Entrepreneurship and Leadership

In this episode Richard interviews not an entrepreneur but a business journalist with detailed knowledge of the Polish and British business landscape from the perspective of someone who has helped facilitate business between Poland and the United Kingdom in both directions. Listeners will learn of examples of Polish entrepreneurs acquiring British companies post-Brexit, and hear a discussion of whether the next generation of Poles will be as hungry for success as the first generation of post communist entrepreneurs. Michael Dembinski, born in London to Polish émigré parents, studied at Warwick University and The City University London; worked at the CBI, for nine years as editor of monthly magazineCBI News, before moving to Poland with his young family in 1997. In Poland he worked on several publishing projects before setting down with the British Polish Chamber of Commerce, where he’s been for over 20 years. Since 2007, Michael has been blogging about Poland and matters metaphysical on his blog,W-wa Jeziorki. Linkedin British Polish Chamber of Commerce Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Richard and Kimon speak with Faisal Kanji, co-founder of hungerhub, an innovative catering company. Based in Canada, hungerhub combines the quality of traditional catering with the convenience of a delivery service like UberEats. With typical business or party catering, companies and planners will order communal trays from a single restaurant. This is often unsanitary and inconvenient, especially for those with dietary restrictions and allergies. With hungerhub, each attendee receives a log-in ahead of time where they can select customized meals from restaurants of their choice. Hungerhub compiles these orders together and handles delivery and logistics. Founded in 2018, hungerhub has grown considerably, generating over $10 million CAD in revenue this past year with 30 employees. Part of what makes hungerhub different than UberEats or other delivery services, is the ability to plan ahead to minimize the number of drivers required to complete a delivery. Instead of needing 100 drivers for 100 different meals, hungerhub is able to serve 100 meals with just a few drivers. Currently available only in the English-speaking parts of Canada, hungerhub is looking to expand internationally. Faisal discusses the challenges of international expansion, especially into the United States. He highlights the competitive nature of American market and the significant amount of research required to launch there. Faisal speaks on balancing growth versus stability. He wants hungerhub to grow, but most importantly, he wants it to grow in a way that maintains quality. Also in the interview, Faisal describes how he met his co-founder, Sari Abdo, on Angel List. Sari already had the idea and was looking for a partner to help implement. Part of the idea arose from seeing the common practice of free lunches offered by tech companies. In Toronto, most tech companies did not offer this perk, so Faisal and Sari saw an opportunity to find an affordable solution. Faisal also talks about the importance of their first client. This client provided significant and “tough” feedback, which helped them improve their methods and rethink issues quickly. Great clients that are willing to constructively criticize can be essential for businesses as they try to grow and solve issues that might not be obvious. To find their first clients, Faisal and Sari went about cold-calling and showing up in person to pitch their product to companies. Once they started getting clients to agree to trial periods, they ensured that they were generating efficiencies beyond how companies were already going about lunch catering. Faisal’s journey to running hungerhub was years in the making. At an early age, he worked in restaurants. When he turned 18, he got his real estate license and began selling. He then opened and ran a coffee distribution business, which taught him many of the lessons he would need to run hungerhub. Towards the end of the conversation, Faisal talks about his competitive nature and how he stays motivated. He’s a true entrepreneur in both spirit and deed. Faisal Kanjiis co-founder ofhungerhub, a Canadian-based catering solutions business. Richard Lucasis a business and social entrepreneur who founded, led and/or invested in more than 30 businesses. Kimon Fountoukidisis the founder of bothArgos MultilingualandPMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his storyhere. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Richard and Kimon recently interviewed Gonçalo Consiglieri, the co-founder of Visor.ai, a company specializing in AI and automation solutions for customer service teams. Initially focused on chatbots customized for specific industries, Visor.ai has evolved into a prominent player in the field. Before venturing into entrepreneurship, Gonçalo worked as a consultant, adapting to the corporate structure. However, driven by a desire for a new path, he left Deloitte to establish his first company in Portugal. Facing a less robust entrepreneurial community initially, Gonçalo witnessed its growth over time. Notably, Gonçalo and his co-founders faced the setback of a failed first company. Undeterred, they chose to persevere as business partners, leveraging the lessons learned for a second attempt. Gonçalo attributes part of their success to a shared passion for the same soccer team and the resilience gained from previous defeats. Mostly boot-strapped, Visor.ai also secured small rounds of investment from public sources in the EU and various startup incubators. The company, now with around 30 business clients, serves major entities such as the largest private bank in Portugal and a significant insurance company. Visor.ai specializes in creating automated chat tools, both utilizing existing market tools and developing proprietary ones. While currently focused on the Portuguese market, Visor.ai aims to expand into the Spanish market in the coming year, emphasizing growth and investing in operational expansion. In the interview, Gonçalo shares insights into his childhood, highlighting his entrepreneurial grandfather as a major inspiration. Despite success in consulting, Gonçalo felt the importance of carving his own path. As an executive of a company with approximately 60 employees, Gonçalo emphasizes the challenges of ensuring alignment. Delegating responsibility and offering stock options to high-performing employees are crucial aspects of his management strategy. He discusses the enjoyable and challenging aspects of executive roles. Offering advice on finding investors, Gonçalo suggests avoiding "make or break" funding situations. He values investors who contribute not just financially but also help connect Visor.ai with new customers and experienced business professionals. Knowledgeable investors play a crucial role, especially when expanding into new markets like Brazil. Gonçalo advocates for embracing failure, viewing it as a valuable lesson. He stresses that solving problems is the key to entrepreneurial success, emphasizing the importance of humility in the face of challenges. Gonçalo Consiglieriis the COO and co-founder ofVisor.ai, bringing over a decade of expertise to the team. Holding an MBA from Universitat de Barcelona, Spain, he previously worked as a Management Consultant at Deloitte and KPMG, specializing in Banking and Insurance where he also had an active role in launching two new banks in Africa. For the past six years, he has been overseeing the financial and operational aspects of the venture initiated with co-founders Gianluca Pereyra and Bruno Matias. Richard Lucasis a business and social entrepreneur who founded, led and/or invested in more than 30 businesses. Kimon Fountoukidisis the founder of bothArgos MultilingualandPMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his storyhere. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Richard and Kimon talk to Peter Cowley, angel investor and author of the book, Public Success, Private Grief. Peter started his career as a software engineer, moving to Germany after graduating from college. He returned to the United Kingdom in 1984, where he embarked on a career as an entrepreneur. He’s started over a dozen companies, worked closely with 7 different charities, and angel-invested in over 70 companies. Peter also has late-stage cancer, launching Project Cancer to document his experience and increase awareness. Now 68, Peter was recently diagnosed with a type of lung cancer that affects non-smokers and is difficult to detect. Peter does not expect that current treatment will be effective, and is dedicating much of his remaining time to passing on the life lessons he’s learned. Peter’s bravery in the face of terrible illness is most visible in vulnerability talking about the challenges he’s faced in life. Too often in the world of entrepreneurship and business, people downplay their struggles. Peter is an example of a business person with a holistic worldview, recognizing that there is more to life than mere monetary rewards. Through Project Cancer, Peter documents his own experience with cancer. He’s featured interviews with researchers, and his personal oncologist, and examined the UK’s healthcare system, the NHS. In Public Success, Private Grief, Peter opens up about more than just his ongoing struggle with cancer. He also discusses his family life, including bravely sharing his experience of losing two children. Peter is also a recovering alcoholic, having a family history of addiction. Along with his wife, Peter wrote Public Success, Private Grief to show how people can process experiences of extreme tragedy and still maintain love and a sense of optimism about the positive aspects of life. Peter has created a 350-day plan of the things he wants to do while he is still able. Public Success, Private Grief is slated for publication on April 17, 2024. Much of his time will serve in the release and promotion of this deeply personal self-help memoir. In addition, Peter is planning a trip to Antarctica and has begun arranging short one-on-ones with various close friends. Some of his plans include taking a stand-up comedy course and eating at Michelin-star restaurants. Peter describes the medical regimes he’s undertaken, highlighting how through his treatment, he’s remained active. Peter has run and half marathon and gotten married in the Galapagos. While many people suffering from a terminal illness might become less active, Peter credits his entrepreneurial taste for measured risk as an inspiration to keep living life fully. Truly a one of a kind, Peter is unlike any guest Richard and Kimon have ever had on the Entrepreneurship and Leadership podcast. He has managed to turn his adversities into strengths, portraying the messy realities of life to contribute more value to others. Preorder Public Success, Private Grief About Peter Cowley Invested Investor Invested Investor on the New Books Network Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

In this episode, Kimon and Richard speak with Philipp Legner, founder of educational software Mathigon. After graduating from the University of Cambridge with a degree in Mathematics, Philipp worked as a software engineer and developer at Bloomberg. In 2017, Philipp founded Mathigon, which was acquired by Amplify in 2021. Philipp continues to run Mathigon under the aegis of Amplify. Mathigon has developed several educational products. The overarching experience that ties them together is an interactive one. As students engage with different problems, they are prompted to explore different avenues. The courses are intended to be fun and interesting, and to engage students as much as possible. All of the content on Mathigon is completely free to use. One of the main throughlines is to make math exploration visual and creatively engaging. In addition to Philipp’s insights into education, he has worked with educators to develop different aspects of the curriculum offered by Mathigon. Mathigon seeks to educate based on students’ interests. So, if a student is interested in sports, questions will use sports examples. Because Mathigon is free to use, its primary source of revenue comes from licensing content to other educational companies. IBM, for example, licensed Mathigon. Part of the business plan, which Philipp successively executed, was to build the product as an acquisition target for a larger educational company. While Philipp loves education, technology, and building products, he does not love running a business. This was part of the main motivation for selling his company to Amplify. His only condition for the sale was Mathigon, as it existed at the time of signing, would remain free forever. Philipp Legner is VP at Amplify and Founder of Mathigon. Richard Lucasis a business and social entrepreneur who founded, led and/or invested in more than 30 businesses. Kimon Fountoukidisis the founder of bothArgos MultilingualandPMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his storyhere. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Richard and Kimon speak with Oliver Webb-Carter, co-founder and editor of Aspects of History, a magazine and website that showcases great writing and research in history and historical fiction. Prior to starting Aspects of History, Oliver had a varied career as an archaeologist and a banker. As a young man, Oliver worked at a dig site in Belize for six months, which helped shape his interest in the past. In 2002, just after graduate school, Oliver got a job working in IT at JP Morgan. He loved IT and worked in this department until 2010. He moved into change management, helping intra-company contract negotiations. After, he worked in controls management, an important compliance department. He never worked in trading, but had significant experience in many parts of banking world. In 2010, he started taking night classes, learning Ancient Greek. Oliver found himself growing disinterested in his day job, regularly waking up at 3am unable to get back to sleep. After a few more years, Oliver began to explore other ideas for work. As a fan of history, Oliver saw that authors had difficulty promoting their works beyond initial book launches. He points out that publishers are increasingly less interested in promoting their authors. To help with this problem, Oliver co-founded Aspects of History. Aspects of History is subscription-based, and the main purpose is to introduce readers to great historians and their new books. Every year, Aspects of History publishes 6 issues with articles, interviews, and reviews. Oliver also discusses the challenges that came with quitting a stable, well-paying job to pursue his passion. He discusses his wife’s support, and how this was integral to making the entrepreneurial leap. At the end of the interview, Oliver talks about the future for Aspects of History and plans for growth. Oliver Webb-Carteris co-founder and editor ofAspects of History. Richard Lucasis a business and social entrepreneur who founded, led and/or invested in more than 30 businesses. Kimon Fountoukidisis the founder of bothArgos MultilingualandPMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his storyhere. Learn more about your ad choices. Visit podcastchoices.com/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

Richard and Kimon speak with James Green, one of the co-founders of DQ Ventures, a company that assists experienced professionals launch their own businesses. Originally hailing from Northampton, England, James now lives in Sweden. During his earlier years, James didn't show much interest in business; his passions lay in art and writing. However, as he got older, he realized that entrepreneurship was a fantastic way to express his creativity. Following his college education, he rose to the role of managing director at a creative agency in the UK. However, in 2009, at the age of 33, he decided to become an angel investor. While he did have some successful investments, he gained his most valuable lessons from a failed venture that cost him $2 million. This setback taught him crucial insights about what not to do in business. James now advises against three key pitfalls: (1) getting carried away with one's own success, (2) building a product before understanding the market demand, and (3) failing to network and learn from others in the industry. Overcoming these challenges made James a more thoughtful investor and entrepreneur. With DQ Ventures, James and his partners follow a strategic approach to launching new businesses. They start by identifying a product that people want to buy before creating it. Once they find the right partner, they work together to refine a compelling business idea. Once the entrepreneurial journey begins, they develop a solid business plan based on thorough market research and other methods. James emphasizes the importance of scrutinizing the idea and pinpointing the first ten potential customers. They then seek out these customers, gather feedback, and integrate it into the product development process. During the initial year of supporting the entrepreneur, DQ Ventures provides starting capital and incubation services. If the business shows promise after this period, DQ leads a seed funding round, and the entrepreneurial partner is expected to leave their current job and work on the venture full-time. At the moment, DQ Ventures is involved with 13 companies, six of which have secured seed funding. In his day-to-day role, James serves as the co-founder for around a dozen companies, taking on various tasks, from conducting user interviews to raising funds. Additionally, DQ Ventures has developed educational modules to guide founders through the entrepreneurial journey. Towards the end of the interview, James, Kimon, and Richard emphasize the significance of finding excellent mentors and connecting with individuals who can provide valuable insights on running a successful business. James Green is co-founder of DQ Ventures. DQventures de-risks entrepreneurship for professionals who want to start their own business. Learn more about your ad choices. Visit podcastchoices.com/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

In this episode, Richard and Kimon interview Simon Stanisz, the co-founder of The NorthStar Consulting Group. Simon is a sales expert who has recently shifted his focus to non-profit work. Simon's early exposure to entrepreneurship came from his family's small businesses in the Polish mountains, with his uncle serving as a significant source of inspiration due to his tenacity and commitment to education. At just 16, Simon began assisting his uncle at trade show stands, igniting his passion for business. His initial work experience involved selling educational books and website subscriptions door-to-door in the United States, covering the American Midwest and South. This experience honed his sales skills as he had to quickly gain the trust of strangers to make successful pitches. Simon also delves into his decision to pursue consulting over a traditional sales career. Consulting allowed him to concentrate solely on maximizing sales, without the need to split his attention between sales and product delivery. After exploring various roles in different companies, he found that consulting was the most lucrative path. Once he established a stable revenue stream through his sales consulting company, Simon found himself with spare time for other ventures. A friend approached him with the idea of starting the Hearty Foundation, aimed at providing mentorship, particularly in the IT field, to at-risk youth in foster care. Simon applied his sales expertise to gain support from orphanages and youth support organizations for this initiative. Simon also addresses the intricacies of funding a foundation and offers valuable insights for those interested in creating a sustainable funding base without relying solely on grants. He illustrates how the Hearty Foundation attracted support from companies eager to assist at-risk youth through IT training. With a diverse career spanning various aspects of sales, Simon's story will appeal to individuals interested in pitching and applying business acumen to the non-profit sector. Northstar Consulting Hearty Foundation Social Movers Hub Open Rate Digital Scope Przemyslaw Simon Staniszis thefounder of NorthStar Consulting Group. Richard Lucasis a business and social entrepreneur who founded, led and/or invested in more than 30 businesses. Kimon Fountoukidisis the founder of bothArgos MultilingualandPMR. Both companies were founded in the mid 90s with zero capital and both have gone on to become market leaders in their respective sectors. Kimon was born in New York and moved to Krakow, Poland in 1993. Listen to his storyhere. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

On this week's episode, Richard and Kimon continue their discussion on business, focusing particularly on leadership and management. Starting off the conversation, Richard asks Kimon for his views on leadership. Kimon begins by addressing the role of trust. Trust operates in two directions: employees must trust that the CEO is the right person for the job, and the CEO must trust their employees. This is especially crucial in today's business landscape, which increasingly accommodates remote work. However, trust isn't easy to scale. As a company grows, the significance of time-tracking tools and productivity verification systems increases. For smaller companies, these tools can be costly and awkward. In such cases, fostering trust between employees and management becomes paramount. The CEO shouldn't need to constantly verify that employees are fulfilling their commitments. Trust establishes a solid company culture where everyone relies on each other, without excessive and bureaucratic surveillance. If a CEO focuses on controlling and constantly checking employee productivity, the company will incur opportunity costs. Kimon shares that during his time at Argos Multilingual, he prioritized trust over surveillance. Although he encountered setbacks, he believes the overall benefits to company culture outweighed these negative experiences. Richard adds that while employee processes should be "checkable," they don't need to be constantly "checked." If an issue arises, it can be easily identified without management wasting time playing the role of productivity police. Both Richard and Kimon lean towards trust over distrust. Acknowledging their moments of naivety, they still assert that an atmosphere of trust is more advantageous to create than one of suspicion. Clear guidelines and well-defined roles remain crucial. Richard straightforwardly expresses it as: "trust goes with high expectations." Kimon suggests that granting employees leeway "allows the best to stand out." Over time, it becomes evident which employees are engaged, self-motivated, and poised for leadership roles. For this trust-based leadership approach to succeed, the CEO must also be engaged and self-disciplined. Otherwise, employees will follow suit and lose motivation. Later in the discussion, Kimon introduces the concept of the "bank of goodwill." In prosperous times, CEOs should provide raises without employees needing to ask. This demonstrates appreciation for their hard work and eases any stress related to seeking better compensation. During challenging times, CEOs can request employees to forgo raises with the understanding that adjustments will be made when conditions improve. Commenting on the "bank of goodwill," Richard emphasizes communication's significance. The CEO should be accessible and open to employees. Regular communication keeps employees informed about business fluctuations, preventing blindsiding when tough decisions are necessary. In closing, Richard and Kimon summarize their thoughts on trust in leadership. Kimon stresses that for a CEO starting a company, treating everyone equally and cultivating a culture of hard work are paramount. Richard advises potential CEOs to not only trust their employees but also to be candid when facing challenges or difficulties as leaders. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership

In this episode, Richard and Kimon interview each other about B2B sales, also known as enterprise sales. These days, many businesses are considering how they can incorporate AI technology to boost sales, but when dealing with large enterprise clients, nothing beats the value of building personal relationships. B2B sales are generally bigger in scale compared to consumer sales (B2C), requiring more investment per transaction. It's crucial to understand your clients not only on a personal level but also when it comes to their current and potential future needs within the broader market.  Large B2B transactions almost always involve a lengthy onboarding process. It's essential to have at least three strong references from current or former clients. Without a positive track record with past clients, it becomes nearly impossible to attract new clients. If your company is new and lacks a client base, you may need to offer services at a significant discount or even for free. This can create goodwill that will pay off in the long run. Even if your company doesn't secure the contract, it's still valuable to have your name considered. The company chosen by the enterprise client may not endure in the long term. Being proactive in pursuing these opportunities and maintaining a cordial attitude when a deal doesn't go through is the best approach. As Kimon consistently emphasizes: "We're always playing the long game." Later in their discussion, Richard and Kimon delve into the process of comprehensively understanding a client. Having a thorough grasp of a client's needs and their relationships with other companies can lead to new potential clients. Mapping out these details can also uncover new efficiencies. When mapping, it's important to consider the lifetime value of a client, including potential renewals, service expansions, and referrals to other companies. Satisfied clients often bring more clients. The role of the founder/CEO in selling to enterprise clients is another topic explored by Kimon and Richard. Especially in the early stages of a company, before establishing a reputation, the active involvement of the founder and/or CEO is crucial in the sales process. Their presence demonstrates a commitment to transparency and client support. Some people believe that a large sales team is necessary to win clients, but as Kimon points out, "bigger sales team = bigger headache." Having a few exceptional salespeople is more important than the team's size. In the B2B context, where there are fewer sales opportunities, a smaller team can be just as effective. Towards the end of their conversation, Richard and Kimon discuss what makes a sales call effective. Richard advises immediately asking potential clients about their specific needs. This enables tailoring the sales pitch directly to their requirements, avoiding lengthy presentations filled with irrelevant information. In conclusion, a valuable approach to improving enterprise sales is studying the histories of other companies. By examining who their first client was, how they secured major business deals, and what innovative strategies they employed, valuable insights can be gained. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/entrepreneurship-and-leadership