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The Entrepreneurs Council: fueling sustainable growth

Entrepreneurs are natural disruptors who constantly challenge the status quo and innovate to shape the future of their industries. Members of the Entrepreneurs Council share how they strategically evolve to position their businesses for long-term growth.

What key factors do you consider when selecting new markets for expansion, and how do you assess the potential risks and rewards associated with entering these markets?

Elvia Chavez, MC Electric

When we look at expanding into a new market, the first thing we ask is, “Is there real demand, and do we have the relationships to support that demand?” Sales drive everything — we won’t move unless there’s a clear pipeline. At the same time, we make sure we can deliver with the right team in place, from leadership to boots on the ground. If we can’t execute with our standards of safety, quality and culture, we hold back.

We also run through the tough questions, like “What if there’s not enough work? What if we can’t get the right people?” We map out the worst-case scenarios and build contingency plans. We don’t expand just to grow; we do it when we’re confident we can bring value, do it well and protect the integrity of our business along the way.
Keith L. Harper, A&B Talent

Every market entered represents a new opportunity to do what we do best – connect great people with great companies. But not every market is the right fit, and that’s okay. Our approach to selecting new markets for expansion is intentional, thoughtful and people-first.

We look for opportunities where there’s both demand and alignment. Is there a real hiring need we can solve? Can we support our clients’ goals? Can we effectively deliver in a way that is impactful and long-term? And just as important — can we scale?

Staffing isn’t just transactional for us. It’s about trust, relationships and consistency. That’s why we fully prepare and practice thorough due diligence before committing to enter any new market. We listen to community voices and engage with community leaders, strive to understand the business climate, and ultimately ensure that we can consistently deliver the same high-level quality service that is a strong part of our brand.

It is important to note that not all “new markets” are good or worthwhile for every company. Preparation through research and engagement is key. At the end of the day, the goal isn’t to be everywhere. The goal is to strategically establish a presence in the right places, for the right reasons, which will yield positive results for your clients.
Katherine Kostereva, Creatio

Our expansion strategy is grounded in realizing the full potential of the Total Addressable Market. We take a global view, operating from key regional hubs that allow us to support surrounding countries efficiently and scale with agility.

Since our offering is not limited by geography, we focus on reaching markets where organizations are actively seeking to digitize operations and enhance customer engagement. The demand for automation and intelligent systems is universal, and we view every market as potentially relevant.

The goal is to expand with speed and intention – prioritizing regions based on digital maturity, overall market size and the strength of local ecosystems and partner networks. This allows us to enter new markets with confidence while maintaining flexibility and responsiveness to local needs.

How do you balance the need for innovation in new product or service development with the importance of maintaining and protecting or enhancing your core offerings?

Christopher Barnett, ABA Centers and ICBD Holdings, LLC

I see innovation and core execution not as competing priorities, but as two sides of the same coin. You have to protect what’s working, but if you’re not actively figuring out what model will eventually replace your current market share, rest assured that a competitor is. That’s why my businesses are constantly investing in the future, even when it’s not immediately profitable or fully defined.

There’s a saying I think about often, that the true meaning of life is to plant trees under whose shade you do not expect to sit. That philosophy really drives how I lead. My companies aim to disrupt the status quo and establish new processes, systems and ways of thinking that will ultimately benefit our clients, our team and the future of business for years to come.

We make methodical, intentional investments in R&D, in new platforms, and in ideas that may take years to mature. From the outside, it might look like overnight success, but beneath those wins are countless big bets, failures and lessons that build momentum over time. Innovation is more than just a flash of brilliance; it’s a consistent and persistent focus on the future and showing up every day with a drive to figure out how we can be better and what will get us there – and this ambition is baked into how we operate alongside a strong commitment to our overarching mission.
Suneera Madhani, Worth

Diversification is often romanticized in growth stories, but the reality is much messier. One of the most common challenges I’ve faced is making sure a new product solves a real, urgent problem — not just a “nice to have.” It's easy to fall in love with an idea or chase a trend, but unless it delivers clear value, it won’t stick.

Another challenge is resourcing — allocating time, team and capital without diluting your core business. Every new initiative creates tension between the need to experiment and the need to execute. I’ve learned the importance of structured testing, fast feedback loops and having clear success metrics before scale.

The biggest unlock has been learning to say no — just because you can build something doesn’t mean you should. Sustainable growth comes from intentional focus, not constant expansion.
Dan Oliver, Dan-O's Seasoning

At Dan-O’s, innovation is how we grow — without losing sight of what made us great. Our goal is to inspire creativity and confidence in cooking, helping people enjoy the process as much as the result. Whether through new ideas, content or flavor experiences, we focus on adding value — not just variety.

To maintain balance, we’ve built internal standards that uphold the quality and integrity our customers expect. As we evolve, we prioritize transparency and education to help customers understand how new blends fit into their Dan-O’s lineup. At the end of the day, innovation isn’t about changing who we are — it’s about inviting more people to the table.

How do you identify and establish strategic partnerships that can drive growth, and what qualities do you look for in potential collaborators?

Anthony Chang, BAMF Health

I identify and establish strategic partnerships by first clearly understanding our growth goals — whether it's market expansion or launching a new product or service. From there, I seek out partners whose capabilities complement our own, creating mutual value. I research their reputation, performance and alignment with our values, then initiate open conversations to explore synergies.

Key qualities I look for include shared vision, reliability and innovative and collaborative mindset. Trust and transparency are critical — partnerships only thrive when both sides are equally committed to success and communication. Ultimately, I view strategic partnerships not just as business transactions but as long-term relationships that help both parties evolve and grow.

Key takeaways:

In today’s competitive landscape, expanding into new markets or launching additional offerings requires a strategic approach that balances demand, community engagement and operational readiness. Key considerations include the importance of understanding local needs, building relationships and ensuring innovation aligns with core business values. By carefully assessing potential risks and rewards, organizations can make informed decisions to foster sustainable growth.

Members of the Entrepreneurs Council share how they explore growth opportunities while safeguarding their core offerings.