ISB: Tell us how you made your start as an entrepreneur

NM: My entrepreneurial journey started while working at a corporate gifting company, where I helped scale the business to a $28M acquisition. During the pandemic, I launched Snacks With Bite, which I built and sold within a year for $1M. That experience proved I could spot, and act on, opportunities fast. It also opened my eyes to the massive potential (and waste) in the promo products space, which eventually led to buying into and rebranding our business into For Keeps Merch.

ISB: What led you to start a branded merchandise business and how did you verify that this was a viable business?

NM: After working in gifting and launching my own business, I saw how branded merch could create powerful emotional connections, if done right. The demand was clearly there, but I knew it needed a modern, more intentional approach. Rebranding from Promotions Warehouse to For Keeps Merch was our way of leading that shift. My co-founder and I validated the idea through industry experience, customer feedback, and a shared belief that branded products could be both strategic and meaningful.

ISB: How has your business successfully tackled the problem of disposability in branded merch?

NM: It’s literally in our name, For Keeps. Everything we create is designed to be wanted, used, and kept. We work closely with clients to ensure their merch reflects their brand values and lands with purpose, not in landfill. From curation to quality control, we focus on what recipients will actually keep and use, helping our clients build stronger brand affinity while cutting back on wasteful, throwaway items. We also have a tree planting initiative that with every merch box order you place we plant 10 trees.

ISB: What was the most unique business operations challenge you faced with For Keeps Merch and how did you overcome it?

NM: Rebranding from Promotions Warehouse to For Keeps Merch was a huge shift, more than just a name and logo. We overhauled our entire customer experience, CRM, website, messaging, and even the type of clients we targeted. The hardest part? Bringing our existing customers along for the ride. We had to re-educate them without losing momentum. It took time, trust, and a lot of clear communication – but now, our brand finally reflects who we are and the value we offer.

ISB: What business lessons from your previous ventures were you able to successfully apply in this business?

NM: From leading a gifting business to a $28M exit and building a pandemic business to $1M in a year, I’ve learned that speed, culture, and clarity win. The right leadership and team culture can make or break a business. At For Keeps, we focus on building a team that’s aligned, agile, and obsessed with making things better. When your team’s energy is right, your customers feel it too.

ISB: How do you see For Keeps Merch evolving in the next couple of years?

NM: We’re doubling down on creating thoughtful merch with purpose and backing it with smart systems. Our focus right now is evolving our digital experience, scaling our custom merch store offering, offering merch inventory options and merch gift boxes. Also, attempting to stay ahead of shifts like AI and sustainability. But no matter how the industry changes, our mission stays the same, to create branded products that make people feel something, and that companies are proud to send.

The post Q&A: How For Keeps stays true to its brand name through corporate merchandise appeared first on Inside Small Business.

“That’s the worst financial decision you could possibly ever make,” said my accountant. “You should definitely do it!”

Those were the fateful words that tipped me over the edge and firmed up my decision to buy a failing bookshop in a small coastal town.

I’d looked at the financials and they were terrible. The shop’s reputation was in the toilet. The shelves were bare and the interior was a tad grubby. Oh, and I had no retail experience at all (other than folding underpants in a men’s clothing store as a teenager).

Clearly, this was a dumb decision and everyone told me so. But I just felt in my gut that I could make it a success, and so far it’s (kind of) working.

But let me take a step back. For those who don’t know me, I’m a fairly established online entrepreneur, building my business in the copywriting and SEO space, before moving into passive income through digital products around eight years ago.  Since then, I’ve built a multimillion dollar business from my backyard shed with relatively little effort.

Why I did it anyway

But after so many years of living in the online space, I had developed summit syndrome. My to-do list was ticked, the awards and accolades won, my bank account was juicy and quite honestly, I was bored. I was also missing human connection. After working at home for 15 years with no one but a small child and a furry dog for company, I felt cut off from community.

And then as I was walking on the beach gazing heavily at my naval my phone pinged with an email from the bookshop saying it would close within weeks if a buyer could not be found.

And so I bought it.

The rocky start

The early months were incredibly hard. First, there were the difficulties with the previous owner, while having to learn the ropes of running a bookshop. Then there were the extensive renovations, and, finally, the huge investment in restocking the shop. All this while caring for my father in the UK, who eventually passed away.

Meanwhile, the local community was suspicious. Who was this ‘fancy pants businesswoman’ coming in with her big ideas and her ‘changes’? Small communities do not like change. A negative social media campaign began, which was disheartening. But after years of dealing with online trolls, it was so much water off my ducky back.

To top it all off, we were losing money hand over fist. The shop had barely paid for itself for the previous years and the idea of making a profit was a distant dream!

And then the shift began.

The big rebrand

Using my digital marketing experience, I worked on rebranding with a fresh, friendly modern look that took us away from the stuffy elitist bookshop vibe.

Signage, books, decor and street appeal were our next project. We completely refurbished the front of the store with new lights, floors and window displays.

A new ecommerce website, updated socials, and comprehensive email marketing strategy with lead magnets and free resources.

Next we moved onto SEO, focusing on our local listings until we dominated for our chosen keywords. Partnerships were also crucial, working with the local coffee shop for offers, sponsoring local events and sports team, giving to charities, getting involved in local events.

How to make people visit a bookstore in 2025

Then we had to tackle the big problem. The reality is there’s absolutely no reason to buy a book from our shop, when you can order them on Amazon. And when the big stores can sell books for cheaper than we can buy them, we’re facing seemingly unsurmountable odds.

The only thing we can offer that they can’t? Community. 

So we focused on revamping the rather limp exclusive loyalty program to make it open to all regulars, with generous 5 per cent cash rewards. We set up special days in the shop for kids, cheese and wine nights, author events and literary dinners. We created two separate book clubs for different demographics and set up a free regular story time.

The results? A warm, thriving, loyal community of advocates for the shop.

Our most powerful online tool has without a doubt been social media, mainly Instagram, but we’ll soon venture onto TikTok.  We’ve built up our followers from below 1000 to nearly 5000, and also have a community on Facebook of nearly a 1,000 lovely local customers. Our mix of useful and ridiculous content has helped build brand awareness, with people travelling from Sydney just to visit our store.

The best way to make a small fortune in the bookshop trade is to start with a large one.

What about the money, you ask?

Well we’re getting there. We had a 37 per cent increase in revenue in the first year and (if you discount my initial investment) we broke even. But the truth is the best way to make a small fortune in the bookshop trade is to start with a large one. The bookshop currently could not survive without investment from my other business.

I hope to change that in this next financial year. We’ve settled into a rhythm, the store is well stocked, the staff are solid, the renovations are done. This is our year to just ‘do the same but a little better’ and see how we roll.

Besides, this was always going to be my give back project. 

If it’s self-sustaining, it doesn’t need to set the world on fire financially. The payback is different: It’s in the four members of staff I employ, the safe place I’ve created in the community. This shop is for Barry, who comes in every Wednesday to buy thrillers, and Penny, who leaves her walker at the front counter and has a little chat, and for Cara, the tired mum who can flop in our kids area and read a story to her kids.

For me, owning the shop has taught me true wealth lies in people, not profits, and that moments matter much more than money.

The post Why I bought a failing bookshop – and how I turned it around appeared first on Inside Small Business.

In a business culture that glorifies instant gratification, we are becoming hooked on the emotional highs of small, quick victories, often at the expense of the deeper growth, long term success and meaningful achievement.

I call these “dopamine-hit” tasks: those things you do in your business that are quick, easy, and make you feel like you’re achieving something in the moment (even if you’re not).

Some examples of dopamine-driven tasks in the workplace include:

• Continuously checking emails and messages
• Focusing on selling “small” because it’s easier, rather than doing the work to make big sales
• Focusing on “urgent” over the long term “important” tasks – you get a short term hit from putting
• out another workplace “fire”
• Back-to-back non-strategic meetings
• Seeking frequent symbolic rewards, for example, likes on socials, which don’t translate to
• revenue
• Spending time on tasks that feel “comfortable” with no evidence that they will have an impact on growth

These things often have little tangible outcome or result. They often don’t increase revenue, profit, or performance and are just distractions from doing the tasks that actually would contribute towards the achievement of your strategic goals.

Why these tasks are hard to break away from

The brain learns and builds neural pathways through repetition, so the more of these dopamine-driven tasks you do, the more your brain rewires itself to repeat those actions again.

As you become more addicted to tasks that provide instant gratification, you’ll also have less motivation for those “longer term tasks” that actually move the needle.

In sum, it’s all too easy to become addicted to familiar but ultimately unhelpful patterns of behaviour.

How to stop

So, how do you stop yourself from doing those quick, easy, “comfortable” tasks just for the dopamine hit?

To get out of this cycle, a good place to start is to apply the Pareto Principle. This states that 20 per cent of your activities generate 80 per cent of your results. The first problem is that a lot of people don’t know what tasks generate the results they want.

Understand what drives your big goals

The first step is to reconnect with the bigger picture vision of what you’re trying to achieve and then, to objectively review all the tasks that you currently do on a day-to-day basis. What you’ll probably find is that some things have a negligible impact, some things are harmful to you achieving what you want (for example, constantly checking emails because it affects your focus), and a small proportion of the things you do make a positive difference.

It can be a blow to the ego to admit that most of the things that you’re spending your time on don’t
generate results. But taking the time to really dig deep, challenge the tasks you’re doing and focusing on what generates ROI will accelerate you far more in the long run than continuing to stay busy for the sake of it.

Bring dopamine hits to those high-impact tasks

Once you have that list of tasks, create a reward system around completing those tasks. For example, a large project or goal would be broken down into small tasks that have clear, achievable
targets. Each time you complete a small step along the path, it creates a dopamine boost. The
celebration of the small things that contribute to the long-term goals keeps dopamine levels high, so that you are motivated to keep going.

As a leader, recognition is key to reinforce positive behaviours and habits. Continuously recognising your team for focusing on the right tasks that are aligned with the vision and key priorities, and drive results, reinforces the “reward” for your team of tackling those longer-term metrics.

And last of all, remember that busy =/= productive. Busyness is acclaimed in the modern workplace, but not all busyness is created equally. It may serve your ego to say “I’m so busy” but it’s important to put thought into whether that busyness is productive or just chasing a feeling that you’re doing something, therefore it must be good.

The post How to escape ‘dopamine-hit’ tasks and refocus on real business growth appeared first on Inside Small Business.

Joint research from the Australian Retailers Association (ARA) and Roy Morgan shows consumers are keen to take advantage of big-ticket and seasonal items or tax-deductible purchases. At the same time, retailers look to boost revenue amid discretionary spending and ongoing economic uncertainty.

“The sales have already begun,” said Fleur Brown, chief industry affairs officer at ARA. “Retailers have reduced prices on clothes, shoes, accessories, homewares, furniture and electronics. It’s a terrific opportunity for shoppers to find great deals for winter.”

Shift in spending patterns

Clothing, footwear and accessories remain the most popular categories, attracting 34 per cent of respondents, followed by household appliances and white goods (19 per cent) and electronics and tech (12 per cent).

The study also found a notable shift in shopping behaviour, with online spending declining. Just 44 per cent of shoppers plan to buy online, down 11 per cent from last year, suggesting a greater interest in in-store purchases, particularly for larger items.

An estimated 6.1 million Australians – 26 per cent of the adult population – plan to take part in the sales. Among them, 37 per cent intend to spend more than last year, 42 per cent will spend the same, and 21 per cent plan to spend less.

The average shopper is expected to spend $1714, up 4.6 per cent from last year. Consumers under 35 are forecast to be the biggest spenders, with an average spend of $2065 and a total contribution of $4.3 billion. This group includes 2.1 million shoppers, making it the largest cohort.

Men are expected to outspend women, averaging $2044 compared with $1430 for women, equivalent to a total spend of $5.8 billion for men and $4.7 billion for women.

Additionally, more consumers are planning to spend at higher levels this year. About 36 per cent intend to spend between $1000 and $4999, up 15 per cent from last year. Another 11 per cent plan to spend $5000 or more, up 5 per cent.

Brown said that the current trading environment made this year’s EOFY sales period critical.

“Given market volatility and persisting headwinds, these sales present an opportunity for retailers to stimulate growth as they begin to recover from the protracted spending downturn,” she added.

“Household budgets have been under significant strain, and these sales offer shoppers great value for money.”

• This story was originally published on Inside Retail Australia.

The post ARA projects $10.5 billion EOFY sales this year appeared first on Inside Small Business.

Cosmetics, sports and household goods saw the highest increase at 5.3 per cent, with a 4.2 per cent rise in spending on food, and 3.9 per cent at on cafes, restaurants and on takeaways.

Cost-of-living pressures and economic uncertainty continued to impact consumer behaviour in April, despite spending being above last year’s levels, said Chris Rodwell, CEO of the Australian Retailers Association (ARA).

Online food sales rose by 4.5 per cent, while online non-food sales fell by 1.1 per cent. 

“Retail spending in April appears weaker than it truly is, likely due to calendar anomalies (Easter, school holidays, Anzac Day) and unseasonably warm weather, which particularly impacted sales in clothing, footwear and department stores,” said CreditorWatch’s chief economist, Ivan Colhoun.

“The modest rate cut from the Reserve Bank of Australia in May will help bolster consumer confidence in the coming months,” said Rodwell.

“However, we need to see substantially more cash rate reductions to generate the kind of retail recovery Australia needs. That’s why we urge the RBA to stay vigilant to opportunities to provide further relief,” he said. 

Rodwell called for productivity measures, reduced red tape and the implementation of policies to support the sustainability and growth of retailers as they grapple with increased rent, wages, energy, and insurance costs, and supply chain instability. 

“Geo-political tensions created by the US tariffs are impacting business and consumer confidence, and we need to see a robust response from the government to keep our Australian retailers stable, productive and competitive through this challenging period,” said Rodwell.

• This story was originally published on Inside Retail Australia.

The post ABS finds steady growth in spending in Australian retail sector appeared first on Inside Small Business.

The report found that while cashflow remains a significant concern for small businesses, many have a sense that the worst is over with moderating inflation pressures, improving consumer sentiment and a small uptick in optimism following the Reserve Bank of Australia’s recent reductions in the target cash rate.

Australian Small Business and Family Enterprise Ombudsman Bruce Billson explained that this modest lift reflected a shift towards re-pricing as input inflation starts to ease, with a longer-term view on margins, cost containment and growth opportunities among small-business owners.

“For small and family businesses, higher interest rates not only impact their costs of financing but have profound implications for customers in terms of their spending, preferences and confidence. The Reserve Bank of Australia’s decision to further reduce the target cash rate to 3.85 per cent and moderating inflation pressures provide a ray of light after a prolonged period of difficult conditions for small and family businesses,” Billson said.

The report noted that household spending is showing early signs of recovery, although it remains weak in the hospitality industry. Cost of living pressures still remain, constraining demand in the hospitality sector and other sectors that rely on discretionary spending.

The recent flooding may also adversely impact some small businesses. “Many small businesses have navigated the impacts of natural disasters so far this year,” Billson said. “However, the recent flooding will likely have an impact over the year (and potentially years to come), with small businesses active in seeking help tailored to their very difficult circumstances.”

While there has been a modest uptick in small businesses considering hiring additional staff, particularly in the hospitality and disability support industries, many businesses still find it difficult to find suitable staff. “(This is) reflecting a persistently tight labour market, and prospects for productivity improvement remain weak,” the Ombudsman commented.

The Small Business Pulse is a health check of objective vital signs for small businesses while also taking into account the ‘animal spirits’ that drive decision making.

“The small uptick in optimism of small-business owners is magnified in those considering starting a business. These entrepreneurial ideas focus on addressing social and environmental issues such as improving outcomes for vulnerable people, sustainable farming and renewable energy. Queries about starting a business were notably driven by an uptick in current and prospective digital nomads and influencers.

“We need to do more to energise enterprise and create and nurture the spark that will inspire someone to turn an idea into investment, to build a business, to take on the risk and big responsibility of creating an opportunity-generating new enterprise, and to employ that extra person,” Billson said.

The post Improving inflation and consumer sentiment offering a boost to small-business health appeared first on Inside Small Business.

ISB: How did your background as an interior designer influence Estetika’s beginnings and is it still important to your operations now?

WS: As an interior designer, I am constantly visualising the end result and solving problems whether it’s space, storage, or how to make something both beautiful and functional. Designing a makeup bag felt natural and exciting, like stepping into a new kind of project with very familiar foundations. I thought about durability, cleanability, and timelessness, the same way I would approach designing a home. Materials always matter, how it kept its shape, how it opened to stay flat, was easy to clean and absolutely designed with recycled materials where possible and plastic free, animal kind. Most of all, I wanted to capture the emotion of how it made someone feel while using the bag and seeing it for the first time. That design-led mindset still shapes every Estetika product today.

ISB: What was it like working with your mother and daughter in bringing Estetika to life and how did they influence the brand?

WS: My mother has always been my inspiration. She raised six children and worked in many businesses from high street fashion, to owning her own takeaway shop (Barbaras Place) to working as a beautician for Ella Baché, so she understood the industry, working for herself and wanted to help bring my vision to life. My daughter was the catalyst when she couldn’t find a beautiful makeup bag to give me for Mothers Day. That sparked the idea to design something timeless, functional, and luxurious that we could not find. Together, we designed a vanity case that works beautifully whether open or closed, at home or while travelling. Exhibiting at NY Now with both my 80 year old mother and 17-year-old daughter by my side was a moment I’ll never forget, three generations, one new small Australian brand, and our first time in New York together. It was priceless.

ISB: Can you tell us how you got the attention of US retailing giant Nordstrom?

WS: Before the NY Now Trade Show, I was reaching out to buyers on LinkedIn and direct messaging/email outreach, hoping they’d visit our stand, that was my first step. We flew all the way from Australia to show we were serious, committed, and ready to stand out as experts in our category. During the show, we briefly had Nordstrom’s attention, but another founder redirected them to her booth and we missed our chance. I was gutted but believe in divine timing, so I enlisted a US-based agent who helps brands like ours connect with major retailers to become retail ready. That’s how Estetika ended up on Nordstrom’s radar, proof that presence and persistence matter and sometimes the right connections.

ISB: Why target the US market — as opposed to markets closer to home? And what’s made Estetika so successful there?

WS: The organic reach Estetika has had into the US & Canada has been incredible. Influencers have discovered us, shared the product, and reached out directly through IG & TikTok. The scale and diversity of the US market, particularly in LA, Miami, and New York, makes it the strongest growth opportunity for us right now. It aligns with our aesthetic, pace, and premium positioning. While the US is a clear focus, I’m also excited to explore expansion into the Asian and UAE markets next and I truly wholeheartedly believe Estetika has a global energy that can resonate widely.

ISB: How do you envision Estetika’s growth in the next couple of years?

WS: My dream is to grow Estetika into a global brand not just in the US, but across the UK and Europe as a leader in luxury beauty accessories. I want to push the boundaries of design and style, making our makeup bags feel like the ultimate accessory and a lifestyle upgrade. At the heart of it, I want to help more women feel confident inside and out through their daily beauty rituals. I’d also love to collaborate with an airline frequent flyer program one day and create the go-to beauty accessory for busy travelers. 

ISB: What was the most difficult lesson you’ve had to learn about business so far?

WS: The pivot from being an Interior Designer (a service-based word-of-mouth business) to a product-based business was such an eye-opener. I had hired an agency to run ads, but they weren’t effective, and the reality hit hard: no one is coming unless you bring them in and that they need to see you at least 7-10 times before they will purchase. You need to invest everything, not just money, but time, energy, and emotional resilience. Most revenue gets reinvested, so having a side income is smart in the early days. I’ve learned to be patient, to back myself, and to stay anchored through meditation and mindset work. Building a brand is deeply personal, lonely, and powerful all at once, and I wouldn’t have it any other way.

The post Q&A: How Estetika is reimagining the cosmetic bag appeared first on Inside Small Business.

Overall, 59 per cent of SMEs expect to see half-year revenue growth, which is nearing the record high of 62.6 per cent achieved in 2014. However, this was tempered by one-third of businesses stating that they expect revenue to decline.

The Index noted that the average projected revenue growth rate across all SMEs nationally was 1.4 per cent, with the most positive business flagging 18 per cent revenue growth and the most pessimistic predicting a 30 per cent decline, a vast 48 percentage point gap.

Mining-related SMEs are the nation’s most optimistic, predicting average revenue growth of 6.3 per cent, while construction SMEs are the most pessimistic, anticipating revenue to fall by 8.3 per cent.

At a state level, Queensland SMEs registered the highest confidence levels with an average revenue growth forecast of 10 per cent, and WA SMEs were the next most positive at 7 per cent. Victoria remains the only state with negative revenue expectations, with SMEs projecting an average 9 per cent decline.

ScotPac group executive, client acquisition, Craig Michie, said that despite the patchy national results, it was encouraging that most SMEs are projecting a short-term revenue increase.

“Considering the cost challenges SMEs faced in 2024, it’s great news that average revenue forecasts remain in the black,” Michie said. “The surge in optimism from businesses in resource-rich states shows no signs of slowing, while SMEs with tight margins or high exposure to discretionary spending are understandably more cautious about the future.”

ScotPac expressed caution as well regarding the challenges facing business owners ahead with the super guarantee set to rise again in July, and the ongoing uncertainty around tariff policies.

However, with inflation and interest rates expected to ease in the coming months, the lender believes that SME confidence levels will be rising across more states and sectors.

The post SMEs expect half-year revenue growth amid continuing challenges appeared first on Inside Small Business.

We are once again looking for small business leaders who are making a difference to their clients, the communities in which they live and work, and/or to society at large. If that is you, or you know of, are a friend or family member of, or are a patron of, such a business please get involved – nomination is a short, simple process and could result in that business owner being anointed one of this year’s Top 50.

As we look to profile as broad as possible a range of our small business leaders every year, we’d ask that those who have already featured in a Top 50 Report stand aside to allow us to profile 50 of your contemporaries – rest assured that, as always, we will continue to follow the progress of our previous winners and cover that progress as and when the opportunity presents itself. To every other small business leader in the country, we’d welcome your nomination.

Nominate your small business leader today by visiting this link.

Nominations for the 2025 Top 50 Small Business Leaders are open until May 30.

The post Nominations for 2025’s Top 50 Small Business Leaders now open appeared first on Inside Small Business.

ISB: What inspired you to start Burzerk?

AB: I was watching a guy ride past on an e-bike and instantly imagined myself in his place – I just knew I wanted one. Later, I had a dream that took me back to Pop and Grandma’s farm, ripping around on motorbikes with my brother. Whenever the parents yelled, “You better slow down – going berserk like that, you’ll hurt yourself!” It only fueled the fire. We charged it even harder. That memory hit me hard, and I woke up knowing I needed to build something real that captured the feeling of freedom. Within five minutes, I’d registered the Burzerk name and domains. No hesitation – with the “charge it” mindset.

ISB: Where did your initial funding come from and how did you deploy this across the business?

AB: The initial funding came from a private loan. From there, we quickly found our footing and learned to navigate the stormy seas of start-up life – something I know many readers here will relate to. Strategically, I focused the investment on product development and marketing while ensuring we had systems in place to understand our logistics and e-commerce data. This gave us insight into key areas – customer targeting, content strategy, and distribution channels that suited our product: electric bikes. Planning ahead is crucial, especially with a three-month lead time for production and shipping to Australia. You’ve got to be both proactive and flexible to stay in flow.

ISB: What marketing moves helped you stand out from your competition?

AB: We focused on building a brand around a feeling, not just features. The story, the nostalgia, the energy – that’s what people connect with. Our slogan, “charge it,” is about more than just hitting the throttle – it’s about showing up, pushing through, and choosing courage. We’ve leaned into strong visual storytelling and community-focused content that reflects relatable scenarios. On the retail front, having major partners like Harvey Norman, Bunnings, and Myer on board has been amazing. We also recently partnered with Tracks, which featured our e-bike in a Rip Curl campaign.

ISB: You sold over $300k worth of products in your first seven months. What actions were most pivotal in achieving this?

AB: A third of those sales came from in-person efforts – it was a busy summer! Behind the scenes, it was long nights learning to be a bike mechanic, writing email flows, creating ad campaigns, managing socials, updating the website, monitoring performance, writing articles, shooting content, looking after customers, building networks, partnerships – doing it all. I’ve even fallen into the rabbit hole of AI implementation a few times! There’s always more to do, so prioritisation is everything. The key was caring enough to actually act – that’s what brings things to life. That mindset of “charge it!” didn’t just apply to riding – it became my business compass.

ISB: What was the most challenging obstacle you faced, and how did you overcome it?

AB: Working with overseas suppliers comes with challenges, especially around communication. I’ve learned the value of partnering with people who are coherent, reliable, and aligned. Managing everything solo was intense. Every day I was across product development, inventory, logistics, marketing – basically all operations. I had to learn to give myself space to recharge – beach time really helped. I also made time for surfing, running, tennis, soccer, and the gym to stay balanced. Good food, water, exercise, sleep, and the right environment make a big difference. Eventually, bringing in advisors, a marketing team, and mentors gave me the clarity and structure I needed.

ISB: What is the most important lesson you’ve learned in this business journey?

The one lesson that stands out is this: when you’re truly passionate about something, and you take fast, intentional action like your life depends on it – it resonates. People feel that energy. Some customers have taken a bike for a spin, come back, and within minutes, I’m seeing the funds in my account. I like to take a genuine but brutally honest approach, and I think that builds trust. Finding the right balance between work and personal/social life was tough at times, but collaborations like the Tracks party reminded me to enjoy the ride. The surf industry crew have the best vibe.

The post Q&A: How Burzerk made $300k in seven months through feelings – not just features appeared first on Inside Small Business.