offers these points as keys to your multichannel marketing strategy:

Develop a channel focus. Understanding who your audience is, including their age, education, career and income level, is central to determining the most effective channels by which to reach those consumers and creating the right messaging. “You need to focus on the right channels to grow your business,” Garduno says. “To evaluate the effectiveness of a channel, see if it’s producing a measurable benefit. You can do this by tracking various metrics such as the number of opens and clicks in email marketing, the quantity of likes and comments and number of new followers over a given time in social media marketing, the click-through rate and total visits on your website, and more.”

Personalize your strategy. “You want the consumer to feel important, as if you’re speaking only to them, while making it clear you anticipate their needs,” Garduno says. “You need to personalize your message, which means making it highly contextual, relevant, and emotionally engaging. Personalization influences customers to pay attention to your brand message amid an endless expanse of marketing content.”

Maximize a multichannel CRM. Customer relationship management (CRM) is a technology for managing, supporting and building customer relationships across the entire customer lifecycle. “Companies need a multichannel CRM system to stay relevant,” Garduno says. “A multichannel strategy requires user profiles, and a multichannel CRM enables a company to create a consistent customer experience based on aggregated, actionable data. Potential customers do research on their smartphones, then go to their tablet and may complete a transaction on their desktop, so you have to keep up with that kind of shopper.” With a CRM platform that provides multichannel customer data in the form of profiles, Garduno says it’s easier for companies to engage with customers in ways that will be beneficial to them. “You know what they like, what channels they engage with the most, how much money they’ve spent with your brand, and more,” she says.

Run drip campaigns. These focus on user actions or specific timelines. The idea is to effectively engage users and move them closer to buying. “A drip campaign is a series of emails you send to customers at certain intervals,” Garduno says. “It can be used for CRM or lead nurturing. Drip campaigns are an effective way to keep your target audience engaged with your brand. The unique ability of a drip campaign is being able to identify the different stages your audience is in and sending different emails to them accordingly. That approach builds trust amongst the audience, which wouldn’t happen if they all were subject to a generic email blast.”

“Having a strong multi-marketing strategy is essential as consumers have higher expectations and reaching them in a variety of ways is key to companies’ growth,” Garduno says. “It’s about being thorough and never being complacent.”


Christena Garduno ( is chief executive officer of Media Culture, a multichannel brand response media agency that drives growth for global clients with innovative and performance-driven media campaigns. She is a member of Forbes Agency Council.