21 Hats Podcast

This week, in episode 114, we welcome another new panelist to the podcast, Hans Schrei, who is co-founder of Wunderkeks, an e-commerce bakery in Austin, Texas. Hans tells Jay Goltz and Liz Picarazzi why he and Luis Gramajo, his husband and co-founder, sold a business in Guatemala, immigrated here in 2019, and started a cookie business from scratch, going from selling at farmers’ markets their first year to doing more than $5 million in e-commerce last year. Hans also explains why he doesn’t think it’s enough just to make a delicious cookie, why he’s trying to raise seed capital, and what would happen to his visa if Wunderkeks were to fail.

Gene Marks, our man in London (at least for this week), tells Loren Feldman that small businesses in the UK are doing quite well, thank you! Marks and Feldman also discuss how your CRM system can help you fight inflation, the good news about bankruptcy laws, how to increase profits without raising prices, and whether it’s now okay to swear in the office. Cheers!

This week, in episode 113, Sarah Segal tells Shawn Busse and Paul Downs why she’s never articulated a set of core values for her business and why she’s thinking about doing it now. But she’s wondering whether establishing her values will really make a difference. Do employees care? Do clients care? Both Shawn and Paul say they do. In fact, Paul says his core values have been extremely helpful when it comes to recruiting. And Shawn says he thinks sharing values can be the best competitive advantage smaller businesses have. Plus: We get an update on how Paul’s big marketing initiative is going, and we follow up on why Sarah feels compelled to participate in almost all of her firm’s client calls.

“I don’t have the time to deal with them because my resources are limited,” Gene Marks tells Loren Feldman this week. But he’s just fine hiring Millennials, and he explains why. Plus: The cheap money days may be over, but there’s a silver lining to that: Venture-backed businesses may actually have to operate like real businesses. And Chewy offers lessons in both customer service and social media.

This week, in episode 112, we welcome a new regular to the 21 Hats Podcast crew: Sarah Segal, founder and CEO of Segal Communications, a public relations firm based in San Francisco. First, Sarah tells Jay Goltz and Liz Picarazzi how she built her firm. Then, Jay and Liz ask Sarah all of their questions about public relations: How much outreach should they do themselves? Should they hire a PR specialist or a full-service agency? Should they approach journalists directly or through a publicist? And most important, how much should it all cost? Plus: Why Sarah’s still figuring out how to attract new business.

This week, Gene Marks and Loren Feldman talk about whether it’s time to panic about inflation and recession, how smaller businesses are managing their inventories through these unpredictable times, why businesses that take digital payments through a service like Venmo are going to have to be more careful, and what, if anything, the metaverse is likely to mean for the typical small business.

This week, in a special bonus episode, Greg Wittstock, founder of Aquascape, explains how he invented the backyard pond industry, how he improvised a business model, and how he almost lost it all. After failing at franchising, Wittstock decided to give away his pond building expertise and marketing to landscape contractors in what he calls “a franchise system without a franchise fee.” And it worked. Always candid to a fault, he recounts how the business shot to $59 million in annual sales, why it then stagnated for 10 years, and what he ultimately figured out about social media marketing. Plus: he also explains why his first rule of customer service is: Don't give them what they ask for. Give them what they want.Show Notes:Here’s Bo Burlingham’s profile of Greg Wittstock: https://www.inc.com/magazine/20031101/aquascape.htmlHere’s Greg’s video of Shaquille O’Neal’s pond installation: https://www.youtube.com/watch?v=Ti-k4LUQBNs

As listeners to this podcast know, Dana White has a remarkable array of opportunities before her, including company-owned hair salons, franchised salons, salons on military bases, hair products, and POS software. But especially since the pandemic, she has struggled to get traction. This week, in episode 111, special guest Ami Kassar, an expert in small business finance, guides Dana through a discussion of how she might prioritize those opportunities and get them financed. Ami and Dana consider such questions as: What should she do first? Should she continue to pursue franchising, where she’s already sunk a lot of money? Or should she focus on opening company-owned salons at Fort Bragg and in Dallas? And should she be looking for an investor? If so, how important is it that she maintains control of the business? Or should she try for a bank loan? And if so, what kind of pitch is likely to impress a bank? As the conversation continues, a plan emerges.

This week, Gene Marks talks us through the State Small Business Credit Initiative, or SSBCI, which is a tad complicated but well worth figuring out. While the actual offerings vary by state, as the name suggests, there is $10 billion on the table in the form of grants, loans, and venture capital that could conceivably help almost any business. Plus: the dangers of hitting customers with fine-print fees and surcharges, an assessment of New York City’s efforts to eliminate onerous regulations, and Gene makes the case for employee ownership—while explaining why he would never, ever consider an ESOP for his own business!

This week, in episode 110, Kelly Allan—a consultant who specializes in sharing the principles espoused by the late management guru W. Edwards Deming—returns to the podcast for a conversation with Paul Downs, Jay Goltz, and Laura Zander. After World War II, you may recall, Deming was sent to Japan, where he was largely credited with resuscitating the devastated economy. He of course went on to become tremendously influential here, too. And if you read his books or scan his “14 points” for management, it’s clear that many of his lessons are now widely accepted. But not all of them. For example, he encouraged business leaders not to set production quotas, not to hold people accountable—at least not without first holding the process accountable—and not to address employee performance and pay in the same conversation. Some of these issues came up in an episode that Paul, Jay, and Laura taped in December, which is why we decided to invite Kelly, who is chairman of the Advisory Council of the W. Edwards Deming Institute and has his own management consulting business, to join us. The goal was to see if we could figure out what Deming would tell Paul, Jay, and Laura, and whether the three owners would be open to his suggestions. Spoiler alert: Paul’s not really buying it.