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Yellowbrick.me Co-Founder Shares Updates About the Startup

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Where Are They Now? Follow Up with Yellowbrick.me Co-Founder Matt Connell

John Christensen (left) and Matthew Connell are the co-founders of social impact startup Yellowbrick.me. [Photo courtesy Stan Godlewski, Hartford Magazine]

Innovation Destination Hartford met with Yellowbrick.me Co-Founder Matt Connell, EDD, in August 2016 (read the interview: Social Impact Startup Is Building an Online Community for Parents and Families). Yellowbrick.me is an online tool that provides parents, families, and communities with the resources needed to raise socially responsible children.

Since its launch in 2016, the social impact startup has reached several milestones and Matt has taken on a new role at Goodwin College. IDH Website Curator Nan Price caught up with Matt, who shared updates about his entrepreneurial journey.

NAN PRICE: Congratulations on the new position at Goodwin College. Can you tell us a little about how that will tie-in with your role at Yellowbrick.me?

MATT CONNELL: Thanks! I’m excited about my position as Program Director at the Business Administration Department at Goodwin College.

Goodwin has always had a practical learning focus. I have an entrepreneurial background and I’m in the midst of building a business—so I can bring the balance of theory and practicality. It will be good for students to see someone in the trenches, who can provide a level of experiential expertise.

As my position grows, I foresee more tie-ins and synergies with Yellowbrick.me.

NP: Let’s talk about the evolution of Yellowbrick.me. When we last met, the startup had recently launched.

MC: We’ve reached a lot of milestones since then. We recently hit our break-even point.

In October 2016, we secured some funding from angel investors which we used toward marketing, and engagement growth. The funds also enabled us to expanded team from three to 11 full- and part-time employees.

We have three sales people dedicated to advertising and marketing and we now have two team members focused on content and community engagement. Lacey Byrne is a Staff Writer and Sarah Calatayud is our Head of Community Engagement. With their contributions, the quality of content has jumped 1,000-fold.

NP: How so?

MC: When John Christensen and I co-founded Yellowbrick.me, our mission was always to develop research around social responsibility and how to help parents develop socially responsible children. While we were working to get the startup off the ground, we got a little off track with our content and covered a broader range of topics.

As we were able to bring in more people, John and have been able to refocus and develop content that is more focused on our original mission.

It’s been great to have people on board who are invested in our mission and keep us focused.

NP: It’s good that you were able to recognize the mission was shifting and regroup.

MC: Right. Life requires that you’re nimble in order to succeed. It’s not necessarily about pivoting; it’s about adapting to change.

NP: And moving forward.

MC: Exactly. The only obstacle to success is when you stop trying. When you stop navigating around obstacles, you fail.

NP: Sound advice. What’s next for Yellowbrick.me?

MC:  We’re working on growing relationships with strategic partners and increasing our membership growth. We currently have content views reaching 1.5 to 2 million views per month—that’s up from about 50,000 a month when we first began. We’re excited to engage more members and share our message.

Find out more about Yellowbrick.me at yellowbrick.me and follow on Facebook, Twitter @myyellowbrick, LinkedIn, and Instagram @yellowbrick.me.

Interested in learning more about Goodwin College? Read our interview with Founding President Mark Scheinberg:
Entrepreneur, President and Founder of Goodwin College

 


Trifecta Ecosystems Co-Founder Shares Updates About the Startup

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Where Are They Now? Follow Up with Trifecta Ecosystems Founder Spencer Curry

Spencer Curry is Co-Founder and CEO of social impact startup Trifecta Ecosystems.

Innovation Destination Hartford met with Trifecta Ecosystems Co-Founder and CEO Spencer Curry in October 2015, when the startup was called FRESH Farm Aquaponics (read the interview: Startup Focuses on Food, Education and Community).

Since its launch in 2012, the social impact startup has undergone a name change and continues to engage with communities throughout Connecticut to achieve its mission to create the City that Feeds Itself. IDH Website Curator Nan Price and Spencer recently chatted about the startup’s evolution.

NAN PRICE: Let’s start with the brand. When and why did FRESH Farm Aquaponics become Trifecta Ecosystems?

SPENCER CURRY: We changed the name from FRESH Farm Aquaponics to Trifecta Ecosystems about a year ago. We chose “trifecta” because we believe the aquaponic trifecta represents fish, plants, and microbes. Our former name pigeonholed us into just being a farm or just being aquaponics. Also, it wasn’t in line with overall intention: To create urban food ecosystems.

Regarding brand, in October we made our first hire. We brought on Anne St. Hilaire, who is our Director of Brand and Marketing.

NP: Congratulations on making that hire. Any other major milestones?

SC: Thanks! Over the past five years we’ve built systems for three intellectual and developmental disability agencies.

We also started a partnership with the Capitol Region Education Council (CREC). Developing partners in the educational space is mutually beneficial. For us, it helps drives awareness about what we do. For the schools, it creates an innovative and experiential STEM learning tool.

With our CREC partnership, we’ve installed eight systems in six schools this month and have developed curriculum and professional development materials to teach about building the City that Feeds Itself.

NP: Your startup has done an excellent job getting involved with Connecticut’s startup resources.

SC: Yes! We participated in the reSET Accelerator in 2014 as FRESH Farm Aquaponics and won the Diamond Level Impact Award in 2015.

In 2015 we also received an Entrepreneur Innovation Award from CTNext and we were awarded the Most Promising Energy, Environmental & Green Technology Company at the Connecticut Technology Council’s Innovation Summit.

I want to note that while we’ve won a significant amount of grants over the years, that’s only a portion of our funding, which we use for research and development. Our primary growth mechanism has always been through revenue generation.

Trifecta Ecosystems’ 2,500 sq. ft. indoor farm grows everything from kale and herbs to multiple types of lettuce.

NP: Along with the name change, you also changed locations.

SC: That’s right. We closed our system in Glastonbury to move to a more urban agriculture in Meriden. We want to produce where things are being consumed.

NP: Do you have plans to open additional locations?

SC: We do. Meriden is by no means our last location. Trifecta Ecosystems has plans to build out in 11 Connecticut cities in the next three to five years. We target cities of 100,000 or less, where we can have a greater impact more quickly.

There will be urban food initiatives in the future. We’re trying to accelerate the inevitable.

NP: Can you share your target locations?

SC: Our hope is for the next build outs to take place in Hartford and New Haven. We’re looking to build a food corridor that spans throughout the state.

Connecticut has powerful economic development potential. We see Connecticut as a national leader in controlled environment agriculture, which includes indoor farming and greenhouses.

Our mission builds on Connecticut’s strengths: agriculture, advanced manufacturing expertise, and excellent education systems—which is a key component. There’s also a plethora of underutilized industrial space, ripe for cultivation.

NP: Let’s go back to your mission and talk about how you’re developing tie-ins.

SC: There are two distinct pieces of our mission: farming education and creating and selling aquaponic systems to clients. The farms create hubs with local clientele.

NP: Who is your clientele?

SC: We call our clientele “hidden farmers.” Hidden farmers have proven benefits from growing for non-commercial purposes. These are organizations focused on education, therapeutic farming, soft-skill building, and industry-specific hard-skill building.

NP: What’s next for Trifecta Ecosystems?

Trifecta Ecosystems CMO and Co-Founder Kieran Foran begins harvesting greens for the company’s salad subscription program.

SC: We’re currently in a three-phase plan. Phase one involves looking for these types of partnerships where we can sell our system to these hidden farmers—those that aren’t looking for commercial profit. They are buying an educational service, a therapeutic service, a skill training service.

In phase two, we will build commercially viable systems we can sell to the commercial market—existing farmers, entrepreneurs, and startups—looking for a return on investment.

In phase three, we address the market of growers looking for passive income generation with automated farms, similar to the solar panel market. Aquaponics systems can go in houses and offset food consumption, thereby creating passive income.

NP: What do you think is next for the entrepreneurial ecosystem in Connecticut?

SC: Right now, I see there is a hunger for cooperation in Connecticut. And the state is trying to support the innovation and entrepreneurial scene with initiatives like CTNext’s Innovation Places initiative.

For me personally, I really enjoy being a small fish in a small pond. It gives me access to people and plenty of networking opportunities.

When we were launching the startup, it took some perseverance, but I was able to quickly make inroads. I don’t think you get that from larger cities. And the people in the entrepreneurial community here are awesome! Everyone I’ve connected with is friendly and cooperative.

Find out more about Trifecta Ecosystems by visiting trifectaecosystems.com or follow on Facebook, Instagram @trifectaecosystems, LinkedIn, and Twitter @TrifectaEco.

The Difference Between the Idea and Starting a Business

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Many people have ideas for a business they want to start. Often these ideas stem from the individual’s passions and from a vision of how they can live their passion, all the while making a living doing so. After all, this is ideal; to be passionate about your work!

Some people step out of their fear and begin the business. They are driven for numerous reasons; they need a life change, they are un-employed, they cannot stop thinking about “what could be.” For those brave enough to step into the world of entrepreneurship there are many things to consider and realize.

Many people start their business with little to no sense of what goes into starting, running and operating a business. They simply launch based on their passion. Now, without passion there is little to no point in even beginning this process, because the road will be tough. There will be bumps, obstacles, pot holes and a whole bunch of other things thrown at you that will make you question your decision. There will be many days when working for someone else seems like a good idea. Without passion, those days will scream at you. Without passion, it will be that much easier to walk away when it is hard.

As a consultant specializing in startups, and as someone that has started, run and operated numerous businesses, I understand and have seen where the passion can go.

As you start your business you are filled with excitement. Filled with a sense of the future and what is too come. So, what happens? Often times, as you get into the business, the nuances drive the passion away. You start off by picking the name. You design a logo, and design business cards. You are official, in your mind.

Some of the initial trouble points:

  • What type of entity should I be? There are pros and cons to each; an LLC, Sole Proprietor, S corp, C corp. If you are lucky enough to have a good tax advisor and corporate legal counsel, they should be able to help you with these questions. Remember, there are tax implications as well as liability considerations for each type of entity. I see many startups that do not address this issue up front. They do not seek counsel and they do not understand the implications; and they are significant.
  • The next problem arises with operating agreements, equity splits and managing relationships with partners. Again, good counsel is helpful but costly.
  • How to manage taxes; state and federal taxes, sales tax, income tax (based on entity structure).
  • How to hire personnel and when to hire an employee vs bringing on an independent contractor. Again, this is a major issue that the Department of Labor takes very seriously. Managed incorrectly, it can lead to significant fines.
  • Choosing and managing vendors; marketing, accounting, web design, legal, bookkeeping, etc. Let’s face it, there are many people with professional licensure or that claim to have expertise. All I can say is interview many and check references for all. The wrong vendor can easily lead to a whirlwind of poor advice and guidance.
  • Many new business owners think they need to do everything themselves; marketing, bookkeeping, etc. The quickest way to destroy the passion is to take on what you are not good at. This reduces the amount of time you have to build and grow the business and focus on your passion. I am a firm believer in outsourcing, but know enough for checks and balances.
  • Financial instability. You started your business. You have a set amount of capital. You created a budget. You will spend more than you anticipate during the startup phase. Once you start driving revenue and the business is standing, there will be weeks that are slow. As the owner you are the first to feel the squeeze and this stress and instability can be very trying.
  • Do I need business insurance? Yes. How much and to cover what? Depends. Get an agent.

There are many other nuances of running/owning a business that no MBA will prepare you for. Human resource issues, insurance questions. Dealing with a law suit or having to fire someone. Dealing with ERISA law, or disgruntled employees. Dealing with a partnership that is no longer good.

I am by no way trying to scare you from starting that business, I am just saying, in the words of my MBA Economics professor, “Take the sunglasses off.” Owning your own business can be extremely rewarding, but it is not without trials, tribulations and stress; follow your passion and surround yourself with people that can help you with the nuances that get in the way!

About the Author
Matthew Connell is Program Director-Business Administration Department at Goodwin College and Co-Founder of social impact startup Yellowbrick.me, an online tool that provides parents, families, and communities with the resources needed to raise socially responsible children.

Learn more in our interview:
Yellowbrick.me Co-Founder Shares Updates About the Startup

Young Entrepreneur Launches Hartford-Based Photography

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A summer internship at the University of Hartford’s Entrepreneurial Center inspired Jade Soto to launch Jade Soto Photography.

“The Entrepreneurial Center had three interns working with about seven small businesses. We built websites, designed business cards, and helped with social media,” says Jade. “After doing that I thought: I could probably do this for myself.”

Her internship experience planted the seed for her to start her own company. With a background in modeling and a longtime interest in taking photographs, photography seemed to be the right fit.

“When I model, I like being in front of the camera—but it can be tedious,” notes Jade. “I decided to do my own photo shoots. I had always been interested in photography, but I had never really taken it seriously. I started taking photos of my modeling friends.”

It was a rocky beginning, but Jade persisted. “My photos weren’t that great at first,” she admits. “But I studied tutorials on YouTube and did a lot of practicing. Also, I was able to ask questions when someone was taking photos of me. So, I learned a lot through observation.”

MAKING CONNECTIONS & LAUNCHING THE STARTUP

Photography was still a hobby for Jade—until her modeling agency agent offered to make some connections. She knew of models who were looking to have their photos taken and offered to post flyers for Jade.

“Up until then, I hadn’t really thought of making a profit from doing photography. If my agent hadn’t given me that opportunity, I don’t think I would’ve gone forward with it. At least not right now,” says Jade. “But I didn’t want to let her down. I thought: Okay, I’m going to get serious about this. I’m going to put it together.”

With regard to creating the startup, Jade plans to continue to engage with the Entrepreneurial Center, noting that, “It’s a great resource and it’s free to very affordable.”

ENTREPRENEUR AT HEART

When asked if she’s always known she wanted to start her own company, Jade says, “Definitely. I like to have independence and be able to follow my own interests. I’ve always thought that whatever I do in the future, I don’t want to be working for someone else. I want to be working for myself. So, I have always wanted to do something like this.”

She adds, “When you’re an entrepreneur, you’re accountable for your future. It’s all on your shoulders. And your savings, your family, and everything are tied into that. Your business becomes your baby—it’s something you really care about and fear you’re doing wrong. So often, insecurities can get in the way and you start thinking: Who would want to pay me for this?”

What motivates Jade to push through that negativity?

“I think about when I don’t want to go to an audition or reach out someone. My gut feeling is: They’re probably going to say no. But then I think: What if they say yes?”

She continues, “Also, I think of what else I could be doing. I could be going to work for someone else. So, if I want to work for myself, I have to push through. I kind of scare myself into it.”

LAUNCHING THE STARTUP

Jade created a website and a social media presence, got business cards, and began to work on getting clients. Her niche is portraiture and fashion photography.

Sample photos by Jade Soto Photography.

“With portraits, my goal is catch people in their natural state and help them see their own beauty,” she explains.

Jade was fortunate to have tie ins from her acting and modeling experience. She used her personal social media network to direct people to her photography profile.

Currently, most of Jade’s clientele is in the Greater Hartford area. She has worked with some local models who are building their modeling portfolios.

DEFINING SUCCESS AS AN ENTREPRENEUR

When it comes to defining success, Jade admits it’s hard to specify.

“On the one hand, you can say it’s being fulfilled and peaceful. On the other hand, you can say it’s about earning a lot of money. I think it’s finding a balance between those two,” she says. “It’s more important to me to enjoy taking the photos than to focus on making a lot of profit becoming a big business. It’s just something that I enjoy doing,” she explains.

Learn more about Jade Soto Photography by visiting jade-soto.com/photography or follow on Facebook and Instagram @jade_soto_photography.

Successful Physical Therapy Startup With 3 Locations in CT

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David Bostic PT and Orthopedic Manual Therapist is Founder of Connecticut Physical Therapy Specialists, which has locations in Hartford, Granby, and Uncasville.

David Bostic PT, Orthopedic Manual Therapist and Founder of Connecticut Physical Therapy Specialists (CTPTS), spoke with Innovation Destination Hartford Website Curator Nan Price about his evolution from working at a small private practice to working for a larger company and then ultimately opening his own orthopedic manual physical therapy (OMPT) practice with three locations in Connecticut.

NAN PRICE: Did you always know you wanted to open your own Physical Therapy practice?

DAVID BOSTIC: Yes, I did. However, when you train as a physical therapist (PT), no one teaches you how to create and then manage a business.

There has always been a small portion of therapists in private practice. What has changed now is that it takes seven years to become a PT. Many of the young people who are coming out are more entrepreneurial and want to practice at what I call “the top of their license.”

Students now graduate with a doctorate in physical therapy (DPT). Certainly, you can get a job working in a hospital or working for someone else, but many therapists now prefer to practice more autonomously. They want to have input into the type of care they are delivering. They want to have options like being able to teach. They value work/life balance.

Physical therapy has increasingly become corporate-owned. My experience is that when something is corporate-owned, frequently the focus on quality goes down and the focus on quantity goes up. I worked for a company that had such high productivity requirements that it didn’t allow the PT to provide quality care. And who suffers? The patient.

About seven years ago, I felt the need to open my own freestanding practice so I could practice the way I wanted to, based on my many years of experience, my education, and my advanced clinical training. In 2006 I completed a fellowship program in OMPT.

I opened my first practice in Granby in 2011. I chose Granby because it was a small town and I already knew several physicians who were practicing there.

In 2013, after two years in Granby, I opened my second practice in Uncasville. The type of therapy we provide is unique. I was asked to expand to that part of the state because it was underserved.

I opened my third practice in Hartford in 2016 for similar reasons. I’m from Windsor and I want to bring the quality of physical therapy that we deliver to this area.

Our Uncasville location is a satellite clinic that’s open three days a week. Granby and Hartford are open five days a week.

NP: Do you plan to open additional locations?

DB: The plan is to have influence in the Greater Hartford area: Granby, Simsbury, Windsor, Bloomfield, Hartford, West Hartford. We may open another practice in the Windsor/Bloomfield area in 18 months or so.

NP: Tell us about your involvement with the MetroHartford Alliance. Why was it important for you to become an investor?

DB: When I came to Hartford, I knew I needed to get in front of as many people as possible, so they could learn about the level of care CTPTS provides. My belief has always been that it’s better to attract than to promote. But now I know it’s necessary to self-promote in order to grow your business—especially in this time of social media and the crossover of roles between personal trainers, chiropractors, and alternative practitioners.

I joined the MetroHartford Alliance because I didn’t know many business people here in Hartford—and I think making connections with other business owners is very important.

I support local businesses. For example, I use local printers, painters, carpenters, caterers, and electricians. Also, I partner with other companies with similar visions, like Boundless Performance Systems. Owner and Founder, Antwan Harris and I collaborate to provide unique experiences in physical therapy and performance training.

NP: In addition to collaborating with other local businesses, how are you connecting with potential clients?

DB: We’re a service profession, so it’s imperative that we give back. For example, we have a plan called “Give Back Jack.” When someone comes in based on a referral from a current patient, we put a gold dollar coin in a jar. Once we get $50 or $60, we donate it to a local charity. We also support local high schools in the towns where we practice.

Getting involved and giving back is not only a core value of CTPTS, it helps us meet people who are also doing good things. Then, when they need our service, they think of us. It’s an organic, authentic way of networking.

NP: Do you use any other vehicles for marketing? Social media?

DB: Yes. Part of my growth strategy is to develop a more robust online presence, but I’m mindful to not over market online. I don’t want to inundate people with constant emails, for example. I don’t think that’s the way to grow a PT practice. I think it’s better to engage with the community, do good work, and grow slowly.

Connecticut Physical Therapy Specialists Founder David Bostic demonstrates a closed kinetic chain shoulder/core exercise using the Redcord Mini.

NP: That’s good advice for this type of industry. Do you have any other advice?

DB: Finding work/life balance can feel almost impossible as a business owner. It’s easy to work more than you play. Business owners need to take care of themselves, eat right, exercise, and get enough rest. If you are not well, then you can’t be the therapist, or the leader, or partner you need to be. That’s probably the first thing I would say.

The other thing I would tell someone starting out is to find a mastermind group. Reach out to people who are already doing what you want to do—and ask questions! People who are successful in their business love to talk about it. Don’t be afraid to ask.

NP: Do you feel like you have a good support network?

DB: Absolutely. That’s one of the first things I developed before I opened the doors. Most entrepreneurs succeed when they understand that you don’t have to do it alone. There’s help out there, you just have to go after it.

Successful entrepreneurs are lifelong learners. You have to look at ways to elevate what you’re doing—but don’t throw away the classic, tried and true methods in your effort to be trendy. Trendy can be temporary. It’s better to have substantive, steady growth and to put down good roots. Roots that will serve your patients, your staff, and ultimately your community, for many years to come.

NP: You have a clinical background—and you now have three practices and 13 employees. Tell us about your experience learning to manage employees and to run a business.

DB: I approach it the same way I approach a physical therapy problem. I assess what I know, I figure out what I don’t now, and then I use best practices.

For example, when I decided to open my own practice I knew I needed to rent office space. I’ve never done that before, so I researched leases and rental properties and I talked to people who were already business owners with PT practices. I was able to leverage their knowledge to help my learning curve become less steep.

NP: What makes your practice innovative?

DB: Well, number one, I’ve had the good fortune to recruit, hire, and train extraordinary people. They help me deliver OMPT at a level even I didn’t realize was possible. They are compassionate, industrious, motivated, and entrepreneurial.

Number two, we understand true evidence-informed practice. We built our practice for people who have been to other therapists, chiropractors, and acupuncturists but are still in pain. They have had all this care that was not evidence-informed and as a result have not experienced good outcomes.

Connecticut Physical Therapy Specialists Founder David Bostic uses the Redcord tools on a client. “Redcord is a highly innovative approach and one of the tools I used to create my practice,” he explains.

As a privately owned practice, I decide what type of care is delivered. I believe what sets us apart is the evidence-based approach that guides our clinical decision making. We take our clients’ beliefs, values, and opinions about their pain and capabilities and blend that with the therapist’s experience and the information we glean from clinical studies. In other words, our treatment plans have to make sense to the patient and to the therapist and they must be based in science.

And three, we have specialized tools at CTPTS. For example, the Redcord Professional Workstation, which is a suspension-based corrective exercise system. No one in Connecticut uses this except us.

Redcord is a highly innovative approach and one of the tools I used to create my practice. It’s just one of many our services that makes us unique and gives us our competitive edge.

Learn more about Connecticut Physical Therapy Specialists by visiting ctpts.com and follow on Facebook and Twitter @callmyPT.

New CTNext Partners Focus on Entrepreneurship and Innovation

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CTNext recently added Design Technologies and Nerac Inc. to its Partner Program.

Design Technologies advises entrepreneurs in the life science industries, providing workshops and coaching to help accelerate venture investment, partnerships, and the recruitment of management to the venture.

Nerac is a global research and advisory firm for companies developing innovative products and technologies that will support the identification, assessment, mentoring, and development of technology-based startups in northeastern Connecticut.

“We are delighted to welcome two new partners into the burgeoning CTNext family,” said Glendowlyn Thames, Executive Director of CTNext.

“The CTNext Partner Program continues to be a vital part of Connecticut’s innovation ecosystem, offering immeasurable resources and guidance to local entrepreneurs,” she added. “The addition of Design Technologies and Nerac strengthens our network, and we look forward to working with them to further support life science and technology entrepreneurs.”

Design Technologies is setting out to create the ABCT program, a customized entrepreneurship curriculum for life science entrepreneurs in Connecticut. The ABCT program will help expand the entrepreneurs business network in order to accelerate venture investment, partnerships and the recruitment of management to the ventures. Design Technologies will receive up to $720,000 for a period of three years from CTNext to build and execute the program.

CTNext’s engagement with Nerac will focus on the Nerac Incubator and XcellR8 program, which support the identification, assessment, mentoring and development of technology-based startups in northeastern Connecticut, particularly those out of the University of Connecticut. The incubator will build upon the existing network and community of entrepreneurs associated with the XcellR8 program. CTNext has allocated up to $110,000 for the first year.

Any organization with a project that can help Connecticut entrepreneurs grow their companies, create jobs, boost revenues, and find talent can apply to become a CTNext Partner through the online rolling application process.

About CTNext
CTNext is a wholly owned subsidiary of Connecticut Innovations. Learn more at ctnext.com or follow on Facebook or Twitter @ctnext.

About Design Technologies
Find out more about Design Technologies by visiting www.designtechnologiesllc.com or follow on Facebook and Twitter @MaryHoward212.

About Nerac Inc.
For more information about Nerac, visit www.nerac.com and follow on Facebook, LinkedIn, and Twitter @nerac_insights. Learn more in our interview with Kevin Bouley, President and CEO of Nerac:

>>Read: Entrepreneur at Heart Creates Entrepreneurial Opportunities in Connecticut

 

Entrepreneurial Center Cultivates Startup Interior Design Company

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Jennifer Gaggion is Owner of Design Your Monday!, a women-owned startup involved in the Women’s Business Roundtable at the University of Hartford Entrepreneurial Center. (Photo courtesy Heather Conley Photography)

Design Your Monday! LLC Owner Jennifer Gaggion enjoys participating in the Women’s Business Roundtable at the University of Hartford Entrepreneurial Center. Jennifer discussed her startup experience and shared some of the life lessons she’s experienced on her entrepreneurial journey.

INNOVATION DESTINATION HARTFORD: How has your background shaped you as an entrepreneur?

JENNIFER GAGGION: I have 20 years of human resources and business experience, which allowed me to not only see through employees’ eyes but also see organizations in their entirety.

I have a natural curiosity to ask questions and so, with time, I learned about each of the different functions required to make an organization successful.

My management experience taught me how to prioritize items with the most impact. Being self-motivated throughout my career, I was comfortable with working independently and able to hold myself accountable to set and accomplish goals and objectives.

IDH: When and why did you start your company?

JG: I began Design Your Monday! in 2014 because, after returning to design school, I wanted to use my professional experiences in a new capacity. I chose commercial design because it allowed me to integrate my interior design skills and my knowledge of change management in corporate settings to help create productive work environments.

IDH: Why does someone want/need to use your services?

JG: Forward-thinking companies are recognizing their return on investment for meaningful design. Increased workflow efficiencies and improved functionality are some reasons, but companies are also using their workspaces to improve recruitment and retention.

Employees live especially busy lives, so making the workplace more efficient and enjoyable is a winning proposition for employers and employees.

IDH: What makes your services unique?

The multi-functional lunch room at i-Health, a division of DSM, Cromwell CT. “The space allows for casual meetings to take place outside of lunch hours to maximize the real estate investment of the space,” says Design Your Monday! Owner Jennifer Gaggion. (Photo courtesy Heather Conley Photography)

JG: With my human resources background, I offer my clients a unique proposition to rethink the way they look at their organizations and integrate that thought process into their design solutions. I understand employee recruitment and retention, so I capitalize on the individual qualities of each company’s culture to improve their habitable experiences.

IDH: What’s the biggest challenge your company has faced as a startup?

JG: The biggest challenge for me has been to increase brand awareness. Well-known companies have years of exposure under their reputation. In the absence of a store front, I invest a lot of my own time attending networking events and building relationships, taking advantage of every marketing opportunity.

I learned a potential client must see or hear about your business 13 times before they will hire you. That’s a lot of marketing! In my role as principal and commercial designer, I am always working to develop a positive brand reputation.

IDH: If you change one thing about your start up journey, what would it be?

JG: Well, to borrow from Nike: Just do it!

Because my clients base a project’s success on the final aesthetics, it is a constant struggle for me to go out with anything (website, invoices, marketing pieces) that I feel may be less than perfect. In some cases, I’ve learned you should just move forward and tweak later. I am constantly working to improve upon that!

IDH: How has Connecticut’s business resources helped to shape your company?

JG: The University of Hartford’s Entrepreneurial Center has given me exposure and access to many professional services that have helped provide what I consider an “operational foundation” to manage my business from support developing legal agreements to launching my website.

I meet regularly with a business coach who challenges my priorities and helps pinpoint my focus. She keeps me on track.

I also participate in the monthly Women’s Business Roundtable through the Entrepreneurial Center, which has been an invaluable resource. When I attend these sessions and hear solutions other entrepreneurs have implemented, my mind just reels with ideas for my own business. It is an ongoing source of inspiration and personal accountability since we all share our achievements and opportunities.

IDH: What is the best thing about working in the Greater Hartford region?

JG: Hartford is a wonderful city for a boutique firm like mine. I am not lost in the colossal design shuffle of a city like Boston or New York, yet I have access to all the same trade lines and local reliable furniture distributors. I can be the go-to designer for corporate interiors.

IDH: Any advice to other women business owners?

JG: I thoroughly enjoy working with fellow women business owners. We often share similar personal challenges along this entrepreneurial journey. I believe it’s imperative to solicit supportive resources sooner versus later and not get tied down in minutia.

Spend your energy where it will deliver the most return for your business. My business coach once told me to just toss any items on my to-do list that didn’t support my bottom line. That was the day my freedom began!

Learn more about Design Your Monday! at www.designyourmonday.com or follow on Facebook or Instagram @designyourmonday.

Find out more about entrepreneurial women participating in the Women’s Business Roundtable through the University of Hartford Entrepreneurial Center:

Heather Conley Photography provided images for this story. Learn more about Heather in our interview: CT Architectural Photographer Embraces Entrepreneurship

 

Entrepreneur Launches Startup Brewery: Boondoggle Beers

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Boondoggle Beers Founder Micah Kerr served tastings of his Departure Citra Pale Ale beer at Manchester Wine and Liquors.

Website Curator Nan Price Innovation Destination Hartford spoke to Boondoggle Beers Founder Micah Kerr about the process of launching a startup brewery in Connecticut and his plans to create a presence in Hartford.

NAN PRICE: Have you always been entrepreneurial?

MICAH KERR: That’s a fascinating question for me to answer I’ve always felt that I was entrepreneurial, but I’ve also always been frozen by fear of failure. So, I haven’t really done anything in an entrepreneurial sense—until now.

I’ve worked in the corporate world for many years and I learned that it really wasn’t right for me, even though I did obtain certain level of success. It was probably the worst thing for me, because I should’ve just embraced my entrepreneurial side and done something years ago! But alas, here I am. I felt it was time to do something; time to be happier. I was 39 when I made the choice to really go for this.

NP: Why did you decide to open a craft brewery?

MK: I’ve been a fan of craft beer since the mid-90s. Those were the beers I was first buying, and my friends and I brewed beer in our dorm. As the industry grew and became more visible, I flirted with the idea of opening a craft brewery. I thought about it more seriously about eight years ago. And then I realized: If I don’t do this now, I’ll regret it forever.

NP: When exactly did you launch?

MK: Officially, I got my state permit August 29 this year. That allows me to sell product.

NP: How was that process of obtaining the permit?

MK: It was daunting. There is so much regulation, and with alcohol even more so. The entire process took three years. Granted, a lot of that was on me for trying to maintain a full-time job during that time.

I think if you have some financial resources, it’s probably not too bad. But for a layperson like me, I didn’t have the ability, the bandwidth, and maybe even the education to pore through the documents required and fill everything out promptly and accurately, so it took a while.

NP: Would you say that’s been the biggest startup challenge?

MK: Yes, because any other major challenge I’ve had has been more on the personal side. Also, the challenge of not having enough capital is something I think every startup deals with.

NP: A lot of entrepreneurs—especially first-time entrepreneurs—experience some sort of pivot. What about you?

MK: My whole business plan changed eight times. As a first-time entrepreneur, I had no expectations. I just rolled with it. Naïveté is amazing, right?

I take the mentality of: Attack what’s in front of you. I’m still doing that now that I’m open. I’m doing that more than ever. Some things I’m not 100% certain what I need to do, so I’ll figure them out later. There may be repercussions, and if there are, I’ll deal with them then.

Obviously this is a practice that needs to change for my long-term success, and I am working on it, but I think in these earliest of days it’s necessary to be more reactionary than calculated.

NP: Many craft brewery stories start with a homebrewing experience, like yours. At what point did you realize that what you were brewing was marketable?

MK: I don’t know if I ever had the “a-ha moment.” I hate to sound terribly confident, but I knew what I was making was good. More importantly, with something like beer, it’s also knowing you’ve differentiated yourself from the market in some degree.

NP: And how have you differentiated? What makes your product unique or innovative?

MK: In homebrewing eight years ago, I was making some beers that are appreciated now. For example, my double honey IPA. I’ve been making the same recipe for years as a homebrewer and now people are drinking it and they like it.

As far as being innovative, I guess it’s just a matter of trying to keep up with some of the newer trends. And, obviously, it’s not about hobby, it’s about a business. So, you have to earn revenue at some point.

NP: Let’s talk about location. You don’t have a physical presence yet?

MK: Correct. The way the whole craft beer industry works is, typically people have a tasting room where they’re brewing beer, because by state law you’re allowed to do X, Y, and Z. But, you’ve got all these town restrictions as well.

As I was figuring out how I wanted to move forward, I had to accept that in Wethersfield, which is where I live and I was going to be operating, it wasn’t going to work for me to have a tasting room. And that’s fine. For me, the tasting room has a very good chance of becoming a distraction to a brewery.

NP: How so?

MK: A tasting room may provide good margins that enable you to earn revenue in the early months as you’re getting going; however, it can also keep you from getting your brand out—as in distributing.

Many breweries that have been around for a few years are just now starting to move beer off premise. For what I want to do, it’s more important that I get off premise, establish myself as a brand in the region, establish sales, and then use that stronger position to open a tasting room right where I want it.

NP: And you’re thinking of Hartford, correct?

MK: Yes, I’d like to be right in Hartford. It’s expensive. A lot of breweries end up opening in an industrial site because it’s zoned correctly and more afforable. But I want something that I think is long term. I really feel like beer is experience-based.

I want to bring my customers to Hartford. I love the city and I believe in its success. I want to be part of that. I want to bring a concept that doesn’t exist right now, and I want to do it on my terms.

NP: So, you would basically have two locations – one where you’re brewing and one where you’re serving.

MK: Right. It’s actually more traditional to do it that way.

NP: How have you getting the word out about the brewery.

MK: At this stage in the game, I found the social media platforms are obviously the most economical.

NP: Some breweries build up a social media presence before they even open.

MK: I didn’t do that. I have a very strict policy in my life: It’s fail privately. I’ve had so many setbacks and so many issues leading up to the opening of this business, there’s no way I was going to be that guy all over social media and at every event bragging: Hey, try my amazing beer!

Every three months I had to say we had a setback. It meant that when I did open, I realized: Oh my gosh! I’m opening! And then there was a bit of a scramble.

Honestly, my brand presence is very small at this moment. I’ve done a small amount of advertising on Facebook to see how that works.

I’ve also been at a couple beer fests. When you go to a beer fest, you’re donating the beer. You’re also giving up a lot of time and then several hundred dollars of product when you have scant revenue. But it helps to get your name out there. For example, Small State Great Beer had 3,000 people.

And then I’ve gone door-to-door to what feels like every bar and restaurant in the state to see if they want to try any new beer. That’s what spreads the brand—it’s social media connected with access.

Also, beer drinkers can use apps like Untapped to see that see my beer is now on draught at The Social Bar in New London or Engine Room in Mystic. They can see the rating of, which is what other beer drinkers think of it. So, they may try it, or they may not. And then they can add their feedback. That kind of stuff becomes really valuable.

NP: Let’s talk about distribution.

MK: I did my first can release at the end of October. It was very exciting. Boondoggle is in four package stores, which is intentional. My goal is to be in about a dozen and make them essentially known locations I work with, so people can come to those 12 package stores to get my beer rather than having to go to one tasting room.

NP: Do you plan to keep the distribution local or will you eventually expand to other states?

MK: I do plan to expand. I’m from New York, originally. I have friends who own restaurants in Manhattan, Brooklyn and Eastern Long Island. My intention is to be able to sell beer in about six months or so on Eastern Long Island. But honestly, I’m more focused on getting my feet under me. If my feet get under me, then it’s about contacting distributors and making it happen.

NP: As far as having those friends in the industry, was that helpful to you as you were launching?

MK: Absolutely. And it still is helpful to me every day. The craft beer industry in that regard is amazing. I like the general friendliness and helpfulness of people in the industry. We help each other out as people, but there is competition. As more and more craft breweries pop up, all the sudden I’m competing for tap lines with someone who’s been in business for five years.

Competition is inevitable. It’s a business, when it’s all said and done. As the industry is growing at a slower rate than the number of competitors, it is likely to get a bit tighter for craft brewers. There will be fallout. I hope that the generally open and pleasant attitude of fellow brewers doesn’t change.

NP: As you said competition is inevitable, but it must be helpful to know you’re not going it alone.

MK: Yes, if you’ve got a question there’s someone who will answer it for you. The trick is probably knowing who and when to ask, because I think most people are willing to share the information. I know I am, I just don’t know how much information I have to share yet!

Learn more about Boondoggle by visiting www.boondogglebeers.com and follow on FacebookInstagram @boondogglebeers and Twitter @BoondoggleBeers.


Entrepreneurial Team Launches Connecticut-Based Cigar Company

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Serial entrepreneur and Co-Founder of Onyx Spirits Company Adam von Gootkin recently teamed with Foundation Cigar Company Founder Nicholas Melillo and George Herbert, the Eighth Earl of Carnarvon, to launch Highclere Castle Cigar Company

Highclere Castle Cigar Company co-founders Adam von Gootkin, George Herbert, and Nicholas Melillo (left to right) enjoy cigars at the startup’s launch event at Mickey Blake’s in Southington, CT.

In October, Mickey Blake’s Cigar Lounge hosted a launch event for Highclere Castle Cigar. Innovation Destination Hartford Website Curator Nan Price met up with the team there to discuss cigars and entrepreneurship.

NAN PRICE: Adam, you and I met in early 2016.You’ve been busy since then, mentoring startups, growing Onyx Moonshine, and now launching Highclere Castle Cigar Company. How did that come to be? I know there’s a story there.

ADAM VON GOOTKIN: A couple of years ago, my Onyx business partner Peter Kowalczyk and I were looking at unique ways to expand beyond just a Connecticut-made product and add another business to our portfolio. We’re big fans of Scotch whiskey and English gin.

The thought struck me as I was watching an episode of Downton Abbey. What if we open a distillery at the Highclere Castle estate in the United Kingdom? The castle is well-recognized and the history of enjoying spirits and entertainment there is very deep.

One thing led to another and, before I knew it, I was on the phone with George Herbert, the eighth Earl of Carnarvon. Lord Carnarvon owns Highclere Castle and the Highclere Estate, which is where Downton Abbey is filmed.

LORD CARNARVON: Adam got in touch with me out of the blue with ideas to create high-quality products that have a resonance with Highclere Castle and its history. We discussed ideas for cigars and spirits—because we are farmers at home and we grow a lot of barley.

NAN PRICE: So, how did you get from the distillery to cigars?

ADAM VON GOOTKIN: The initial reason for pursuing this project was to produce spirits in line with the Highclere Castle legacy of entertainment and agriculture production. We wanted to use the barley and botanicals grown on the estate to produce excellent spirits.

We’re developing the Highclere Castle Gin and Whiskey now for launch next year, but it’s quite a long project as there’s farming and significant investment involved.

LORD CARNARVON: We decided to go forward with creating a fine cigar, as our first step in the project. There’s long history of entertaining at Highclere Castle, right from the time after the building was built in the 1840s—my wife recently wrote a book about it (At Home at Highclere: Entertaining at the Real Downton Abbey).

Fine cigars were an important part of that scene. For someone who’s never been to Highclere, we wanted to create something to make them feel as though they might have been part of that once great way of life.

NAN PRICE: You say Adam got in touch “out of the blue”—how did you originally connect?

LORD CARNARVON: In the tradition of Great American entrepreneurs, Adam is not at all frightened of being upfront. He just sent an email saying: Will you call me? And I did.

NAN PRICE: You had never met?

LORD CARNARVON: No! In a way that’s how you have to make things happen. I’m sure that day I was doing a myriad of boring day-to-day business things.

NAN PRICE: And then along comes Adam, from “across the pond.”

LORD CARNARVON: Right. Bringing people together across the world is part of making progress and creating things.

ADAM VON GOOTKIN: Well said. We ended up having a phone call and we just hit it off. I quickly realized he had great vision for what they are doing at Highclere and we were looking to expand the projects we were doing. It was very good timing.

Geordie and I became friends after my wife and I visited Highclere. I think friendship is how business should really start.

Meanwhile, I was talking with Nicholas Melillo, who had also become a good friend of mine. He’s very well-known and well-respected in the cigar industry. We became friends because, like me, he is a completely self-started entrepreneur.

NAN PRICE: How did you two connect?

ADAM VON GOOTKIN: Nick and I were introduced by the owner of Mickey Blake’s. After an hour it felt like we’d known each other for 20 years. We had his cigars and my moonshine, and by the time we were done we knew we wanted to do something together.

NICHOLAS MELILLO: When I met Adam we immediately connected. We have a lot in common, especially with business and launching startups. I launched Foundation Cigar Company two years ago and used to run another company for 12 years, so I have similar startup and business experience. In a way, there are a lot of similarities between the spirit world and handmade cigars.

We had talked about doing a cigar initially. We didn’t really know what we were going to do at time. Eventually, Adam called me and told me about Highclere Castle. There couldn’t be more of a perfect fit.

It’s funny, I told my brother about how Adam met Lord Carnarvon and once he heard the story he said that sounds exactly like something Adam would do.

ADAM VON GOOTKIN: I remember calling Nick and telling him about the Highclere Castle project. I said: Imagine if we could team up to produce a super-premium cigar—the type that Lord Carnarvon’s great grandfather would have been smoking on the day he discovered King Tut’s tomb, or perhaps the type of cigar the characters in the era of Downton Abbey would have enjoyed.

NICHOLAS MELILLO: I was intrigued. At this point in my life, I’ve made conscious decisions about my business interactions. Life is too short to be involved with people who don’t have the best intentions. With this business venture, everything has been so natural, right into the creation of the product. It’s been a real pleasure. I’m still in awe of the project.

ADAM VON GOOTKIN: The whole thing is very natural. When business happens naturally, you are going with the current. If you’ve got to push, fight, scream, and claw, you’re going against the current. I often find that makes it difficult for business—maybe the business shouldn’t be.

But, when you have a reason for a product to be, that’s the first thing, because there’s a market readiness for it. When you have a team that’s equally obsessed with the idea of quality and has the know-how to execute, that’s the magic formula for success and doing a good job. It helps to be fulfilled while you’re doing the work.

NAN PRICE: When did the company officially launch?

Highclere Castle Cigar Company cigars. The startup launched in July 2017.

ADAM VON GOOTKIN: We formed the Highclere Castle Cigar Company in spring 2017.

Once everyone was on board, Lord Carnarvon, Nick, Pete, and I traveled to Nicaragua, where we spent more than a week in the factory and in the field to create the perfect cigar. Nick crafted about 20 different cigar blends before we settled on one. And he brought in some incredibly rare and expensive tobaccos to use in his blend.

LORD CARNARVON: We spent the most fascinating week when we began to put this story together last spring in Nicaragua. We learned from Nick about the whole process—everything from the seed in the ground to the tobacco leaves to the maturation to the fermentation to rolling the cigars by hand.

What was amazing about choosing the cigar Nick created was that we all chose the same blend.

ADAM VON GOOTKIN: Yes! We did a blind test and we all selected same cigar.

NAN PRICE: Let’s talk about the significance of having the company’s headquarters here in Connecticut.

NICHOLAS MELILLO: Connecticut’s history in cigars and tobacco has been very rich. I always wanted to have our office here in Connecticut, in the heart of the Connecticut River Valley. That dream came true this past March.

ADAM VON GOOTKIN: The fact that we are locating our headquarters here in Connecticut speaks to Connecticut’s long history with the tobacco industry—Connecticut was a world leader in cigar production. It’s also one of the reasons we chose Connecticut Shade as our cigar wrapper.

NICHOLAS MELILLO: Connecticut is one of the very few states in the United States that grows black tobaccos, which are cigar tobaccos. As Adam said, Connecticut was the epicenter. We’d really like to resurrect the cigar industry here in Connecticut and educate people about the history of smoking cigars.

ADAM VON GOOTKIN: This project is a neat gap over several continents—it’s the United Kingdom, it’s Connecticut and the United States, and it’s Nicaragua, where the cigars are made.

It’s really an amalgamation of a few different people with very different backgrounds and expertise, all of which have an entrepreneurial bend that have come together with one common passion. That’s what makes it particularly interesting.

NAN PRICE: It all comes down to passion—in this case for both cigars and entrepreneurship. What’s next for Highclere Cigar Company?

ADAM VON GOOTKIN: We launched the cigars in July at the International Premium Cigar & Pipe Retailers (IPCPR) in Las Vegas. The first week of October they shipped to stores all around the country. Early next year, we’ll launch in Britain and we’re exploring Asia now. We’ve gotten great reviews so far. We’ve already presold 40,000 cigars and are projected to sell more than 90,000 next year.

Right now, I’m focused on continuing to do a great job with Highclere Castle Cigar Company and continuing to grow Onyx Spirits.

Simultaneously, we’re preparing to launch what will be an incredibly high-end Highclere Gin, using botanicals and herbs from the estate and a recipe we’re working on with Lady Carnarvon. This should hit the market by summer of next year, and I’m looking forward to pairing it with the cigar.

Learn more about Highclere Castle Cigar Company by visiting highclerecastlecigar.com and follow on Facebook, Instagram @highclerecastlecigar, and Twitter @HighclereCigar.

Find out more about Adam von Gootkin in our interview Onyx Moonshine: Reviving the American Spirit In Connecticut or read our review his book Living Proof: Onyx Moonshine’s Journey to Revive The American Spirit. Follow Adam on Twitter @AdamvonGootkin.

At Home at Highclere: Entertaining at the Real Downton Abbey, by The Countess of Carnarvon is available at Amazon.com.

 

CTNext Program Manager Will Support Innovation Places and Higher Ed Initiatives

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CTNext announced the addition of Ali Berman to the CTNext team as program manager. In her role, she will primarily oversee the Innovation Places program and the Higher Education Entrepreneurship and Innovation Fund.

Berman is a graduate of Skidmore College with a Bachelor of Arts in business, Spanish and international affairs. Most recently, Berman worked for Techstars in Boulder, CO, a global ecosystem that empowers entrepreneurs to bring new technologies to the market. At Techstars, Berman served in several capacities, including as interim director of the Techstars Foundation.

“We are delighted to welcome Ali to the CTNext team,” said Glendowlyn Thames, Executive Director of CTNext.

“She joins at a critical time, as the Innovation Places program is gaining momentum and the Higher Education Entrepreneurship and Innovation Fund begins the award process for the first group of grant recipients,” she added. “Her experience working directly with CEOs and founders in a robust entrepreneurial ecosystem will be a great addition to the team as we move forward in accomplishing the mission of CTNext.”

The Innovation Places program seeks to support entrepreneurs and leaders developing places that will attract the talent high-growth enterprises need. The goal of the Higher Education Entrepreneurship and Innovation Fund is to support programs that establish sustainable relationships and lasting partnerships among the state’s higher education institutions while also creating lasting value through increased students’ attraction and retention, strong alumni connections and expanded roles as economic and community anchors.

About CTNext
CTNext is a Connecticut-based resource for entrepreneurial support. The program’s goal is to build more robust community of entrepreneurs and accelerate startup growth by providing access to talent, space, industry expertise, services, skill development, and capital to foster innovation and create jobs for people in Connecticut. Learn more at ctnext.com.

Finding Your Niche

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AEC MARKETING – IT’S A LIFESTYLE

While AEC marketing is arguably a niche focus, we find there to be plenty of opportunity with not only the (A)rchitects, (E)ngineers and (C)ontractors that identify inherently with this industry acronym, but with many related organizations in the greater built environment. From real estate professionals and public-sector agencies to property managers and environmental consultants, we have been fortunate to work with a diverse group of fantastic clients since our inception in 2010.

STAY IN YOUR LANE, PEOPLE.

If I had a dollar for every time I’ve heard the “my firm could design/construct virtually any type of facility” line, I’d be retired. To that end, my firm could design/construct marketing strategies and promotional collateral for virtually any type of client. But we don’t go that route. On the contrary, our well-defined specialization and supporting brand positioning have been absolutely integral to Golden Egg’s success. We’ve picked our lane, and we’re sticking with it.

ARE YOU AT A FORK IN THE ROAD?

Do you want to be known for your expertise and depth of experience, or would you rather be perceived as a jack of all trades, master of none? We are here to help you refine your focus, and give you the tools you need to win work. Align with a team that speaks your language. It may seem relatively unimportant in evaluating your options—until you end up lost in translation.

About the Author
Lindsey Mathieu is Founder and owner of Golden Egg Concepts, a Connecticut-based marketing firm specializing in the architecture, engineering, and construction (AEC) industry.

Learn more in our interview:
CT Woman-Owned Business Finds Marketing Niche

Thomas Hooker Brewery Finds a Home in Hartford

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Thomas Hooker Brewery opened a tap room and pilot brewery in Hartford, CT.

Serial entrepreneur Curt Cameron launched and sold a startup and owned, operated, and sold two larger stores before becoming owner of Thomas Hooker Brewery. Innovation Destination Hartford Website Curator Nan Price spoke to Curt about his entrepreneurial experience and how and why the brewery recently created a presence in Hartford.

NAN PRICE: Have you always wanted to own your own business?

CURT CAMERON: Not so much a brewery. I always laugh because most people who start breweries have a love of home brewing. And that is not me.

NP: That is funny—most of the craft brewery startup owners I’ve met began by homebrewing.

CC: My desire was more to build a brand than it was to brew. I don’t brew beer. I’ve always hired people to do that. I enjoy more the business component of things.

NP: So, how did you end up owning a brewery?

CC: My degrees are in business and computer science. After school, I worked at a software company where I did well. I left making lots of money to make almost no money. A friend and I started a landscaping company, which we grew nicely. I ran it and sold it off. Afterward, I traveled for a bit and then got back into the software business.

When my son was born, I was traveling three days a week, which was not very conducive to being a new dad. So, in 2001 I opened my first liquor store, which was fairly large. And then I opened another bigger store. That industry helped me realize the craft brewing world was really taking off.

Eventually, I sold the wine stores took another year off. I was looking at different opportunities and one of the attorneys I had worked with asked me what I knew about Thomas Hooker beer. I remember saying: It’s a good brand, but they don’t do much with it. He asked if I thought they’d want to sell it. I said: I don’t know, but let’s go ask

He and I approached the owners and they agreed to sell us the brewery and made it very easy for us. We took it over in 2006.

Beers on tap at the Thomas Hooker Brewery at Colt in Hartford, CT.

NP: Give us a little history. When was the brewery actually founded?

CC: It was founded in 1996 as the Trout Brook Brew Pub. In 2003, the second owners rebranded it to the Thomas Hooker Brewery. Thomas Hooker ale was their best-selling beer, so they renamed the company.

The brewery was in Hartford when we took over. It was originally located in the old Spaghetti Warehouse building on Bartholomew Avenue in Parkville.

When we took over ownership, we know we didn’t want to be a restaurant. With an eye toward production brewing, we found a building in Bloomfield that fit our needs and moved the brewery out of Hartford to Bloomfield. So essentially this brewery started in Hartford then we moved it out mostly for real estate purposes.

NP: Why did Thomas Hooker Brewery decide it was important to come back to Hartford and have a presence in the city?

CC: We’ve always said we’d love to get back to Hartford. I even tried coming to the Colt building before we moved out to Bloomfield. But, at that time it wasn’t nearly as far along as is now, and we were looking more for production space.

Before the ballpark was built, we were going to buy a big piece of land right off I-91. That never panned out. Then we were going to go to the Hartford Times building, but the University of Connecticut ended up in that space. We looked at a couple other locations, but the planets didn’t align.

And then eventually the managing partner here at the Colt building asked if I wanted to look at a space. It was at the North Armory and I wasn’t interested in it. He said he had one other space that had been a nursery school. When he showed it to me, I thought: This is the place. It’s got a patio, great windows, and production space. I can work with this.

NP: When did you open in Hartford?

CC: We officially opened the taproom and small batch pilot brewery July 20, 2017.

NP: Thomas Hooker is one of the first breweries in Connecticut—and you continue to innovate.

CC: When we started I think we were the fourth craft brewery in Connecticut. It’s funny how you find inspiration. I remember when I first took the company over I was in a restaurant where I knew they didn’t have our beer on tap. I would always ask anyway: I see you don’t have any Thomas Hooker on tap, do you ever think about bringing it in?

I remember there was an older lady at the bar who asked where that beer was made. I told her it was made in Hartford, and she said: If it’s made in Hartford, it can’t be any good.

That conversation always stuck with me. It’s been a little bit of motivation. I wanted to prove that good things can come from Hartford. So, we continue to build and grow the brand and then obviously the market has sort of grown up around us.

If anything, our big challenge is that we are not the new guys anymore. How do you stay relevant and exciting? I think it’s by creating not only great product but having a great facility, like being located in the Colt building.

NP: You mentioned you were the fourth craft brewery. What are your thoughts about the growing brewery scene in Connecticut?

CC: There’s the good and then the not so good. Obviously, not too many people would want to be in an industry that all the sudden has 10 times the competitors enter the market within a couple of years. So that can be challenging.

The great part is that when I started, it seemed the general feeling was that Connecticut didn’t have any good beers. Now, I love the fact that Connecticut craft brews are getting the recognition they are due.

We’ve got some phenomenal breweries here in Connecticut. With any industry that has a whole bunch of competitors start up in a short period of time, there’s going to be a fallout. There are going to be some winners and there are going to be some losers. What we’ve got going for us is we’re pretty much paid for and we’ve been doing this for a while, so I think we’ve got a little more knowledge than a lot of startups.

Our biggest challenge is staying relevant—and we need to do that by constantly innovating. Gone are the days of making one beer and having everybody just buy it. You’ve got to change, innovate. That’s one of the things we’re really focusing on. And one of the reasons we opened at Colt. It’s a test facility for us. This is where we’ll pilot brew products. That’s the other thing we love about this facility—it’s got a great little pilot system.

Thomas Hooker Brewery at Colt remains innovative by pilot testing 100-gallon batches of beer.

NP: So, you’re testing different beers at Colt then you can take them back to the brewery in Bloomfield to make larger batches?

CC: Exactly. We brew 100-gallon batches at Colt. What we brew in Bloomfield is essentially 14,000 12-ounce beers. You don’t want to be doing too many test batches at that size. What we’re doing in Hartford is great. We brew 100 gallons and let the public taste them and give us thumbs up or thumbs down. The beers we really like we can fine-tune and then brew on a production level.

NP: Let’s talk about distribution.

CC: We’ve kind of come full circle. At one point, we were in seven or eight states. I had to ask myself: With the explosion of the number of brands, why would Thomas Hooker be relevant in Florida?

It used to be that we were a smaller subset of brands and people would ask for the beer. But if you don’t have a physical presence to really tell your story, and you don’t have the marketing to do advertising, how does your story really resonate with the consumer? It doesn’t.

Over time, after I expanded to all these states, I slowly started to pull back. Unfortunately, it’s not as easy as just asking for your brand back. If you give your brand to somebody, they can get rid of it at any time, and they can also decide to keep it in perpetuity. Some wholesalers can make things challenging. Rather than letting you go to a competitor, they would rather sit your beer on a shelf, so you don’t become competition.

So, I wait for what I call “the equity event”—if a distributor gets bought or merged, that’s one time I can get my brand back. I’ve pulled the brand back from Florida, Georgia, Maine, Massachusetts, New York, and New Jersey. I pulled out those states because I thought the wholesalers were doing marginal jobs with our product. And, frankly, we are at capacity in Connecticut and we love our Connecticut wholesalers.

We’re only distributed in the southern part of Massachusetts, Connecticut, and the Philadelphia corridor. Believe it or not, our largest growth market right now is Norway. We’ve built a partnership with a Norwegian distributor who specializes in importing American specialty food products and beer for the Norwegian and European markets. We send container after container of beer to Norway now.

NP: Aside from that, it’s really working for you to have mainly a Connecticut focus.

CC: Yes. I call it doing deep rather than wide. We’re distributed by the Budweiser network in Connecticut. They’re wonderful partners to us. We have a couple sales reps in Connecticut. We stay focused right here, and thankfully we’re able to sell all our product in a smaller footprint.

NP: Where do you see the company in the next few years?

CC: I’m not completely sure. A lot of it is going to be market-driven. I think the challenge we run into is not knowing what this market is going to do.

Our plan is to expand our production capabilities to satisfy our current demand. We have already purchased a 30,000 square-foot building next to the brewery, which gives us plenty of expansion room. I’m sort of proceeding with caution because of the fickleness of this market.

NP: Any advice for those thinking of opening a craft brewery?

CC: My advice for anyone looking to get into this business today: Unless you’ve got millions of dollars to build a huge production facility, stay small and open a tasting room. Build your brand and knowledge of the industry on a smaller scale before spending millions on a large-production facility.

Find out more about Thomas Hooker Brewery

VISIT:
hookerbeer.com
hookerbeer.com/colt

FOLLOW:
Facebook /hookerbeer and /hookerbeercolt
Instagram @hookerbeer
Twitter @hookerbeer

Innovation Destination Hartford Best of 2017

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2017 was a productive year for Greater Hartford startups—and Innovation Destination Hartford web content! Throughout the year, IDH met with dozens of innovative startups in all types of industries and all stages of growth. Here’s a recap of 10 of our most-viewed stories in 2017:

ALVARIUM BEER COMPANY

Alvarium Beer Company co-founders Brian Bugnacki (left), Mike Larson (right), and Chris DeGasero (seated).

Co-Founder Brian Bugnacki offers advice for startup breweries:
“I would highly recommend going through the exercise of developing a business plan, tearing it down, and tweaking it several times. This phase took us several months and countless hours as a group. It won’t just be a document that is in a binder; it answers almost all of the questions you can think of before you even begin, and you gain a much more in-depth knowledge as opposed to reading forums on a website.”

READ: CT Startup Brewery: Alvarium Beer Company
VISIT: www.alvariumbeer.com
FOLLOW: Facebook /AlvariumBeer and Instagram @alvariumbeer

AMERICAN CLADDING TECHNOLOGIES

President Jeff Whittaker discusses the startup’s biggest challenges:
“Expanding into new vertical markets is one of our major challenges. We see potential in targeting other industries with boilers burning aggressive fuels that cause erosion and corrosion. Another challenge is getting potential customers to understand what laser cladding is and the benefits it offers.”

READ: Innovative CT Technology Startup
VISIT: americancladding.com

DORM ROOM COUNSELING

Marc Lehman, Founder on pioneering an innovative teletherapy practice:

“The idea was essentially born out of situations where my clients were looking to transition to college and continue to see providers. It was a nice, easy, seamless progression.”

READ: West Hartford Entrepreneur Launches Innovative Teletherapy Startup
VISIT: dormroomcounseling.com
FOLLOW: Marc Lehman on Twitter @mllehman

EAT IN CONNECTICUT

“Social Media, PR, & Marketing Story Tellers” Cheyney Barrieau, Jeannette Dardenne and Kristen Fritz  (left to right) of Eat IN Connecticut at Taste of Blue Back Square & The Center on July 27, 2016. (Photo courtesy of Eat IN Connecticut)

Co-Founder Jeannette Punsoni Dardenne on having a good partnership:
“What I’ve learned from working with Kristen as an entrepreneur is we have such different skill sets, yet it really helps when we’re working together. We are able to bring different experiences to our clients.”

READ: CT Social Influencers Launch Startup Marketing Agency
VISIT: www.eatin-ct.com
FOLLOW: Facebook /groups/Eatinconnecticut, Instagram eatinconnecticut or Twitter @Eatin_ct

HOW BAZAAR 

Owner Latoya Gibbs on choosing her store location:
“Being in Hartford definitely was important. Anything I did I wanted it to be within the Hartford community. I was born and raised in Hartford. I love the city. I also get a lot of support from the community. Without this community, I would not be here and my store wouldn’t be so successful.”

READ: Startup Clothing Boutique Finds Success in Hartford
FOLLOW: Facebook /howbazaarfashion and Instagram howbazaarfashion

MERCADO

Startup advice from Co-Founder Heather Riedl:
“As an entrepreneur, you can get caught up in trying to please too many people or trying to be something for everybody, rather than be everything to somebody. You can’t please everybody. So, you have to try to do what you do and do it best so you stay focused on your true goal as an entrepreneur.”

READ: Startup Food Truck, Catering Business Finds Success in Greater Hartford
VISIT: www.mercadofoods.com
FOLLOW: Facebook /MercadoFoods and Twitter @MercadoEats

MESSED AND DISTRESSED

What does being an entrepreneur mean to Founder Nikki Lehr:
“It means I get to connect with people. I also recognize that a business only works if it’s filling a gap that people need. So, my goals as an entrepreneur are to fill people’s needs and work with them.”

READ: CT Student Entrepreneur Launches Successful Startup
VISIT: messedanddistressedclothing.com
FOLLOW: Facebook /messedanddistressed and Instagram @messedanddistressed

SIMPLYVITAL HEALTH

SimplyVital Health Co-Founders Kat Kuzmeskas (CEO) and Lucas Hendren (CTO) sport their Boost VC t-shirts.

Founder and CEO Kat Kuzmeskas discusses making changes to your business concept:
“We’ve experienced a lot of pivots. We handled them by talking to customers and talking to our mentors. Specifically with customers—I had a lot of conversations with healthcare providers to test the idea before we even had a platform.”

READ: CT Startup Creates Provider Care Coordination Platform
VISIT: www.simplyvitalhealth.com
FOLLOW: Twitter @SimplyVitalHQ

VASU TRIBE

Co-Founder Natalie Wheeler discusses advantages of the Arbor Art Center location in Hartford:
“We’re cross-pollinating with like-minded entrepreneurs and small business owners whose businesses are driven by passion and creativity. There’s a lot of cross promotion. We all support each other.”

READ: Women-Owned, Hartford-Based Yoga and Spa
VISIT: vasutribe.com
FOLLOW: Facebook /vasutribe and Instagram @vasutribespa

WHSQUARED

Founder Jeff Lovanio on how he developed his business concept:
“I knew there was a ton of stuff to do in West Hartford, but as I searched I found it very difficult and cumbersome to find a one-stop-shop that listed things to do with kids. For a town like West Hartford, I thought there should be a better solution.”

READ: Startup Launches Mobile App for West Hartford Events
VISIT: whsquared.com
FOLLOW: Facebook /whsquaredweha

YouTube Entrepreneurs

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Over the past few years, social media stars have made a fortune online using YouTube to create their own brand. See how they’ve built their careers and the money they’re making. From top YouTubers to the celebs you’d forgotten started their careers online, Moneypod looks at the secrets to online fame and fortune.

”Youtube

Youtube Entrepreuners? by Moneypod.

Startup Grind New Haven to Host January 17 Event

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Serial entrepreneur Steve Shwartz will join Startup Grind New Haven at The Grove in New Haven Wednesday, January 17 at 5:30 p.m.

Learn more and register for the upcoming Startup Grind event.

Steve is CTO and Co-Founder of Device42, a Connecticut-based provider of IT infrastructure management tools.

Device42 has grown from a small team working out of The Grove co-working office, to a major player with customers in more than 50 countries.

Steve pursued a postdoctorate degree at Yale in Artificial Intelligence before co-founding two companies in the space. He has been a part of two IPOs and several others successful exits.

Later, he served as CTO of Computershare. He also became an early angel investor and board member at Tangoe, before taking over the role of CTO prior to the company’s 2011 IPO.

Steve will join Startup Grind to discuss his entrepreneurial journey and the lessons he’s learned.

Find out more about Startup Grind

READ: Startup Grind Develops a Presence in Connecticut
VISIT: www.startupgrind.com/new-haven
FOLLOW: Facebook /StartupGrind, Instagram @startup, and Twitter @StartupGrind


Woman-Owned, Hartford-Based Startup Communications Company

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Sarah Barr is the Founder of Hartford-based startup Washashore Writing.

Award-winning journalist and public relations specialist Sarah Barr has got talent. She was a television news anchor and reporter and held positions as Director of Communications and New Media for the City of Hartford, and Vice President of Corporate and Government Communications at Webster Bank.

In October 2017, Sarah embraced her entrepreneurial spirit and launched Washashore Writing, a speechwriting, media training, and communications company that caters to women leaders in business, community, and government.

Sarah will present at the Power & Progress Business Women’s Symposium on Wednesday, January 24. The event “Shine! Making a Powerful Impression” is hosted by The University of Hartford’s Entrepreneurial Center and Women’s Business Center (EC/WBC). Learn more and register to attend.

ENCOURAGING WOMEN LEADERS

Sarah has had plenty of experience helping boost women leaders. While working at Webster Bank, she formed the Webster Women’s Initiative Network to help support future leaders at the bank through education, training, and networking.

“It was a great opportunity,” she recalls. “It started with a grassroots group of about 20 people and blossomed to well over 300 by the time I left Webster.”

Sarah also played a key role in designing an internship program at Hartford City Hall that paired high school and college students.

“We gave students hands-on experience in the field of communications. The internships benefitted dozens of young people, particularly young women and women of color,” she explains.

“What brings a sparkle to my eye is when I see young women succeed. I’m glad I’ve been able to provide opportunities to young people—and I’m still in touch with many of them, whether it’s writing letters of recommendation or connecting through LinkedIn,” she says. “A lot of the interns have gone on to be successful people and they’re happy. To think that I was even a small part of their experience is pretty cool.”

Whether they’re going off to college, starting their first job, or breaking through the log-jam on the corporate ladder, Sarah hopes her new startup venture can continue to help more women succeed.

“Somebody was there for me and somebody helped me get through the door. The only way I can ever say thank you is to help somebody else,” she emphasizes.

LAUNCHING HER STARTUP

Many of Sarah’s experiences encouraged her to launch her own company and efforts to help women succeed in the workforce. She notes, “It’s not that I don’t work with male clients, it’s just the focus is on female clients and women’s issues.”

Sarah talks about why she decided to start her own company versus continuing to work for someone else:

“I came to a point in my career where I took a step back and I said: What do I want to do? What makes me happy? What is best for me and my family?” she says. “Launching my own company combining my experience in storytelling, speech writing, public relations, and media training was the decision.”

Sarah recalls, “When I told some people who had known me for many years, the reaction was: You should’ve done that years ago.”

Why now?

“I wasn’t ready,” she admits. “Now my heart is telling me it’s time.”

INNOVATIVE SERVICES

Sarah’s expertise is what differentiates her.

“Not everyone has walked the walk when it comes to covering a story or being interviewed by someone about a story,” she explains. “I know the tough questions and I know how to answer them. I’m able to develop techniques with clients so they are better prepared, and they can keep calm under pressure when rapid-fire questions come their way. It’s also not only what to say, but it’s where to look and how to look. It’s a more holistic branding to help them stay focused.”

Sarah has been working on building her clientele.

“My business is brand new, so now people are looking at me on my own as opposed to affiliated with someone else. People are excited about the services I offer and they’re trying to find ways to fit me into budgets that may be already established,” she notes.

“My clients can range from somebody who is an associate Vice President or someone who’s making a presentation to a local organization. They have to get over their nerves. We can work on that. And it may be an executive who just doesn’t have time or a routine to write a lot of speeches and make a lot of presentations. I can do that as well,” says Sarah. “I’ve written for CEOs, mayors, and regional vice presidents and presidents. I know their words. I can put it together and shape it for them. Everyone needs a ghost writer.”

FOSTERING STUDENT LEADERS

Sarah also offers mentoring services—and looks forward to working with our young leaders on a number of different fronts.

“Our kids need help. They need to know how to do everything from making eye contact to shaking hands, which is all part of the building and branding of leadership. I want to ensure they have that confidence in their presentation skills,” she says.

“I can help kids who are preparing to present their capstones, getting ready for college, or preparing for job interviews.” She points out, “You can have the greatest capstone project, the best idea, the perfect background for a job, or an amazing PowerPoint presentation, but you have to deliver it the right way.”

Sarah adds, “It’s really great to have some of these techniques instilled in an early age, so they know how to overcome the nerves and how to hold themselves. An interviewer or panelist can say: Wow, that kid really has her act together. She presented herself well and knew what she was talking about.”

NETWORKING

Sarah credits networking with helping her build clientele and become recognized as a new startup. “You have to get yourself out there,” she emphasizes.

“Through all my incarnations and all my different jobs, I have built an incredible network of colleagues. It’s all about relationships,” she says.

“As I was creating the website and doing the paperwork to get the business going, I talked to the people I knew and trusted who had launched their own companies. I told them I was thinking of doing this, and I got a lot of feedback. I took all that information from networking initially—it really helped me make my decision to start the company.”

As she was starting out, Sarah says she knew she had to become a MetroHartford Alliance investor.

“I’ve had such a strong association with the MetroHartford Alliance over the years,” she notes. “As a reporter, I covered Oz Griebel when he was first announced as the CEO. So, I had that relationship and reported on what was happening with MetroHartford Alliance as things were growing and changing over the years.”

LOVE OF HARTFORD

Sarah has a lot of pride in Hartford. “I was born in the city and I grew up in Wethersfield, so my heart is here,” she says. “I love the city. Look at the history. Look at the architecture. Look at the arts. There’s so many positives here. There are so many positives not only for Hartford, but the region. I’m one of the ‘yaysayers.’”

In terms of the startup and entrepreneur ecosystems in Greater Hartford, she says, “I think it’s important because it’s more cutting-edge. It’s more innovative.”

“We have to get out of the cookie cutter mentality and think of ways to do things differently. Let’s use that creative energy. I’m a big supporter and of course now being a small business owner, I’m supporting it even more.”

ENTREPRENEURIAL ADVICE

With such a new business, Sarah hasn’t experienced too many startup challenges yet. She notes, “As I talked to colleagues who have made the switch to starting their own business, one of the big things was learning not to expect a paycheck every two weeks—so it’s that kind of balancing things.”

Her advice for others is simply: Be ready.

“Make sure that you’re ready and then don’t quit and keep going no matter how tough it gets. That’s something that people have said to me,” Sarah adds.

“I tell myself to stick to it because, if you really believe in your product, what you offer is going to come from love not fear.”

Find out more about Washashore Writing

VISIT: www.washashorewriting.com
FOLLOW: LinkedIn

 

CT Entrepreneurial Ecosystem Survey Q4

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The Q4 State of the Connecticut Entrepreneurial Ecosystem Survey is now open to entrepreneurs and entrepreneurial organizations from Connecticut. An initiative of Launch EZ, the comprehensive quarterly survey provides Connecticut’s entrepreneur community with knowledge and insight.

JOB GROWTH IN 2018

This quarter the CT Entrepreneurial Ecosystem Survey is asking entrepreneurs and organizations about the current state of jobs in Connecticut—what worked in 2017 and what’s the outlook for 2018?

Entrepreneurs who complete the Q4 survey will receive an Entrepreneur Swag Bag filled with information, discounts, and giveaways specific to entrepreneurs.

SURVEY COMMITTEE

If you are interested in helping improve this survey we’re forming an advisory committee of entrepreneurs and organizations. Contact Tim Laubacher if you’re interested at tim@soundweb.biz.

THE CONNECTICUT ENTREPRENEURIAL ECOSYSTEM SURVEY

Read FAQs about the State of the Connecticut Entrepreneurial Ecosystem Survey

Access the State of the Connecticut Entrepreneurial Ecosystem Survey

Find out more about Launch EZ

READ: Launch EZ – Committed To Helping Connecticut Startups
VISIT: www.launchez.com
FOLLOW: @LaunchEZ

Entrepreneurial Center Cultivates Startup Interior Design Company

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Jennifer Gaggion is Owner of Design Your Monday!, a women-owned startup involved in the Women’s Business Roundtable at the University of Hartford Entrepreneurial Center. (Photo courtesy Heather Conley Photography)

Design Your Monday! LLC Owner Jennifer Gaggion enjoys participating in the Women’s Business Roundtable at the University of Hartford Entrepreneurial Center. Jennifer discussed her startup experience and shared some of the life lessons she’s experienced on her entrepreneurial journey.

INNOVATION DESTINATION HARTFORD: How has your background shaped you as an entrepreneur?

JENNIFER GAGGION: I have 20 years of human resources and business experience, which allowed me to not only see through employees’ eyes but also see organizations in their entirety.

I have a natural curiosity to ask questions and so, with time, I learned about each of the different functions required to make an organization successful.

My management experience taught me how to prioritize items with the most impact. Being self-motivated throughout my career, I was comfortable with working independently and able to hold myself accountable to set and accomplish goals and objectives.

IDH: When and why did you start your company?

JG: I began Design Your Monday! in 2014 because, after returning to design school, I wanted to use my professional experiences in a new capacity. I chose commercial design because it allowed me to integrate my interior design skills and my knowledge of change management in corporate settings to help create productive work environments.

IDH: Why does someone want/need to use your services?

JG: Forward-thinking companies are recognizing their return on investment for meaningful design. Increased workflow efficiencies and improved functionality are some reasons, but companies are also using their workspaces to improve recruitment and retention.

Employees live especially busy lives, so making the workplace more efficient and enjoyable is a winning proposition for employers and employees.

IDH: What makes your services unique?

The multi-functional lunch room at i-Health, a division of DSM, Cromwell CT. “The space allows for casual meetings to take place outside of lunch hours to maximize the real estate investment of the space,” says Design Your Monday! Owner Jennifer Gaggion. (Photo courtesy Heather Conley Photography)

JG: With my human resources background, I offer my clients a unique proposition to rethink the way they look at their organizations and integrate that thought process into their design solutions. I understand employee recruitment and retention, so I capitalize on the individual qualities of each company’s culture to improve their habitable experiences.

IDH: What’s the biggest challenge your company has faced as a startup?

JG: The biggest challenge for me has been to increase brand awareness. Well-known companies have years of exposure under their reputation. In the absence of a store front, I invest a lot of my own time attending networking events and building relationships, taking advantage of every marketing opportunity.

I learned a potential client must see or hear about your business 13 times before they will hire you. That’s a lot of marketing! In my role as principal and commercial designer, I am always working to develop a positive brand reputation.

IDH: If you change one thing about your start up journey, what would it be?

JG: Well, to borrow from Nike: Just do it!

Because my clients base a project’s success on the final aesthetics, it is a constant struggle for me to go out with anything (website, invoices, marketing pieces) that I feel may be less than perfect. In some cases, I’ve learned you should just move forward and tweak later. I am constantly working to improve upon that!

IDH: How has Connecticut’s business resources helped to shape your company?

JG: The University of Hartford’s Entrepreneurial Center has given me exposure and access to many professional services that have helped provide what I consider an “operational foundation” to manage my business from support developing legal agreements to launching my website.

I meet regularly with a business coach who challenges my priorities and helps pinpoint my focus. She keeps me on track.

I also participate in the monthly Women’s Business Roundtable through the Entrepreneurial Center, which has been an invaluable resource. When I attend these sessions and hear solutions other entrepreneurs have implemented, my mind just reels with ideas for my own business. It is an ongoing source of inspiration and personal accountability since we all share our achievements and opportunities.

IDH: What is the best thing about working in the Greater Hartford region?

JG: Hartford is a wonderful city for a boutique firm like mine. I am not lost in the colossal design shuffle of a city like Boston or New York, yet I have access to all the same trade lines and local reliable furniture distributors. I can be the go-to designer for corporate interiors.

IDH: Any advice to other women business owners?

JG: I thoroughly enjoy working with fellow women business owners. We often share similar personal challenges along this entrepreneurial journey. I believe it’s imperative to solicit supportive resources sooner versus later and not get tied down in minutia.

Spend your energy where it will deliver the most return for your business. My business coach once told me to just toss any items on my to-do list that didn’t support my bottom line. That was the day my freedom began!

Learn more about Design Your Monday! at www.designyourmonday.com or follow on Facebook or Instagram @designyourmonday.

Find out more about entrepreneurial women participating in the Women’s Business Roundtable through the University of Hartford Entrepreneurial Center:

Heather Conley Photography provided images for this story. Learn more about Heather in our interview: CT Architectural Photographer Embraces Entrepreneurship

 

Food and Beverage Startup for Healthy Eating

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Bare Life Founder Ali Lazowski is one of 22 startups participating in the 2018 reSET Impact Accelerator.

Ali Lazowski is Founder of West Hartford-based Bare Life, which is one of many startups participating in the 2018 reSET Impact Accelerator. The program is designed for entrepreneurs in the early stages of business development.

Ali discussed some of her startup challenges and her experience with the accelerator.

INNOVATION DESTINATION HARTFORD: When and why did you start your company?

ALI LAZOWSKI: Cancer and chronic illness actually started Bare Life, not quite the typical startup plan. I was diagnosed with thyroid cancer in 2012 as well as Lyme Disease and Irritable Bowel Syndrome. I had been very ill for a while. Those diagnoses pushed me to adopt cleaner and healthier diet (gluten free, refined sugar-free, dairy-free, and organic).

At the time, I just thought I was making hot cocoa and other recipes I loved; there really was no plan beyond feeding myself. In talking with people in my community, I realized a lot of people also wanted access to healthy food that didn’t taste like cardboard. Even though these have been the most challenging years of my life—and the challenge is not over—finding something I love to do, feel passionate about, and can possibly help other people has made it all worth it.

I launched Bare Life in October 2017.

IDH: Tell us about the startup and what makes it innovative.

Bare Life’s first product is an innovative instant hot cocoa, that’s organic, non-GMO, dairy free, gluten-free, refined sugar-free, kosher, paleo, and vegan.

ALI: Bare Life is an allergen- and irritant-free brand, based in West Hartford, CT. Our mission is make crave-worthy, body-friendly foods convenient for people coping with chronic illness. Our first product is a unique instant hot cocoa, that’s organic, non-GMO, dairy free, gluten-free, refined sugar-free, kosher, paleo, and vegan. We also have Sweets and Thanksgiving cookbooks coming out later this year.

IDH: Why did you become involved in reSET Accelerator program?

ALI: Why wouldn’t you want to be involved with reSET? Their team is so supportive, collaborative, and engaging, every time I talk to a team member it’s clear they just want to help us succeed. It’s truly a special place.

IDH: In what ways is your company making a social impact?

ALI: It is very important to me to help people coping with chronic illnesses. Having a chronic illness is unbelievably hard. I am fortunate to have wonderfully supportive family and friends who help make my journey a bit easier. But I know not everyone has that.

If Bare Life can make food choices easier, help people feel less alone through our support groups, or create flexible employment opportunities, that would be an amazingly wonderful thing to me.

IDH: What has been your biggest challenge as a startup?

ALI: I think my biggest challenge with Bare Life has been what started the company—my chronic illnesses. A startup requires a lot of energy, you’re working all the time and there are no days off. Balancing startup life and my health is no easy feat, and I am definitely not good at it yet. But as I continue to build my great team around me I know we can overcome this challenge.

IDH: What resources do you need most to move your company forward?

ALI: With a startup I think it’s always two things: financing and strategic advice or partnerships. We just completed our crowdfunding campaign and we raised about $10,000. We didn’t hit our big funding goal, but that allowed us to move forward with no margin for error. Mistakes are also always part of a startup. That’s where strategic advice or partnerships come in, like reSET. Hopefully I can learn from other people’s experiences and avoid repeating some of their mistakes.

IDH: What is the best advice you have given/received?

ALI: The best piece of advice I’ve received was from my father. I was at a crossroads and he told me to never make a choice, to stick with something, because the other choice seemed worse or harder. To always go with what felt right and that the rest would work itself out. So far, he’s been right.

Learn more about Bare Life

WEB: www.eatbarelife.com
FACEBOOK: /EatBareLife
INSTAGRAM: eatbareliefe
TWITTER: @eatbarelife

CT Entrepreneurs Offer Advice for Aspiring Entrepreneurs in 2018

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Innovation Destination Hartford asked 14 Connecticut entrepreneurs: Looking ahead to 2018, what’s the best piece of advice you can offer for aspiring entrepreneurs? Here are their answers.

CARMEN VEAL – EVENT STRATEGIST

Own your truth. You don’t know what you don’t know. The sooner you accept what is or isn’t, you can take the steps toward becoming the best possible version of yourself.
— Carmen Veal

IDH INTERVIEW: Woman Entrepreneur, Innovator, Event Strategist
WEBSITE: carmenveal.com
FACEBOOK: Facebook /CarmenVeal
INSTAGRAM: carmenveal
TWITTER: @CarmenVeal

Connecticut Physical Therapy Specialists Founder David Bostic uses the Redcord tools on a client. “Redcord is a highly innovative approach and one of the tools I used to create my practice,” he explains.

CONNECTICUT PHYSICAL THERAPY SPECIALISTS

Review the successes you experienced in 2017 and use them as fuel for the action plans you have for 2018. There will be challenging days—remember your growth and trajectory and stay focused.
— David Bostic, Founder

IDH INTERVIEW: Successful Physical Therapy Startup With 3 Locations in Connecticut
WEBSITE: ctpts.com
FACEBOOK: /GetBetterStayBetter
TWITTER: @callmyPT

DESIGN YOUR MONDAY!

Recognize the importance of following your true passion when building a business. Without this sincere joie de vivre and loving what you do, the dedication and effort will be less than exceptional and easily identifiable from a client’s perspective. Despite all the tasks you do and initiatives you take to grow your business, this positive, dedicated energy will be the driver of your success.
— Jennifer Gaggion, Owner

IDH INTERVIEW: Entrepreneurial Center Cultivates Startup Interior Design Company
WEBSITE: www.designyourmonday.com
FACEBOOK: Facebook /designyourmonday
INSTAGRAM: designyourmonday

GREEN THREAD CONSULTING

Before you buy things for your business, really decide if you’re a solo practitioner or if you’re creating a firm. This will help you prioritize expenses. In either case, stay as lean as possible so you have resources available for surprises.
— Kris Coperine, Founder and CEO

IDH INTERVIEW: Hartford-Based Sustainability Strategy Startup
WEBSITE: www.greenthread.co
FACEBOOK: Facebook /greenthreadconsulting
TWITTER: @GreenThreadCons

LAMBDAVISION

Being an entrepreneur and starting a company is extremely hard work. Change is constant—each day bringing new hurdles, challenges, and questions. Risks are abundant, and uncertainty is everywhere. The hours are long, and the pay is often minimal. It is not a career for the faint of heart.

While being an entrepreneur might be hard work, it is also exciting. You are constantly learning new things and wearing many hats. It requires passion, drive, and grit. You have to be adaptable, and a good listener. Don’t be afraid to ask questions and know that there is not always a “right” answer.

My advice for a budding entrepreneur is a bit generic, but it would be to surround yourself with talented people. Building a company is not a one-person job. I am fortunate that I have such an amazing team of people working with me at LambdaVision, as well as the support of my family and friends. Being an entrepreneur is hard, but with the right team, passion, and hard work, anything is possible.
— Dr. Nicole Wagner, President

IDH INTERVIEW: Biotech Startup Develops Innovative, Protein-Based Retinal Implant
WEBSITE: www.lambdavision.com
FACEBOOK: /LambdaVision
TWITTER: @LambdaVision

“Live Like a Lotus is very innovative because there are not a lot of yoga businesses with a strong focus on children,” says Founder Felicia Jordan.

LIVE LIKE A LOTUS, LLC

Always follow your passion— that’s when the magic happens. Put out into the universe what you truly feel you’re meant to do and it will always, without a doubt, begin to flourish. The universe has an amazing way of showing you signs, but not until you admit to yourself what you’re truly meant to do.
— Felicia Jordan, Owner

IDH INTERVIEW: Hartford-Based Startup Offers Yoga and Life Coaching
WEBSITE: www.livelikealotus.com
FACEBOOK: /LiveLikeALotusLLC
INSTAGRAM: livelikealotusllc

LOOTSCOUT

In the midst of a tornado of distractions, the most important skill an entrepreneur must have is the ability to focus on solving problems for customers better than anyone else. Don’t fall for the hoopla and so-called expert advice. Put customers under a microscope to learn their needs and wants. When you do, you will possess a money-making machine.
— Anthony Price, Founder & CEO 

IDH INTERVIEW: Innovation Is the One More Thing Part 1 and Part 2
WEBSITE: www.lootscout.com
TWITTER: @LootScout

MOREAU DESIGNS

Take all your notions of what your business should be and throw them out the window. By not having built up expectations, you allow yourself to grow and develop a business naturally—and in that it becomes unique and successful.
— Jennifer Moreau, Founder

IDH INTERVIEW: Woman Entrepreneur Runs Successful Home Design Company
WEBSITE: moreaudesigns.com
FACEBOOK: /moreaudesigns
INSTAGRAM: moreaudesigns

POSH (PERSONAL ORGANIZATION SOLUTIONS FOR THE HOME)

Get out there and put yourself in front of people. Network, network, network. Social media is a great platform, but don’t discount the power of face-to-face networking. Find people who have a similar business and learn from each other, even work with each other if that’s an option.

Stop trying to recreate the wheel. You will be discouraged that your business isn’t growing as fast as you’d like it, and it helps to know others have succeeded in what you do, so just keep on doing it.
— Leslie Raycraft, Founder

IDH INTERVIEW: Entrepreneur Launches Organizational Solutions Startup
FACEBOOK: /POSHsolutions

SIMPLY JAM

I think the best advice I could give to any budding entrepreneur is never give up, stay positive, and don’t let negativity get in your way.

There’s an old saying about the steps required to succeed:
A dream written down with a date becomes a goal,
A goal broken down into steps becomes a plan
A plan backed by action makes your dreams a reality.
— Russ Clay, Simply Jam

IDH INTERVIEW: Connecticut Entrepreneurs Turn Passion into Fruitful Startup
WEBSITE: www.simplyjam.net
FACEBOOK: /simplyjalapenojam
TWITTER: @jam_simply

Snapology Owner Paras Patani is passionate about teaching STEAM to kids.

SNAPOLOGY WEST HARTFORD

Understand whether the core product/service of your business is a vitamin or a pill? Is it nice to have or is it necessary? How much is your product/service valued by your customers? If it is a lot, they should be willing to pay a lot. If doesn’t have a lot of value, your customers won’t pay much for it. Making a sale is a vote from your customer about how important your product/service is to them.
— Paras Patani, Owner/Educator

IDH INTERVIEW: Connecticut Entrepreneur Runs Successful STEAM Education Company
WEBSITE: www.snapology.com/locations/west-hartford
FACEBOOK: /SnapologyWH

SUDOR TAINO FITNESS STUDIO

Stay closer to your authentic purpose and mission for the business than to current trends. Trends come and go but authenticity is timeless. Growing organically has been a wonderful experience.
— Karla Medina, Owner and Founder 

IDH INTERVIEW: Entrepreneur Founds Innovative Variety Fitness Studio
WEBSITE: www.sudortaino.com
FACEBOOK: /SudorTainoGroupFitness
INSTAGRAM: sudortainogroupfitnessstudio

 VASU TRIBE

“My advice to someone looking to get their dream off the ground is to do what you can with what you have, what you know, and where you are. As important and crucial a solid business plan is, sometimes you just have to roll your sleeves up and start where you are.

“Courage and resourcefulness are the most important traits to tap into when pursuing your passion. Start small, and improve and learn as you go. If you wait until you’re ‘ready’ (which you never will be), you end up spending energy on things that may not matter, and putting your feet in the game and experience will make you more ready than ever!”
— Holly Wheeler, Co-Founder

IDH INTERVIEW: Women-Owned, Hartford-Based Yoga and Spa
WESBITE: vasutribe.com
FACEBOOK: vasutribe
INSTAGRAM: vasutribespa

WE CARE COMPUTERS

Stay close to positive people. There will be great times and there will be difficult times, the people who succeed are typically the ones who can pick themselves up as quickly as possible. Hit it hard out there!
— Avi Smith-Rapaport, Owner

IDH INTERVIEW: West Hartford Entrepreneur Runs Successful Computer IT Company
WEBSITE: www.wecarecomputers.com
FACEBOOK: /WeCareComputers
TWITTER: @WCCWestHartford

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