#Smallbizchat Podcast LIVE It is a monthly video interview program where small businesses can get answers to their questions.
The #SMallbizchat approach is to end the failure of small businesses by helping participants succeed as their own boss.
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How to take charge of a family business
Karla Trotman is the president and executive director of Electro Soft, Incorporated (ESI), a manufacturing and electronic engineering firm in the United States that graduated with a degree in Penn State Business Logistics and an MBA of the University of Drexel. His career has covered roles in the logistics of the supply chain, purchase and electronic commerce in notable companies such as Honeywell, GAP and IKEA. She is also the author of the new book, Dark, Dirty and Dangerous, building a vibrant future of manufacturing. For more information www.karlatrotman.com
Smallbizlay: What is the most difficult to take care of a family business?
Karla Trotman: The hardest thing to take care of a family business is to administer everyone’s expectations against their emotions. Your parents have the expectation of equity, even when everyone is not equally adequate or capable of taking charge. Bringing a third saved us and our relationship.
Smallbizlay: How do you manage to work in an industry dominated by men?
Karla Trotman: My specialty at the University was commercial logistics. There were never a lot of women in that field, specifically in the logistics and distribution of the supply chain, which is unfortunate because there are many opportunities. I have discovered that establishing limits and using humor are an excellent way to overcome most things.
Smallbizlay: How has you allowed you to administer your business to create generational wealth?
Karla Trotman: My father and mother began the business 38 years ago. When I bought the company, I could get a loan to pay them the business so that they could do the fruits of their work. Now I have a year to pay that loan. In the not so distant future, my children will do the same. I cannot name a corporate work that can transmit to your children and then to your grandchildren.
How to be a boss girl for more than 40 years
Sandra James is a series businesswoman. She has built several companies from scratch, and currently serves as CEO of Private Eye Background Verifications With decades of experience in the execution of multimillion -dollar companies, she returns to her community by serving in non -profit joints and advising other women. She is the mother of two young grown up of those who are more proud and happily married to her husband. She and her husband divide her time between Nevada, California and Florida. She is the best -selling author, don’t tell me that I can’t, I reserve that you hope to inspire others for all your dreams to come true. For more information: www.privateeyesbackGroundchecks.com
Smallbizlay: Looking back in 40 years in business, what do you think has been the most important factor in its success?
Sandra James: I think if I had to say one thing, it is persistence.
Smallbizlay: What role has tutoring played in your business, both as an apprentice and mentor for others now?
Sandra James: I have been blessed with several mentors who have always had confidence in me. I love to help others with business and, because I have been doing it for a long time, I can offer support to almost any business owner, regardless of their service or product. We all experience the same problems, such as payroll, rental, employees, marketing, sales, accounting, etc.
Smallbizlay: What habits or routines have been critical for their success as CEO, especially to maintain focus and productivity over the years?
Sandra James: Exercise, yoga, good food, rest, friends who are willing to listen to me and support me.
Smallbizlay: Can you share an example of failure or setback in your business and how did you make it an opportunity for growth?
Sandra James: In 2008, before the financial crisis coup, I had a large client license that was 85% of my income. I did not cut it because I thought I would replace it immediately. Then those opportunities did not arrive. Then, the financial crisis hit us and other clients stopped hiring. Things got worse before improving. Then, from 2009 to 2010, I grew 100% working from 6 am to 6 pm, holding sales meetings every day to acquire new customers. We continue to recover from there and never look back.
Smallbizlay: How does it continue to innovate and remain relevant in the accelerated business environment?
Sandra James: Developing our own software was a critical movement to keep us relevant. Once we use third -party software and now we have created our own software. Now we can quickly integrate with the systems of our various clients while we improve technology for our external customers and our internal team. You must continue to evolve, learn and grow to remain in business.
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