Adam Pisk

I started business myself when I was 19. I'm 45. I've been at it a long time. I've had more failures than successes. That's absolutely true. And in the beginning, I think I had more failures because I didn't have enough people to look up to. I'm very lucky in this business now in that I've got two co-founders that really complement my skill sets.

I started business myself when I was 19. I'm 45. I've been at it a long time. I've had more failures than successes. That's absolutely true. And in the beginning, I think I had more failures because I didn't have enough people to look up to. I'm very lucky in this business now in that I've got two co-founders that really complement my skill sets.

It's not so much the people that for me, someone that I look up to, but I respect them a lot. And I didn't have that support when I was in businesses before. And it meant the pressure was on me to make all the decisions. I came to realize I'm not good at making all the decisions. Some people are. That's not what I'm very good at. Revenue. I'm very good at sales. I'm very good at customer.

It's not so much the people that for me, someone that I look up to, but I respect them a lot. And I didn't have that support when I was in businesses before. And it meant the pressure was on me to make all the decisions. I came to realize I'm not good at making all the decisions. Some people are. That's not what I'm very good at. Revenue. I'm very good at sales. I'm very good at customer.

I'm very good at leadership. I'm often in the weeds. I'm not that good at strategic. I'm not that good at even though I did accounting is background on the financial side, etc. It's not a strong point for me. The attention to detail is not a good point.

I'm very good at leadership. I'm often in the weeds. I'm not that good at strategic. I'm not that good at even though I did accounting is background on the financial side, etc. It's not a strong point for me. The attention to detail is not a good point.

I've got in a position now where I've got two business partners that are very good at what they do, far better than what I am, creates a good balance to the business. And so it's not so much that looking up, but in terms of learning and listening and then making the right decisions, all of us have a voice and we're all good at what we know. So there's a little respect level in that.

I've got in a position now where I've got two business partners that are very good at what they do, far better than what I am, creates a good balance to the business. And so it's not so much that looking up, but in terms of learning and listening and then making the right decisions, all of us have a voice and we're all good at what we know. So there's a little respect level in that.

In terms of everything else, I'm constantly podcast reading everything out there on sales, revenue, leadership, management. I'm trying to consume always as much as I can. I'm not sure if I could say there's one person I look at specifically over another, but I try and consume everything I can on that consistently. And I make sure to learn every day.

In terms of everything else, I'm constantly podcast reading everything out there on sales, revenue, leadership, management. I'm trying to consume always as much as I can. I'm not sure if I could say there's one person I look at specifically over another, but I try and consume everything I can on that consistently. And I make sure to learn every day.

I had a couple of times the next best thing and I had waves of success. And then I had waves of failure in terms of what I've done. The main reason why I failed at certain times was because I moved too quickly without the right, without enough resources to do it. And I got too, I suppose I had too much ego in that what I was doing was that good. It wasn't going to end.

I had a couple of times the next best thing and I had waves of success. And then I had waves of failure in terms of what I've done. The main reason why I failed at certain times was because I moved too quickly without the right, without enough resources to do it. And I got too, I suppose I had too much ego in that what I was doing was that good. It wasn't going to end.

And both those things caused me to fail in businesses at different points in my life. So one was expanding. When you've got the next biggest thing, you just know you're on something good. You think everyone is going to want it, but you then start pushing hard and you don't necessarily have the cash and the balance sheet to support that.

And both those things caused me to fail in businesses at different points in my life. So one was expanding. When you've got the next biggest thing, you just know you're on something good. You think everyone is going to want it, but you then start pushing hard and you don't necessarily have the cash and the balance sheet to support that.

And that's happened to me where then one thing happens, a big major company then pays you late or something happens in the world. I was in the mining industry. I was selling machinery to that commodity prices dropped 60% overnight and And all of a sudden, mines that I was selling to stopped paying me. It's about that balanced scalability.

And that's happened to me where then one thing happens, a big major company then pays you late or something happens in the world. I was in the mining industry. I was selling machinery to that commodity prices dropped 60% overnight and And all of a sudden, mines that I was selling to stopped paying me. It's about that balanced scalability.

And to me, the days of having growth for growth's sake are over. I don't look at it that way. It now needs to be profitable growth. And to some young entrepreneur who's got the next best thing, who's looking to take over the world and looking at number of followers or adopters of their technology or users. Yeah, that's a great metric.

And to me, the days of having growth for growth's sake are over. I don't look at it that way. It now needs to be profitable growth. And to some young entrepreneur who's got the next best thing, who's looking to take over the world and looking at number of followers or adopters of their technology or users. Yeah, that's a great metric.

But bottom line has to always be thought about and how much cash do you have in the bank at the end of each month is probably the biggest thing to look at rather than what's your user adoption and what's your growth rate.

But bottom line has to always be thought about and how much cash do you have in the bank at the end of each month is probably the biggest thing to look at rather than what's your user adoption and what's your growth rate.