Kanawha Valley Hustlers

West Virginia businesses are finding ways to grow, reach customers, and bring their products to markets beyond the state. At the South Charleston Farmers Market, I had the opportunity to talk with several business owners participating in the second annual Taste of Appalachia campaign. Angie Cowger of Custard Stand, Connie and Rick Martin of We B Fryin Snacks, and Sara McCoy and Brenda Burdette of Sassy Gals Gourmet Treats shared how they built their businesses, the challenges they faced, and what they have learned about entrepreneurship. Their experiences show the importance of persistence, relationships, and taking advantage of opportunities to grow.

Angie Cowger and her husband started Custard Stand in a remodeled car wash bay. That beginning came with lessons, including the importance of keeping floor drains available when converting a building for food production. Since then, the company has expanded from its West Virginia roots into a business with restaurants, manufacturing operations, and distribution across much of the eastern United States.

Custard Stand Hot Dog Chili is available in Walmart stores from Maine to Florida and as far west as Louisiana. The company also distributes through Kroger, Sam’s Club, and other retailers. Its growth demonstrates how a business that begins with limited resources can expand into markets across the country.

Custard Stand has continued developing products to meet customer needs. Its newest addition is a spice pack that allows customers to prepare chili using their choice of meat or meat substitute. The product responds to requests for vegetarian options and alternatives without high-fructose corn syrup. It also creates shipping opportunities for customers who cannot receive the company’s prepared chili products, including deployed military personnel. The spice packs are Custard Stand’s first contribution to the Taste of Appalachia gift boxes.

Connie and Rick Martin took a different path into the food business. Their company, We B Fryin Snacks, produces wheat-based snacks with a texture similar to pork rinds. The idea began when they encountered the product at a festival, developed relationships with the people making it, and learned the production process themselves.

They launched their business in January 2020, shortly before COVID-19 disrupted businesses across the country. Despite that challenge, they continued operating and growing. Their current obstacle is production space. They have outgrown their building and must work around its limitations to meet demand.

Their advice to entrepreneurs centers on persistence and using available resources. Connie encourages business owners to keep going when plans do not work out. Rick recommends connecting with business development organizations such as Advantage Valley, which can help entrepreneurs find resources and determine their next steps.

Sara McCoy and Brenda Burdette have spent 14 years building Sassy Gals Gourmet Treats. The company began with roasted pecans and expanded into dip mixes and slush mixes. Its contributions to Taste of Appalachia include bourbon roasted pecans and loaded potato dip mix, which customers can also use to prepare cheese balls.

Fairs and festivals have played a role in building their business and connecting with customers. However, those opportunities also create scheduling and staffing challenges, particularly when multiple events take place during the same weekend.

Sara emphasizes working hard, maintaining a positive attitude, and approaching challenges one step at a time. Brenda encourages entrepreneurs to meet people, build relationships, and take advantage of programs that support business development. Their experience reinforces the value of personal connections in growing a business.

These conversations reveal several lessons that apply to entrepreneurs across industries. Businesses rarely develop according to their original plans. Growth creates problems that require changes in operations, products, and resources. Customer feedback can lead to new opportunities, while relationships and support organizations can help owners overcome obstacles.

Taste of Appalachia brings these businesses together by offering gift boxes featuring products from West Virginia companies. The campaign gives customers a way to purchase gifts while supporting entrepreneurs who contribute to the state’s economy.

What stands out to me is that these business owners share a commitment to continuing their work despite setbacks. Each has taken a different path, but all recognize that building a business requires persistence, adaptation, and relationships. Their experiences offer a reminder that entrepreneurship is not about avoiding problems. It is about finding ways to move forward when those problems arise.

The post The Hustle Behind Taste of Appalachia with Angie Cowger, Connie & Rick Martin, Sara McCoy, and Brenda Burdette appeared first on Joe Justice Organization.

Many people believe that once an industry becomes crowded, the opportunity to make money disappears. I’ve heard this argument about website development, app development, social media marketing, and countless other businesses. But people are still earning money in these industries. The opportunity hasn’t disappeared. The market has evolved from rewarding participation to rewarding competence. Understanding this change is the key to competing in an established industry, and I believe there are three ways to do it: be faster, cheaper, or better.

After more than 25 years working in video production and marketing, I’ve watched industries change as technology advances, competition increases, and customer expectations grow. When a market first develops, businesses can often make money just by showing up. Demand exceeds supply, and customers have few options. The businesses that enter first benefit from this situation without having to compete on the same terms they will face later.

That advantage doesn’t last. As more competitors enter the market, customers gain choices and begin expecting more. Businesses that once succeeded through participation must improve their skills, services, and delivery. Those that fail to adapt often conclude that the industry is no longer profitable. But there’s a difference between an industry losing its opportunity and a business losing its ability to compete.

This creates a form of survivorship bias in reverse. People who made money during a market’s growth may struggle when competition increases. Rather than acknowledge that another business offered more value, they claim the market is dead. Meanwhile, other companies continue to succeed by meeting customer needs.

We see this in industries like plumbing, roofing, and construction, which have existed for generations. We also see it in technology. In the early days of app development, businesses could earn money because few people knew how to build applications. Today, customers have access to development tools and more providers. That doesn’t eliminate the need for developers. It changes what developers must offer to justify their prices.

Every business competing in a mature market needs to focus on one of three advantages: speed, price, or quality. Each approach creates opportunities, but each involves trade-offs.

Consider a plumbing company. One approach is to compete on price, offering services at a lower cost than other providers. This can attract customers, but it also requires the business to operate in a market where price drives purchasing decisions.

Another approach is speed. A plumber who guarantees a response to emergencies within two hours can serve customers who value time over cost. Maintaining that promise will require more employees, scheduling capacity, and overhead. Customers may pay more because the service solves a problem that competing companies cannot address as quickly.

The third option is quality. A plumber could specialize in a type of work that requires expertise, becoming the provider customers seek when they need that service.

The same principle applies to website development. Businesses can build their own websites using platforms like WordPress, Wix, and GoDaddy. A developer who wants to charge more must offer something those tools cannot, such as a website designed to generate more customers and produce business results.

One mistake I see business owners make is claiming to be the fastest, cheapest, and best at everything. That isn’t realistic. Speed requires resources, quality requires investment, and lower prices require controlling costs. Businesses should understand their capabilities and choose where they want to compete. Delivering on two advantages can create an even stronger position, but attempting all three can undermine the business.

Even industries that have changed over generations can support companies with the skills to serve a market. People still earn money building horse-drawn carriages, although the customers and opportunities differ from those of a century ago.

Stop confusing market saturation with a lack of opportunity. Don’t abandon an industry simply because someone else struggled to compete in it. Understand what customers value, develop the competence to deliver it, and build your business around an advantage you can maintain. Whether you choose to be faster, cheaper, or better, success comes from offering customers a reason to choose you over the competition.

The post The Market Isn’t Dead. You Just Have to Compete. appeared first on Joe Justice Organization.

The Taste of Appalachia initiative brings together West Virginia businesses to promote products made across the state while creating opportunities for entrepreneurs to reach customers. Now in its second year, the program offers gift boxes filled with products from food producers and businesses throughout the region. At the South Charleston Farmers Market, I had the opportunity to talk with Marjorie Cooke of Advantage Valley, Paul Ronk of Ronk Family Maple Farm, and Coleman Irwin of Harvest Trails. Each shared how their work contributes to the initiative and what it takes to build a business in Appalachia.

Marjorie Cooke serves as the marketing and communications director for Advantage Valley, the organization behind Taste of Appalachia. This year, the initiative features seven themed gift boxes containing products from 19 West Virginia vendors. Seventeen of those businesses operate within the Advantage Valley region, while others represent Berkeley and Webster counties. Customers can purchase boxes for friends, family members, employees, or business clients, with options for pickup or delivery.

The program has demonstrated its potential to support local businesses. During its first year, Taste of Appalachia sold 1,145 boxes containing approximately 8,200 products. Those purchases generated $60,000 in direct revenue for participating businesses. Beyond those sales, the initiative introduces customers to producers they might not otherwise discover. Orders for this year’s holiday boxes can be placed at tasteofappalachia.com through November 23.

One of those participating businesses is Ronk Family Maple Farm, operated by Paul Ronk in Alum Creek, Lincoln County. While maple syrup is the foundation of the business, the farm produces a range of products, including infused syrups, maple mustard, barbecue sauce, apple butter, and seasonings. Customers can choose syrup varieties featuring flavors such as cinnamon, jalapeño, vanilla, chocolate, and coffee.

For this year’s Taste of Appalachia boxes, Ronk Family Maple Farm contributed maple syrup packaged in a glass maple leaf, along with maple mustard and barbecue sauce. These products represent a family farming tradition that stretches back more than 160 years.

Paul’s great-great-grandfather purchased the property in 1859, acquiring 700 acres for 25 cents per acre. The family continues to farm 100 acres of that land. Paul has operated the farm for 20 years, tapping approximately 300 maple trees and producing the farm’s products himself. His work demonstrates how a family business can preserve its history while finding ways to serve customers.

I also spoke with Coleman Irwin of Harvest Trails, a business based in West Virginia’s Eastern Panhandle that specializes in freeze-dried fruit. The company works with farms and orchards to source fruit before processing it at its facility in Hedgesville. The process includes washing, preparing, and freeze-drying the fruit over five to six days before packaging and shipping products to customers throughout the United States.

Coleman’s interest in backpacking helped inspire the business. He wanted food that could be carried on hiking trips while providing nutrition without added sugars or preservatives. That idea developed into a company that also works with schools to provide fruit products for children.

Harvest Trails contributed freeze-dried pineapple to this year’s Taste of Appalachia boxes. The pineapple can be eaten as a snack or added to water and cocktails. The product contains no added sugar or preservatives.

Coleman also shared his perspective on entrepreneurship. Building a business requires persistence, effort, and a willingness to work through problems. Success does not come without challenges, and business owners must continue putting in the work when progress becomes difficult. He also emphasized attention to detail, explaining that small decisions can make a difference in the outcome. Customers can learn more about Harvest Trails at harvesttrailsco.com.

These conversations demonstrate the role that local businesses play in West Virginia’s economy. Taste of Appalachia connects producers with customers, creates revenue, and gives people a way to support entrepreneurs throughout the state. Whether it’s a farm passed down through generations or a company built around a product idea, these businesses represent the work, persistence, and attention required to succeed. Buying a Taste of Appalachia gift box is an opportunity to share products from West Virginia while supporting the people and businesses behind them.

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Building a business in real estate takes more than selling houses. It requires earning trust, solving problems, communicating with clients, and finding ways to stand out in a market filled with competition. Elishua Brown, a real estate agent with Berkshire Hathaway in Charleston, West Virginia, has spent nearly three years developing his business around these principles. His experience offers lessons about perseverance, investing in yourself, and maintaining faith in your vision when results take time to appear.

When Elishua entered real estate, he understood that success would have to be earned. He went three months without making a sale and faced the challenge of competing against agents who had established themselves in the market. Rather than expecting clients to come to him, he worked to develop his approach, build relationships, and establish his reputation. He recognized that people needed a reason to trust him with one of the largest financial decisions of their lives.

One of the lessons he learned was the importance of communication. Early in his career, Elishua struggled with responding to clients on time. He came to understand that answering calls, returning messages, and keeping people informed were part of earning their business. When he began making communication a priority, he started seeing improvements in his results. His experience reinforces a principle that applies to almost any business: customers are the reason a business exists, and taking care of them has to come first.

Real estate also involves more problem-solving than many people realize. While the public often sees agents showing houses and collecting commissions, the work involves coordinating with banks, managing transactions, handling repairs, and resolving issues that arise throughout the buying and selling process. Agents have to navigate these challenges while maintaining relationships with clients and keeping transactions moving toward completion.

Competition creates another challenge. Elishua recalls learning that, in 2023, Kanawha County had more real estate agents than available listings. With so many people competing for business, finding clients requires more than having a real estate license. He has worked to distinguish himself through social media, marketing, and developing his approach to serving clients. His goal is to create a reason for people to choose him over other agents.

We also discussed the importance of investing money back into a business. Elishua views these expenses as part of building a career rather than costs to avoid. His investments have included clothing, equipment for producing drone photography and video, phone services, and maintaining his health and appearance. These decisions reflect his belief that entrepreneurs need to invest in the tools and resources that help them serve customers and present themselves in the marketplace.

Beyond financial investments, Elishua places importance on personal development. He considers self-doubt one of the largest wastes of time in his career. Periods without sales created uncertainty, but he learned that questioning his ability did nothing to improve his circumstances. His advice to entrepreneurs is to remember why they started, maintain confidence in their abilities, and continue working through setbacks.

Problem-solving and resilience are skills he believes every business owner needs to develop. Failure is part of entrepreneurship, but the response to failure matters. Instead of allowing setbacks to become reasons to quit, business owners can use those experiences to identify mistakes and improve their approach. Elishua is also exploring artificial intelligence as a tool to support his business and adapt to changes in technology.

Faith plays a role in how Elishua approaches his career. He credits his relationship with God, prayer, and belief in his purpose with helping him endure challenges. He also values learning from mentors and following other entrepreneurs who share their experiences. These influences help him maintain his direction when progress becomes difficult.

Elishua’s experience demonstrates that building a business requires patience, communication, investment, and a willingness to learn. His first three months without a sale taught him that success would not happen without effort. Improving his responsiveness helped him build relationships, while marketing and continued investment gave him ways to compete. His message to other entrepreneurs is to believe in their vision, prepare for challenges, learn from failure, and keep moving forward even when the results have not yet arrived.

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Landscape architecture shapes the spaces people use every day, from parks and trails to sidewalks and streets. Gracetyn Carper works in this field, helping communities across West Virginia create spaces that support recreation, transportation, and quality of life. I spoke with Gracetyn about what landscape architects do, how projects move from concept to construction, and what she has learned about design, planning, and professional development.

One of the misconceptions about landscape architecture is that it focuses on planting trees and designing parks. The work goes beyond landscaping. Landscape architects coordinate with civil engineers, geologists, architects, and other professionals to plan spaces that serve the people who use them. Their responsibilities often include project management, bringing together the people and resources needed to complete a project.

In West Virginia, much of this work involves grants that fund projects for communities. These projects can include parks, trails, streetscapes, and transportation connections. Some address needs such as building sidewalks that allow children to walk to school. Others focus on drainage, stream washouts, and watershed management. The goal is to solve problems while creating spaces that people can use.

The Charleston Connector is one example of how landscape architecture can influence a community. By connecting areas throughout Charleston, the project aims to provide opportunities for exercise, recreation, and travel. Projects like this demonstrate how planning can influence the way residents interact with their surroundings.

When Gracetyn entered the profession, she expected to spend much of her time designing projects and exploring concepts. The reality has required more attention to budgets, site conditions, and the needs of the people who will use each space. A design must work within the limits of the project while addressing its purpose.

That experience has also changed her approach to the design process. Early in her career, she believed her first design might be the one that worked. She learned that reaching a final plan requires revisions, research, and collaboration. Each site presents conditions that can change the direction of a project. Understanding those conditions is part of developing a solution.

Technology has also influenced how she works. When I asked about the best money she had spent in her profession, her answer was an Apple Pencil. Landscape architecture has roots in hand drafting and rendering, but computer graphics now play a role in the process. The Apple Pencil allows her to combine drawing techniques with digital tools, creating plans that maintain the appearance of hand-rendered work.

Another lesson has been learning not to do everything at once. Landscape architecture involves disciplines and responsibilities, making it tempting to take on too much. Gracetyn has found that limiting herself to one area can also restrict opportunities to learn. Finding a balance between developing skills and exploring different parts of the profession remains part of her growth.

Mentorship is another part of that development. Gracetyn believes professionals should be willing to learn from people with more experience. Entering a design field can bring confidence in one’s ideas, but experience provides knowledge that cannot come from education alone. Mentors can help professionals understand the planning process and approach problems from other perspectives.

Communication is a skill she continues to develop. She has made public speaking a priority because presenting ideas requires an understanding of the audience. Landscape architects must communicate with people who have different interests, needs, and levels of knowledge about a project.

Planning remains a principle behind her approach to work and life. Rather than starting without preparation, Gracetyn prefers to research, organize resources, and understand the process before moving forward. That preparation helps her identify what a project requires and what challenges might arise.

For anyone interested in learning about the profession, Gracetyn recommends the American Society of Landscape Architects, which also has a West Virginia chapter. The organization offers examples of projects and information about how the profession serves communities.

My conversation with Gracetyn reinforced how much thought goes into spaces we often take for granted. Landscape architecture combines design, engineering, research, and project management to address community needs. Her experience also offers lessons that apply beyond her profession: prepare before starting, recognize that the first idea may not be the final solution, learn from others, and continue developing skills. Whether the project involves a sidewalk, a trail, or a park, the purpose is to create spaces that improve how people live and connect with their communities.

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Most business owners think of video as a marketing tool designed to attract attention and generate leads. But video can serve a purpose throughout the customer journey, from introducing people to a business to supporting the sales process and delivering services. With more than 25 years of experience in video production and marketing, I’ve seen how businesses can get more value from video by using it in three areas: marketing, sales, and fulfillment. Each stage presents opportunities to improve communication, build trust, and save time.

Video marketing has changed over the years, but its purpose remains much the same. Television commercials introduced businesses to audiences through 15 or 30 second advertisements. Today, platforms like Facebook, Instagram, TikTok, and YouTube provide ways to reach people through short-form content. These videos can attract attention, introduce products and services, and encourage people to learn more.

However, getting someone’s attention doesn’t mean they’re ready to make a purchase. Most customers need time to understand a business, consider their options, and develop trust before making a decision. That’s where longer videos can play a role.

YouTube content, podcasts, and educational videos give potential customers a chance to spend time with a business and understand what it offers. This helps move people from knowing a business exists to considering whether its products or services meet their needs.

One approach I recommend is the video sales letter, or VSL. This is a presentation built around three elements: proof, promise, and plan. It establishes why customers should trust a business, explains the result they can expect, and outlines how the business intends to deliver that result. It also addresses objections that might prevent someone from making a purchase.

A video sales letter can become part of the sales process without requiring a salesperson to repeat the same presentation for every prospect. Businesses can display these videos in waiting rooms, play them in conference rooms before meetings, or send them to prospects before sales appointments. This gives potential customers information about the company and prepares them for conversations about their needs.

The next opportunity comes during fulfillment. Once someone becomes a customer, video can help explain procedures, set expectations, and guide them through the service process.

Businesses often answer the same questions or explain the same instructions to customers. Instead of repeating these explanations, they can create educational videos that customers watch before appointments or service visits.

For example, a dentist or orthodontist might develop a series of videos explaining what patients should expect during each appointment. Customers can learn how to prepare, what happens during the visit, and what steps follow. Businesses offering services that involve multiple appointments can use this approach to keep customers informed throughout the process.

Video can also support operations through employee training and documentation. Businesses can record onboarding lessons, explain workplace procedures, and provide instruction on tasks employees need to perform. This can reduce the amount of time experienced employees spend repeating training material.

Safety training presents another application. Videos can demonstrate procedures and establish expectations for employees. When combined with records showing that employees completed the training and acknowledged the requirements, these materials can support a company’s safety and compliance efforts. Documentation can also become useful when questions arise about whether procedures were communicated.

The value of video extends beyond attracting customers. Marketing videos generate awareness, sales videos help prospects understand an offer and make decisions, and fulfillment videos prepare customers for services. Training content can support employees and document business procedures.

I encourage business owners to examine each stage of their operations and identify where they repeat information, answer questions, or explain processes. Those moments may present opportunities to use video to save time and improve communication.

The goal isn’t simply to produce more content. It’s to put video to work where it serves a purpose. By connecting marketing, sales, fulfillment, and employee training, businesses can make video part of how they attract customers, build relationships, deliver services, and manage their operations.

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Real estate is about more than buying and selling property. It requires building relationships, generating leads, solving problems, and managing a business. I talked with Meghan Callaghan, broker of Berkshire Hathaway HomeServices Professional Realty, to discuss her 14 years in real estate, the challenges facing the industry, and the lessons she has learned about entrepreneurship. From managing agents across West Virginia to helping clients make financial decisions, her experience shows how much work goes into building a career in real estate.

Meghan entered the industry after her father encouraged her to get her real estate license and work alongside him. He presented the business as an opportunity to tour homes, meet people, and help families find places to live. While those activities remain part of the job, she discovered that real estate demands much more. Agents must respond to problems, adapt to changing circumstances, and find clients to keep their businesses running.

Today, Meghan serves as the broker for Berkshire Hathaway HomeServices Professional Realty, overseeing approximately 65 agents across offices in Charleston, Teays Valley, and Parkersburg. The company handles residential and commercial real estate throughout the region, including areas extending toward Ravenswood.

Her father founded the original company in 2007, just before the housing market crash. The business survived that period, became a Berkshire Hathaway franchise, and merged with Professional Realty. The company is also relocating its Charleston office from the East End to 620 Virginia Street downtown. Meghan stepped into the broker position in January, adding management responsibilities to her work in real estate.

One lesson from her career is the importance of treating yourself as a business. When Meghan started, she focused on selling homes without approaching her work from the perspective of a business owner. She came to understand that agents are entrepreneurs responsible for developing clients, managing their time, and making decisions that support growth.

We also discussed misconceptions about what real estate agents do. Some people believe agents spend their days opening doors, taking photographs, and hosting open houses. In reality, much of their work involves anticipating problems and resolving issues before clients become aware of them. Agents help guide buyers and sellers through transactions that often represent some of the financial decisions of their lives.

The housing market presents challenges. Meghan points to homeowners who secured mortgage rates around 2.5% to 3% during 2020 and 2021. Many are reluctant to sell and give up those rates, limiting the number of homes available for purchase. This also slows the process of moving from a starter home into another property. Inventory shortages and interest rates continue to affect buyers, sellers, and agents.

When discussing investments in her business, Meghan identifies relationships with clients as a source of return. She makes an effort to remain connected after a sale, including delivering fall mums to clients as a reminder that she values their relationship. These connections help generate referrals and repeat business.

Not every use of time produces a return. Meghan recalls working with prospective buyers for years despite recognizing they were unlikely to purchase a home. That experience reinforced the importance of qualifying clients, obtaining mortgage pre-approval, and knowing when to redirect time toward opportunities.

Lead generation is another lesson she believes applies to every entrepreneur. Having the skills to provide a service does not guarantee customers. Business owners must develop ways to attract prospects and build relationships. Meghan also recognizes the need to keep pace with technology and social media as the methods for reaching customers change.

Our conversation closed with a principle Meghan applies to every transaction: treat people with honesty and fairness, including those who are not her clients. She wants to know that her decisions reflect how she believes people should be treated.

Her experience reinforces several lessons that extend beyond real estate. Treat your work as a business, invest in relationships, manage your time, develop a process for generating leads, and prepare to solve problems. Above all, build a reputation through the way you treat people. Those principles help sustain a business through changes in the market, challenges with clients, and the demands of growth.

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Building a business takes more than having expertise in an industry. It requires making decisions, learning from mistakes, developing relationships, and adapting when circumstances change. In this episode of Kanawha Valley Hustlers, I chat with Madhur Bedre to discuss his experience building a company that helps manufacturers improve production through process control and artificial intelligence. We explore the challenges of entrepreneurship, the role of technology in manufacturing, and the importance of building a network of people who can help along the way.

Madhur has spent about 15 years working in process control, including time working in Charleston before starting his company seven years ago. His business works with manufacturers around the world, including companies in the chemical industry, to solve problems involving production, quality, and equipment utilization.

Process control focuses on helping manufacturers get more out of their existing equipment and operations. That might mean improving production output, addressing quality issues, or adjusting systems to meet performance targets. His company uses modeling, process control technology, and other engineering methods to help organizations address these challenges.

Artificial intelligence has become another part of the business over the past two years. Rather than allowing AI to make changes to manufacturing operations on its own, Madhur’s company uses it to support the people managing those systems. AI provides information and recommendations that help engineers and plant operators make decisions. The goal is to improve how manufacturers use their equipment and resources while keeping people responsible for operational decisions.

When manufacturers cannot solve problems with their existing resources, Madhur’s team often steps in to help. He describes the company as Plan B, the organization businesses call when they need help finding a solution.

Madhur admits he knew little about running a business when he started. Over seven years, he has faced challenges involving hiring, negotiations, planning, and developing processes that support the company. Some decisions worked, while others created problems that required changes.

I think this is something entrepreneurs need to hear. Business owners can look at other companies and assume everyone else has figured things out. The reality is that mistakes are part of running a business, regardless of how much experience someone has. Madhur has found value in talking with other entrepreneurs, sharing experiences, and asking how they would approach certain situations. Even business owners with decades of experience continue to encounter problems they have never faced before.

We also discuss challenges affecting manufacturing in 2026. Madhur identifies two concerns: economic pressures and employee retention. Changes in supply and demand have affected the chemical and plastics industries, creating conditions businesses cannot control. At the same time, the growth of AI has created opportunities for employees with manufacturing and engineering experience. Companies developing AI technology are recruiting people who understand how these industries operate, making retention a concern for employers.

Despite those challenges, AI has also created opportunities for Madhur’s company.

Looking back, Madhur identifies time spent pursuing customer relationships without alignment as one of his mistakes. Rather than recognizing that certain customers were not a fit, the company continued trying to make those relationships work. That experience reinforced the importance of knowing when to move on.

Adaptability is another lesson Madhur considers important. Entrepreneurs need to recognize when circumstances are changing and adjust their approach. For him, that has included developing skills outside his engineering background. Sales and marketing have become areas of focus over the past 18 months as he works to support the company’s growth.

We close with Madhur’s belief that pursuing something with commitment can create opportunities to achieve it. His involvement in organizations and events throughout the Kanawha Valley reflects the value he places on relationships and community engagement.

Our discussion reinforces several lessons about entrepreneurship. Expertise can provide the foundation for a business, but success also depends on planning, people, processes, and the ability to adapt. Mistakes are unavoidable, relationships provide support, and some factors will remain outside an owner’s control. What matters is learning from those experiences, making decisions about where to invest time and resources, and continuing to move toward the goals that make the work worthwhile.

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My conversation with Haley Merritt focuses on what sales looks like once you move past the idea of pitching products and start building relationships. Haley works as an account manager at ProSource, where she helps businesses with office equipment, printing, document management, and other technology needs. Much of our discussion centers on how her understanding of sales changed once she entered business-to-business sales and learned that people are rarely waiting for someone to walk through the door and sell them something. Instead, earning business takes trust, networking, listening, and time.

Haley entered sales believing that potential customers would already have an interest in the product being offered. That expectation changed once she began approaching businesses. In retail, customers enter a store because they already have some intention of making a purchase. B2B sales works in another way. A salesperson may be entering someone’s workplace in the middle of their day without an invitation. Haley learned that starting with a prepared sales pitch did not create the conversations she wanted.

One of the first changes she made was to stop relying on a rehearsed pitch. She had spent time preparing what she planned to tell prospects, only to discover that many of the people hearing the pitch were not decision makers or were not interested in hearing a sales presentation at that moment. She began focusing on being herself, having conversations, and developing relationships instead. Networking became a large part of that approach. Her goal shifted from trying to close a sale during the first conversation to building connections with people who may contact her when a need develops.

We also discuss changes within the office equipment and printing industry. While businesses continue moving toward document automation, Haley points out that printing has not disappeared. Manufacturing companies still need invoices, inventory documents, shipping materials, and other printed information. The opportunity is not limited to asking businesses how much they print. It involves understanding what they produce, what they outsource, what those processes cost, and whether some of that work could be handled in-house.

That leads into one of the common misconceptions surrounding printing: many businesses do not realize how much it costs them over time. A few unnecessary copies may not appear significant, but those expenses add up across departments and throughout a year. Some spending may also take place outside the people responsible for purchasing, which makes the total harder to see. This reinforces a point I believe applies across business: you have to understand your numbers and margins. Identifying waste and improving processes can create savings without requiring cuts that affect the operation.

Networking continues to play a role in Haley’s development. She points to her investment in Business Network International as money well spent because it gives her a place to build relationships, practice talking about her business, and learn more about how she can serve other companies. Rather than viewing mistakes or time spent pursuing the wrong opportunities as wasted effort, she looks for lessons and relationships that came from those experiences. I agree with that approach. If you learn from a mistake, there is still value in making it.

Accountability is another skill Haley believes every salesperson should develop. That means setting a standard for yourself while also allowing other people to hold you to it. Being challenged can be uncomfortable, but growth often requires hearing when something needs to change.

One skill she continues working on is knowing when to stop talking and listen. That lesson connects to much of our conversation. Sales is not about delivering the perfect speech. It is about understanding people, their businesses, and the problems they are trying to solve.

The main lesson from my conversation with Haley is that sales becomes more effective when the focus moves from pitching to relationships. Networking creates connections. Listening helps uncover needs. Accountability encourages improvement. Mistakes create lessons when we are willing to learn from them. Technology and industries will continue to change, but the ability to understand people and help solve their problems remains at the center of doing business. As Haley puts it, practice may not always make perfect, but practice does make you better.

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A common problem I hear from entrepreneurs is that employees do not always follow through on assignments the way the owner expects. A task gets assigned, the instructions seem clear, and when the work does not get done, the first assumption may be that the wrong person was hired. I believe the problem often begins with leadership instead. Leading a team is a skill, and like any other skill, it can be learned and developed.

I have spent more than 25 years working with creative and business teams, including more than eight years as the marketing director of a company that grew from fewer than 20 employees to more than 80 across four offices. One lesson I learned during that time is that assigning work is often the easy part. The challenge is creating an environment where people understand the mission, take ownership of their responsibilities, and want to contribute to the result.

One of the most important distinctions in leadership is the difference between compliance and cooperation. Compliance depends on consequences. An employee does something because failing to do it could lead to punishment, loss of pay, discipline, or termination. This approach can produce results, but those results may only last as long as the threat remains.

Cooperation works in a different way. Instead of forcing someone to complete a task, the goal is to help that person understand why the work matters. Employees need to see the larger vision, understand how their role contributes to it, and recognize what they gain by helping accomplish the goal. This takes more time and effort from the leader, but it can create commitment that goes beyond doing the minimum required.

Leadership also requires setting the example. If I expect an employee to arrive at 9 a.m., I cannot expect that standard to carry much weight if I arrive late each day. People may not always follow what a leader tells them, but they pay attention to what that leader does. Expectations become more credible when the person setting them follows the same standards.

At the same time, leaders need to understand the difference between inspiring employees and intimidating them. A business owner may work long hours, arrive before everyone else, and carry a workload that comes from years of experience. Showing employees how much the owner can accomplish may seem like inspiration, but it can have the opposite effect. Someone who looks at that example and believes they could never reach that level may stop trying before they begin.

A better approach is to meet people where they are. Work beside them. Give them goals they can reach. Once they reach those goals, encourage them to take the next step. Leadership should give people a path forward instead of making them feel that they must immediately perform at the same level as someone with years of experience.

There is also a practical process for transferring work to employees. Standard operating procedures can help turn knowledge that exists in one person’s head into a process another person can follow. I use a three-step approach. First, show the person how to complete the task and have them document each step. Second, have them perform the task while you watch and correct gaps in the process. Experience can cause leaders to skip steps that feel obvious to them but are not obvious to someone learning the job.

The third step is to have that employee teach the process to someone else. Teaching exposes areas they may not understand and helps confirm whether they can perform the work without direct supervision. The leader can then move into a quality-control role instead of continuing to perform every task personally. Over time, the person who was trained can train others, allowing the process to continue without depending on one person.

The main lesson is that leadership is not about giving orders and expecting people to follow them. Cooperation is stronger than compliance, and people are more likely to take ownership when they understand the goal and see how their work contributes to it. Leaders also need to practice the standards they expect, inspire rather than intimidate, and give employees a process for developing their skills. Almost any task that is performed on a consistent basis can be handed to someone else when the leader takes the time to teach it, sets expectations the person can reach, and develops enough trust to let that person take responsibility.

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