One of the best decisions I ever made was to stop pretending I had all the answers. I’m good at operations, leadership, and building systems in the trades. But I’m not a marketing expert, and I’m not a finance wizard. Instead of trying to do everything myself, I started seeking out people who were world-class in the areas where I was weak.
I’ve learned a ton from mentors like Dennis Yu, who helped me understand how to think about branding, content, and digital marketing in a way that actually drives results. I’ve worked with platforms like BlitzMetrics to get better at reaching the right customers online. I’ve surrounded myself with advisors and partners who challenge my thinking and help me see blind spots I wouldn’t have noticed on my own.
This approach has made me a better leader. When I bring outside expertise into the business, I’m not just improving one area. I’m also modeling for my team that it’s okay to ask for help and learn from others. Nobody has all the answers, and the fastest way to grow is to be coachable.
I also make it a point to share what I learn. If I pick up a new framework or strategy that works, I bring it back to the team and we figure out how to apply it. That keeps everyone improving together, and it creates a culture where learning is valued, not seen as a sign of weakness.
The entrepreneurs I respect most are the ones who stay humble and curious no matter how successful they get. That’s the kind of leader I’m trying to be.