Growing up in a family business shaped my entire approach to entrepreneurship.
From a young age, I saw firsthand what it took to run a successful, community-focused business. My parents weren’t just building a company… it was ingrained in identity and a core fabric of our lives. They were deeply involved in our local economy, balancing practical decisions with genuine relationships, and the long-term well-being of our family, employees, customers, city and state. That experience, rooted in Main Street entrepreneurship, gave me a rock-solid foundation to build upon as I ventured into the world of technology startups, growth oriented companies, and now as CEO of York IE.
In a family business, if you don’t make a profit you don’t eat dinner (well you do, but you certainly don’t eat out), you rarely go on vacations or can’t receive that much needed annual bonus. Make a profit or you’ll die someday. There is no magical angel investor, venture capitalist, or private equity firm to save the day. It’s that direct of a ‘results drive your lifestyle’ type of existence.
One of the key takeaways from growing up in a family business was the importance of practical decision-making. Every dollar mattered, every decision had a direct impact, and every customer relationship was crucial to sustaining the business. This grounded approach has stuck with me throughout my career. While I’ve shifted from Main Street to venture-backed startups, I still apply those same principles: establish a strong brand, culture and reputation, deliver a valuable and consistent offering, focus on a healthy business model, obsess over profitability, build strong and enduring relationships, and operate with a long-term perspective.
When I co-founded York IE, this foundation influenced everything for me… from the way we operate the business to the way we invest in other startups. In my mind, running a company is all about finding that balance between growth and sustainability. It’s not easy but it’s necessary. Sure, hypergrowth is exciting, but without a strong operational backbone and a clear path to profitability, it’s not sustainable for anyone… even the Silicon Valley darlings.
That’s where our idea of pragmatic growth comes in: building a company that scales, but does so thoughtfully, with thoughtfulness and long-term success in mind. As an early-stage investor, I often look for founders who have that same operational mindset and philosophy.
- How committed are they to the business over the years and years of the rollercoaster ride ahead?
- Do they understand the value of runway and cash flow and the importance of creating a business that can survive the ups and downs of economic cycles?
- Are they capable of adapting, iterating, evolving and making the hardest of hard decisions over the coming decade?
- Do they have a differentiated solution in a market ready for it?
- Are they building relationships that will support them through the toughest of times?
Those are questions I ask because they reflect the lessons I learned early on. And it’s not just about investing money. When I sit on the boards of the companies in our investment portfolio, I view my role through the lens of governance, which ties back to my family business roots. I think of us most as experienced operators who have lived the movie these founders are living and are the independent advisor to help steward their company. It’s all I personally have ever known.
A board’s job isn’t just to show up once a quarter, approve decisions or push for growth at all costs; it’s to ensure the company is set up for long-term success. That’s something I take very seriously. If I’ve learned anything from my upbringing in family business, it’s that longevity comes from making sound decisions today that support the health and viability of the business tomorrow. And never, ever, screwing people over.
In a lot of ways, running York IE feels like coming full circle. The principles that helped my parents succeed on Main Street (errr, actually, Lake Ave) are the same ones guiding our success in the technology universe. Whether it’s supporting our portfolio companies or scaling York IE itself, those practical, grounded lessons are still the bedrock of everything I do.
Thanks, Mom & Dad.
