How do you stay motivated as an entrepreneur when facing constant rejection?
Hello everyone, I’m reaching out to my fellow entrepreneurs. I am a serial entrepreneur with multiple businesses, but I have a strong passion for serving in real estate and traditional home-related services. People often contact me for down payment assistance, closing cost help, home improvements, foreclosure prevention, rental assistance, debt relief, or support for first-time homebuyers. I connect people with the resources they need to maintain and sustain homeownership, promote housing stability, and ensure safe housing. Recently, I decided to form a nonprofit with my amazing team because I’ve mostly been referring people to resources, but I want to become a direct resource myself. If you’re a new entrepreneur or a seasoned one like me, you know that starting or working on something often involves a lot of rejection. Today, I’m just reaching out to see how everyone stays motivated. My motivation has always been my community and service. I want to hear from my fellow entrepreneurs: how do you stay motivated? I’d love to hear different perspectives in the comments.How do you stay focused on one business when you keep getting new ideas?
Hey everyone, My name is Robbie, and I've been building Monarch Landscaping in Ontario, Canada, for the past 3 years (still feels like we're in the baby stages lol). Today we have 7 employees, solid systems in place, and for the first time, I'm primarily focused on sales, strategy, and putting out the occasional fire rather than being involved in every part of the day-to-day operations. Over the last 3 years, I've had to slowly let go of several other ventures to fully commit to Monarch. At one point, I was running a pressure washing startup, a marketing consulting business, a small marketing agency serving trades businesses, a YouTube channel, and constantly working on new ideas. Over the past year, I've intentionally let most of those things fizzle out so I could put my full attention into Monarch, and honestly, it's been one of the best decisions I've made. The challenge is that I still get a new business idea almost every day—especially when things slow down. One day it's a new division for Monarch. The next day it's a bin rental business. Then it's software, marketing, AI, or some completely different opportunity. I've noticed these thoughts usually show up when I feel like I'm not moving fast enough or when the business isn't yet where I want it to be. Some questions: - How do you stay focused on one thing? - How do you know when a new opportunity is a distraction versus a legitimate next step? - Have any of you struggled with "entrepreneurial ADHD," and if so, how did you overcome it? Looking forward to hearing your experiences. Robbie Monarch Landscaping
Four-plus years in — what I'd tell year-one me
Incorporated Great Raven Renovations Ltd. on January 18, 2022. Salt Spring Island base, work across the Cowichan Valley and South Nanaimo. Renovations, roofing, decks, structural. Four and a half years in now. Been thinking lately about what I'd tell myself on day one if I could. Putting it here in case any of it lands for someone earlier in the journey, and because I'd genuinely like to hear what the rest of you would add. 1. The contract is the business. Year one I thought craftsmanship was the business. Craftsmanship is the product. The contract is the business. Weak contract language is how good work turns into unpaid work. Hidden-conditions clause, signed change orders, deposit terms, warranty conditions tied to payment — every one of those came after losing real money for not having them. 2. Slow down on hiring. Way down. The cost of a bad hire isn't just their wages. It's the project they damaged, the client they alienated, and the time you spent fixing both. I'd rather turn down a job than put the wrong person on it now. Took me a while to learn that turning down work is sometimes the most profitable thing you can do. 3. Photograph everything. Before, during, after. Substrate conditions. Hidden framing. What was behind the drywall before you closed it up. Two months from now the homeowner won't remember what was there, and neither will you. The photo record is worth more than any verbal reassurance. 4. One accountable contact beats a polished process every time. Clients don't want to be passed around. Especially on renovations, where they're already nervous about the unknown. Being the one phone number, the one email, the one face — even at the cost of scaling slower — has done more for our referral pipeline than any marketing. 5. The completion walkthrough is non-negotiable. Walk every project with the client at the end, point by point against the original scope. Sign-off before final draw. If something needs touch-up, it gets done before you invoice. The disputes I've had almost always traced back to a project that didn't end with a real walkthrough. 6. You're going to make expensive mistakes. Build a system that survives them. The losses aren't optional. The lessons are. The only difference between a business that survives bad years and one that doesn't is whether the founder turned each loss into a piece of the operating system or just absorbed it as pain. Curious from the rest of you — what would you tell your year-one self that you wish someone had said earlier? Especially anyone who's made it through years three to five. That stretch is where I think most of us either consolidate or fold. Appreciate the community. — Chad Great Raven Renovations Ltd. Salt Spring Island, BC
People Don't Quit Jobs That See Them
Most cleaning companies treat their crew like they're replaceable. I don't. My crew shows up at 7AM to the jobs nobody wants. The ceiling vents nobody else thinks to clean. The bathrooms, the back rooms, the corners everyone else skips. They stay late on a final walkthrough, not because I made them, but because they wanted it right. I didn't build that. They did. My job is just to notice it. So I say their names. Out loud. In front of the team. Every time someone goes above what the job asked for. What I've learned is simple. People don't quit jobs that see them. They quit jobs that use them. Pay on time. Say the names. Watch what happens to the work.
Manifesting my jobber grant finalist and reward .😎
I just wanna hit that finalist spot for the jobber grant so I can show my son all this time spent restless, stressed and sacrificing time together was for something. I wanna look at him and be like alright little guy we have been through hell and back but persistence and faith paid off we can now execute towards our life of financial freedom and success. We broke the generational curses and now I will secure everyone in the bloodlines future starting with my son . I need it I want it I will stop at nothing to prove I am the person I've claimed to be and I will not give up the fight!Business Fuel Delivery Services - A Mystery?
I'm launching a new company called FuelDash, and I would love your feedback here. FuelDash is a franchise holding company, not a single-state operator, with Colorado becoming the first franchise state. FuelDash primarily operates as a B2B service company providing small business fuel delivery services to ensure baseline demand. Additionally, we provide consumer services, layering in residential fuel delivery to build route density and expand profit margins. This innovative model aims to meet the rising demand for contactless, time-saving services by delivering fuel directly to customers' locations. With a first-mover advantage, FuelDash is uniquely positioned to capitalize on the untapped market in Colorado, tapping into the growing preference for on-demand services accelerated by the pandemic. FuelDash wants to help the local small businesses in Colorado save time and money, and help Colorado residents get their fuel conveniently, safely and securely without over paying for their fuel. Businesses are wasting tens of thousands of dollars in annual labor costs alone by having their employees fuel their service vehicles during their hours on the job. Today's fuel delivery business in Colorado cater to the commercial industry and typically provide diesel fuel only. Businesses are over-spending on fuel while on the road, losing time and productivity when stopping at gas stations, experiencing daily workflow and scheduling disruptions. Residents in Colorado have no convenient, on-demand, safe and secure way to get their fuel. We are trying to close our fundraising round now to launch the company. So when I approach a business or a consumer to discuss our upcoming fuel delivery services, they don't understand how they will save time and money - even when I show them the math. Literally. There is actual math to show. My question is, are they just so used to getting their own fuel like they always have, and they see my services as something too new to consider? Is this service ahead of it's time in their minds, like back in the day when the first mobile phones came out? Don't get me wrong, many businesses and most consumers see the value right away and want to sign up. They really get it. I just wonder why others are so behind in their thinking. I'd love to get feedback from fellow founders on best ways to approach business owners and every-day consumers who seem to be "stuck in the past" with their logic or reasoning. And I say that with all due respect! I fully understand that not everyone will be a future customer. I get it. The gas station industry is, and has been declining for many years and it is only getting worse. Fuel delivery is the future of fueling. I just want to know how to express that to these hesitant individuals so they understand and see the value - like how so many others already do. I don't believe in scare tactics. And perhaps some people just won't get it, period, ever. Who knows. I'd sure appreciate your thoughts. Especially if you struggled with the same issue. Thanks in advance! Sean Roy, Founder, FuelDash
Is a contractor coaching or implementation program worth it for a company doing $1M–$5M?
Looking for feedback from anyone who has worked with Praxis S10, Contractor Strong, Jimmy Hiller's group, or any of the related coaching organizations. We're an HVAC company and are at the point where we're considering joining a coaching/implementation program to help with growth, systems, leadership, profitability, and scaling operations. I'm not looking for sales pitches—I'm looking for honest feedback from owners who have actually gone through the program. A few questions: - What size was your company when you joined? - What were the biggest improvements you saw? - What parts of the program delivered the most value? - What parts felt like fluff or weren't worth the cost? - Would you sign up again if you had to do it over? - Did you see measurable improvements in revenue, profit, or owner workload? For context, we're already past the startup phase and are looking at what helps companies in the $1M-$5M range get to the next level. Appreciate any real, world experiences, good or bad.
When do you turn down profitable plumbing work to protect your team and reputation?
In the early days of Sitko Plumbing and Drain Services in San Diego, I said yes to almost every call — evenings, weekends, 1+ hour drives, you name it. Sewer emergencies don’t wait, and I wanted the revenue. But I quickly learned that constantly overcommitting burned out my techs, led to rushed jobs, and hurt our quality. Last year we had a stretch where we were slammed with back-to-back mainline replacements. We pushed through, but the team was exhausted and one preventable callback slipped through. That hurt more than turning down a few jobs would have. Now we’re much more intentional: we protect core hours for our core customers, build in buffer time, and politely refer overflow to trusted partners when needed. It’s meant steadier growth, happier techs (just gave one a well-deserved raise and promotion), and better reviews overall. Question for the group: How do you decide when to say “no” or refer out work — even if it’s profitable — especially in a trade like plumbing where emergencies are constant? Curious how others balance growth vs. sustainability. Would love to hear what’s working for you!Where are all my ladies? Running a business while going through - you know ladies stuff?
My Oura ring asked me today to do a questionnarie on my menopause insights. So many great questions but one stopped me and made me think. Making decisions or solving problems feels harder than before? My first instinct was: Nah, it doesn't. I feel like I relaxed a lot more for my age. But, if I am being very sincere - it does. Fellow "seasoning women business owners" - what is your trick to get through some of the turbulences of menopause so you can be present and be your best self?
