Informed i’s Weekly Business Insights

 For all the unwieldiness it entails, scale has always brought enormous benefits in business. Fixed costs are set against more revenue, raising profits and supporting investment. Heft brings greater bargaining power with suppliers and financiers. From the early 2000s, the advantages of scale became even more pronounced. Intangible assets, including software and intellectual property, gave the upper hand to companies that could afford to invest in them. Globalisation provided big companies with more room to grow, as well as access to larger—and cheaper—pools of labour. In America, the gap in profitability between big and small firms widened. Economists began to speak of “superstar” firms racing ahead of the competition.

Now size is conferring advantages in new ways. Artificial intelligence (AI) is reinforcing the dominance of big firms over small ones. So is the presidency of Donald Trump, which has raised the importance of resilience and political sway. Yet these same disruptions could spell danger for America’s corporate giants. Already companies from Apple to Walmart are discovering how their size can make them a target of Mr Trump’s wrath.

Start with AI. You might imagine that lumbering leviathans would be too tied up in bureaucracy to make use of the technology. In fact, their scale allows them to invest far more in it than smaller rivals.  It is not only technology, but politics, too, that is making it even better to be big. Although many of Mr Trump’s tariffs now face legal uncertainty, those that remain will hammer sales and profits for businesses. Big firms, though, tend to be more resilient to such shocks.  Bigness tends also to bring increased supply-chain resilience—just as important in a trade war as it was amid covid-19.  Last, with scale comes an increasingly valuable asset: political capital.

All this helps explain why, since Mr Trump’s inauguration, the Russell 2000 index of America’s smallest listed companies is down by 11%, compared with a drop of only 3% in the S&P 100 index of America’s largest firms. Yet the shifting business landscape also presents dangers for corporate giants.

As with all new technologies, incumbents that are too timid in using AI will be exposed to newcomers that have built themselves around it. Then there is the risk that Mr Trump’s tariffs result in a lasting reversal of globalisation which limits companies’ access to foreign markets. That scenario would hit big companies harder than small ones. America’s top quintile of listed non-financial firms by revenue derive 23% of their combined sales abroad, compared with just 7% for the bottom quintile.  America’s corporate giants have enjoyed super-sized advantages. They should be prepared for some super-sized headaches, too.

Expanding tariffs may be capturing the headlines, but industrial-policy measures are on the rise as well. Governments have long implemented subsidies, incentives, and other interventions in domestic economies to support employment, critical manufacturing, and other national priorities. However, as the establishment of the World Trade Organization and the expansion of global trade made free-market and free-trade policies the global norm, many countries put less emphasis on supporting domestic industries.  The COVID-19 pandemic and rising geopolitical tensions, which intensified economic and global supply chain vulnerabilities, reversed that trend. Between 2017 and 2024, global industrial-policy actions increased by approximately 390 percent, with a particular focus on critical industries such as defense, semiconductors, and high-end equipment.

Such measures can significantly affect the economic environment in which businesses operate, including market access (through export and import restrictions, for example), labor availability (through interventions such as workforce development initiatives), core business operations, and the economics of capital investments (via investment subsidies, for instance). In some industries, government incentives are so sizable that they alter the competitive balance: In 2023, subsidies for battery technologies represented nearly 30 percent of global battery revenues.

Governments pursue industrial policies to advance economic and geopolitical interests. While tariffs, import and export restrictions, and regulatory barriers all play a role in shaping domestic industries, in this article the autricel  focus on three forms of industrial policy:  Financial incentives, Fiscal Incentives and Market Promotions.  Financial incentives are the most prevalent means of advancing geopolitically motivated industrial policies, comprising roughly three-quarters of all measures. They include grants, loans, capital injections, trade financing, and import incentives, among other instruments.  Aside from financial incentives, governments are increasingly applying both market promotion measures and fiscal incentives to stimulate certain sectors.

Recent industrial policies have tended to focus heavily on specific industries and technologies. The authors’ review of subsidies in 2023 and 2024 found that 13 product categories (among 26 categories assessed) accounted for 96 percent of global incentive value, and the five largest categories represented roughly two-thirds of the top 13 categories’ total incentive value.  Defense (including items on the US government’s “common high-priority items list”) and high-end equipment (such as medical devices, construction equipment, and electrical components) are currently drawing the greatest number of interventions. These sectors’ shares of government incentives are also growing faster than those of any other industry.  Analysis further shows several categories, some of them nascent, receiving growing government support. The three most notable are batteries, hydrogen energy, and iron and steel.

As companies grapple with today’s complex geopolitical landscape, understanding the full scope of government incentives can help business leaders both maximize returns on investments and navigate the competitive dynamics in global markets.  Three actions in particular can position businesses for success. First, conducting a survey of industrial-policy measures across geographies and sectors can help companies ensure they are considering all relevant programs. Second, understanding the “durability” of incentives can help decision-makers validate the resilience and longevity of business cases that incorporate such programs. Last, benchmarking the organization’s use of industrial-policy measures against primary competitors can show executives how incentives, subsidies, and other government supports affect the competitive playing field.

India’s spiritual tourism market is expected to be worth about $59 billion by 2028 and employ 100 million people, according to a trust that promotes Brand India. Some 110 million people visited Varanasi last year, a 1,500% increase from 2019, putting the city squarely in the center of the nation’s religious travel boom.

That increase is being driven by a confluence of factors, including the growth of an affluent class that has money to spend on travel, Prime Minister Narendra Modi’s push to turn India into a more overtly Hindu society, and a social media explosion that’s helped make Hinduism fashionable for younger Indians.

Influencers and celebrities sharing such experiences further popularize Hinduism. At this year’s Maha Kumbh Mela, a gigantic, six-week Hindu pilgrimage held every 12 years, political leaders, Bollywood actors and pop stars were among more than 400 million devotees who ritually bathed at the confluence of the Ganges and Yamuna rivers in the northern city of Prayagraj. Asia’s richest man Mukesh Ambani, Coldplay frontman Chris Martin and Bollywood actor Akshay Kumar were among the attendees.

Meera Nanda, author of The God Market: How Globalization is Making India More Hindu, says being religious has become a “trend.” “Pilgrimage meant a search for certain salvation,” she said. “Now it is more like combining adventure tourism with religiosity.”

India’s population is roughly 80% Hindu and about 14% Muslim, with Christians, Sikhs, Buddhists and Jains accounting for the remainder. While the nation was founded as a secular state, Modi’s ruling Bharatiya Janata Party has sought to elevate Hinduism since it came to power in 2014. Hindu nationalism has been a pillar for Modi’s popularity with voters, but critics say it has eroded religious tolerance and marginalized Muslims in particular. The government has denied having prejudice against India’s 200 million Muslims.

The government has spent hundreds of millions of dollars developing pilgrimage sites over the past decade, with improved transportation, parking and the rollout of technology — including virtual reality headsets — at some temples.

The investment is not all focused on locations sacred to Hindus. The government has helped promote and develop sites associated with the Buddha — including Bodh Gaya in the northeastern state of Bihar, where he’s believed to have attained enlightenment — in the hope of attracting tourists from Japan, China, South Korea and Southeast Asia. It has also invested in Amritsar, which houses the Golden Temple that is sacred to Sikhs, and Ajmer, where a centuries-old Islamic shrine stands.

Thomas Cook India Ltd., one of the largest travel agencies in the country, has seen rising interest in religious tourism since 2019. Customers often expect private darshan services that allow them to bypass queues, four-star accommodations (at least) and convenient transport including helicopters.  With one in four Indians traveling last year for religious reasons and future growth expected, hotels and airlines are planning for the future.

Tourism directly contributed $231 billion to India’s economy in 2023 and the industry is expected to grow 12% to 15% annually over the next five years, according to EY. In a March report on emerging travel trends, the consulting giant said beaches, mountains and religious sites were popular among domestic tourists in India, and noted a growing interest in cruises and wildlife.

The proliferation of cheap drones means just about any group with the wherewithal to assemble and launch a swarm could wreak havoc, no expensive jets or massive missile installations required.  Even if World War III doesn’t break out in the South China Sea, every US military installation around the world is vulnerable to the same tactics—as are the militaries of every other country around the world. 

While the US has precision missiles that can shoot these drones down, they don’t always succeed: A drone attack killed three US soldiers and injured dozens more at a base in the Jordanian desert last year. And each American missile costs orders of magnitude more than its targets, which limits their supply; countering thousand-dollar drones with missiles that cost hundreds of thousands, or even millions, of dollars per shot can only work for so long, even with a defense budget that could reach a trillion dollars next year.

The US armed forces are now hunting for a solution—and they want it fast. Every branch of the service and a host of defense tech startups are testing out new weapons that promise to disable drones en masse. There are drones that slam into other drones like battering rams; drones that shoot out nets to ensnare quadcopter propellers; precision-guided Gatling guns that simply shoot drones out of the sky; electronic approaches, like GPS jammers and direct hacking tools; and lasers that melt holes clear through a target’s side.  Then there are the microwaves: high-powered electronic devices that push out kilowatts of power to zap the circuits of a drone as if it were the tinfoil you forgot to take off your leftovers when you heated them up. 

That’s where Epirus comes in – a startup which is building a cutting-edge anti-drone weapon.  Compared with the blast of a missile or the sizzle of a laser, it doesn’t look like much. But it could force enemies to come up with costlier ways of attacking that reduce the advantage of the drone swarm, and it could get around the inherent limitations of purely electronic or strictly physical defense systems. It could save lives.

It may be a sign that anti-electronics force fields will become common among the world’s militaries—and if so, the future of war is unlikely to go back to the status quo ante, and it might zag in a different direction yet again. But military planners believe it’s crucial for the US not to be left behind. So if it works as promised, Epirus could very well change the way that war will play out in the coming decade.

As companies race to introduce digital features and products, they often ignore potential risks. Even seemingly benign digital products pose unforeseen dangers that can enable horrific criminal conduct.

As consumers’ interactions with digital products and platforms increase, more companies are recognizing the need to focus on the safety of their digital products from the earliest stages of development. Product development that considers safety as a key feature is, in and of itself, not novel. In industries like automotive and aviation, safety is prioritized during product design. But designers of consumer-facing digital products have tended to focus on novelty and speed—“move fast and break things”—creating a product development culture in which customer well-being has not been a central concern. As digital products increasingly involve personal connections, payments, and our most private information, that view needs to change—as does the way these products are developed.

Savvy companies implement SBD using a three-step model: They align organizational priorities around safety, embed safety considerations into product development processes, and foster continuous user engagement and feedback.

1. Align around safety. Organization-wide support for a focus on safety is crucial. Smart companies talk about safety as a core priority and explicitly include it in their missions and values.  Another way an organization demonstrates safety as a core value is by embedding it into its organizational structure. This could mean elevating an executive in charge of safety to the C-suite level or taking other steps to increase the visibility and power of safety on the org chart.  Companies must also communicate their commitment to safety to customers and external stakeholders. They should point to specific tools and design choices that deliver on this commitment.  Companies should communicate not just their intentions and commitments but also their results.
2. Embed safety into product design. Just as market research provides foundational data for product developers, companies that utilize the safety-by-design model use risk assessment frameworks at the earliest stages of product conception to better understand vulnerabilities and identify opportunities to reduce or eliminate them. The design philosophy calls on product managers and engineers to address potential risks proactively instead of putting products in the market and waiting to see how users might exploit them.  Risk assessment should evolve over the life of a digital product.
3. Foster continuous engagement. Communicating about safety helps build trust with users and encourages them to engage on safety issues. A company can enhance engagement by asking users and those in the community to use its product in a way that is aligned with its vision.  A company can also drive engagement by communicating regular progress updates as well as the cumulation of its learnings and changes over time. Doing so reinforces the idea that the company itself is willing to learn, both from its mistakes and its community, which in turn encourages consumers to deliver feedback.

Companies that follow through on commitments, share what they learn, and consistently enforce rules demonstrate that their safety initiatives are an integral part of their operations. By example they encourage users to take risk seriously and modify their behavior accordingly. Further, because their users understand that the product development process is continuously evolving, they are less likely to seek a “perfect” product; they’re willing to engage with a company that demonstrates its commitment to learning and to updating its products in a user-centric way.

Managers today are attuned to current thinking that how companies are organized matters to their performance, so they frequently adjust the corporate structure in the interest of improving outcomes. But the effect those changes may have on the workforce itself is less well understood.

While research has shown that employees are a heterogeneous group and that attracting and retaining talent involves a mix of incentives, we know less about how various types of organizational structures appeal to different workers, and whether those structures bind them to their employer or make them want to leave.

The more radical the changes that senior leadership intends to implement, the more critical this question becomes. Among the most dramatic transformations observed in the corporate landscape these days are moves from traditional, hierarchical organizing to working with flatter structures featuring fewer layers of command. These structures offer more autonomy but also impose burdens of self-organization on employees.

Structure Follows Strategy’ Is Too Simplistic – this approach is out of step with today’s corporate reality, where objectives other than strategy execution have gained importance. Some leaders may seek to experiment with different structures in order to foster the learning and adaptation needed to identify new opportunities.  In any case, according to the authors they have seen that organizations pursuing similar objectives may differ dramatically when it comes to structuring work. A plethora of contemporary management approaches — such as (scaled) agility, scrum of scrums, or Haier’s RenDanHeYi — rely on organizing with fewer layers of managerial authority while giving more autonomy to the workforce. These different structures appear to work for very different people, irrespective of the strategy the companies pursue.

The finding that individuals respond differently to different corporate structures is unsurprising: People differ from one another, and employees appreciate and expect different things from their workplaces.  The authors’ findings are clear. First, controlling for company-specific effects that stay constant over time, as well as controlling for company size and particular year effects (macroeconomic events), we can show that workforces do in fact change as a result of structural de-layering. Second, we can demonstrate that, on average, employees become more conscientious, agreeable, and open; that is, they rank higher on three of the Big Five personality traits that many HR professionals use to assess their employees.  These findings are relevant in absolute terms: Many organizations compete to hire talent with these traits, and that has a direct impact on performance. But they also indicate that de-layering leads to worker self-sorting across different types of structures, which should help increase productivity.

The ability to pivot effectively has become less of an occasional necessity and more of a core leadership competency. Especially as artificial intelligence reshapes entire industries at breakneck speed, start-up leaders are discovering that successful pivots require a unique blend of analytical rigor, emotional intelligence, and strategic courage.

The author’s conversations with four leaders—each navigating their own transformational journey—a clear framework emerges for how to orchestrate meaningful change without losing your organizational soul.

1. Go Back To Your Problem.  When Rujul Zaparde, co-founder of procurement platform Zip, saw the emergence of ChatGPT, he didn’t rush to slap AI onto existing features. Instead, he took his team back to fundamentals. “We really took a first principles approach to the company and the product to sort of say, okay, how do we, like, if we were to solve this problem, like, you know, the problem we solve for, like, what’s the best way to solve it today?”  This methodical approach proved transformative. Rather than viewing AI as a trendy add-on—which generally doesn’t solve any real problem—Zaparde’s team recognized they were uniquely positioned as an “orchestration layer” with access to supplier data, contract information, and financial systems that individual point solutions couldn’t match. Their AI capabilities have since been used over four and a half million times.  The lesson? Before pivoting, strip away assumptions and return to core problems.  1. What are your customers struggling with?  2. How intense is this problem?  3. How often do they experience this problem?  4. What’s left short with your current approach?  5. How might your leverage any accumulated strengths and capabilities to develop a new approach?
2. Write A Memo.  Perhaps nowhere is the complexity of organizational pivots more apparent than at Shef, the marketplace connecting local cooks with neighbors. CEO Joey Grassia discovered that even when data clearly indicated the need for change, execution required something more nuanced than compelling metrics.  “It really did take us 12 to 18 months to change the culture of the company so that people were willing to question what we’ve always done and willing to acknowledge that we may have to burn the boats on our old business to make the leap into the new one,” Grassia reflects.  The breakthrough came when Grassia crystallized the company’s direction in a comprehensive memo outlining three specific milestones around growth, efficiency, and scale. “It wasn’t until I wrote that memo and it was like, these are the three milestones of building a great business. Our existing business has no chance of accomplishing these things, so we have to disrupt ourselves. That was really the turning point.”  The transformation was dramatic. Writing a memo is one of the best ways to fast-track clarity.
3. Make Space for Uncertainty.  While data and strategy provide the rational foundation for pivots, Charlie Greene, founder of memory-preservation platform Remento and recent Shark Tank winner, demonstrates why the most successful transformations also require deep emotional intelligence.  Greene learned this lesson through experience: “Pivots are incredibly easy to talk about in retrospect, they’re incredibly difficult to navigate as they’re unfolding. Because you never wake up one day and realize that today is the day you’re going to pivot.”  For Remento, the pivot from a conversation-structuring tool to a book-creation platform wasn’t just about product features—it required reimagining their entire value proposition.
4. Move Quickly, and Comprehensively.  In the next decade, AI will likely disrupt every company and every industry. If you’re not examining how true that’s likely to be for your business, you’ll get swallowed by a competitor.  Bryan Power, Chief People Officer at Nextdoor, shared just how urgent this transformation is. Having navigated multiple organizational turnarounds, Power sees AI as fundamentally different from previous technological shifts.  “One of the major disruptions that AI is doing is certain activities now the turnaround is so fast that managers have a mental model of how long something takes in their head because they did it when they were a contributor. But this is now something that takes minutes that used to take days.”  This speed transformation creates unprecedented management challenges.

For the past decade, Doug McMillon has been CEO of the world’s largest retailer, Walmart, and earns more than $27 million a year. But he made a mere fraction of that when he started at Walmart four decades ago as an hourly worker.  Since McMillon became CEO of Walmart, the company has grown about 43% from roughly $476 billion in revenue in 2014 to more than $680 billion today.

McMillon got his start in 1984 picking orders and unloading trailers at a Walmart warehouse making just $6.50 an hour. After graduating from the University of Arkansas in 1989 and earning his MBA from the University of Tulsa, he made a jump to corporate work at Walmart in 1991 as a fishing-tackle buyer. 

From there, McMillon had inadvertently launched a multi-decade career at the world’s largest retailer. He climbed the corporate ladder, serving in several senior leadership positions before becoming chief executive in 2014. One thing McMillon said hasn’t changed over the years is the “team support” Walmart employees give each other.

McMillon had to go beyond his job description to raise the ranks at such a large company, which consistently tops the Fortune 500, this year with more than $680 billion in revenue and 2.1 million employees. One of his top tips for being successful is to volunteer for something above and beyond the call of duty, or to raise your hand for something exceedingly difficult. 

“One of the reasons that I got the opportunities that I got was that I would raise my hand when my boss was out of town and he or she was visiting stores or something,” McMillon told Stratechery in April 2024.   McMillon would also attend meetings in his boss’s place, which showed other leaders at the company he was reliable and could get the job done.   “I then put myself in an environment where I became a low-risk promotion because people had already seen me do the job,” McMillon said.

This also ties back to McMillon’s focus on teamwork. During his 2017 interview at Duke, he said the two things that have kept him at Walmart are the challenges and company culture.   “The values of Walmart aligned to my personal values, and I haven’t been bored one single day,” McMillon said. “This is a really challenging industry, and I like that a lot.”

McMillon recalls being able to climb the corporate ladder so fast because of the amount of responsibility he was given his first day working in corporate. He walked in on his first day, he said, and was given almost $1 billion worth of purchasing power—without virtually any training. This experience gave him responsibility, and subsequently accountability, to grow his career at Walmart. But that level of responsibility didn’t stop McMillon from continuing to raise his hand.  “I kept volunteering,” McMillon said during the Duke interview. “I would find myself in these situations where sometimes I didn’t know the answer, and I got comfortable—as we’re encouraged at Walmart—in saying, ‘I don’t know. But I’ll find out and I’ll get back to you quickly.’”  He added, “It’s a good formula for success inside our company.”    “Don’t take your current job for granted,” McMillon said. “The next job doesn’t come if you don’t do the one you’ve got well.”

Entrepreneurs aren’t known for sitting around, waiting for the next task to come across their desks. Nope, they’re busy grinding away, sometimes juggling responsibilities they could delegate. On average, owners of growing companies clock in 45.5 hours a week. Twenty-nine percent put in more than 50. A third of that time is spent on administrative stuff like logging expenses and data entry.  Arming yourself with essential apps and business software is one way to become more efficient. 

1. Accounting Software for Small Businesses.  To move all your records, including invoices, to the cloud use Xero.  Which centralizes crucial data, automates those everyday financial tasks that eat up time, and even generates reports packed with trend analysis.  The key is to find software that eliminates any manual accounting tasks possible.
2. Task Automation.  Imagine this: You sit down to tackle a new marketing project. You’ve got customer survey data in one app and a CRM platform packed with valuable information like demographics, purchase behaviors, and engagement trends. The immediate challenge? Syncing the two.  Even better, imagine automating the process to match survey responses directly with contacts in your CRM. Platforms like Zapier excel at this, integrating different software and automating those repetitive tasks.
3. Schedule Management.  Scheduling and unnecessary meetings can be a massive time drain. In fact, the average employee spends a staggering 37 percent of their time just in meetings or trying to schedule them. That translates to an average cost of $29,000 per year. For CEOs and business leaders, you can only imagine how those percentages and costs skyrocket. Invest in Calendar.com.  It’s genuinely one of the best self-awareness tools for understanding your time spent at work.
4. Email Tracking.  You fire off an email knowing a follow-up is likely. Usually, it’s because you’re waiting on a critical response. Maybe you need feedback to keep a project moving, or you’re knee-deep in negotiations. Now, picture that multiplied by dozens, even hundreds, of contacts.  Are you really going to flag every email and just hope you remember to sort through your inbox in time? That’s practically a guarantee you’ll miss a critical deadline or the perfect opportunity. Email integrations like Mixmax take that worry away. When you send emails that require follow-through, you can automatically schedule reminders at ideal intervals. You’ll be prompted to reach out again if there’s no response by the dates you set.
5. Mindfulness Apps.  Feeling stressed? You’re definitely not alone as an entrepreneur. A report shows 87.7 percent of entrepreneurs struggle with at least one issue related to mental health. Anxiety affects slightly over 50 percent, while burnout hits 34.4 percent. You simply can’t maintain productivity without actively addressing these struggles. Taking breaks and practicing mindfulness aren’t just nice-to-haves; they’re essential for you to keep pushing forward.  With mindfulness apps like Headspace, you can get in the right frame of mind.
6. AI Apps.  Let’s face it, everyone occasionally finds themselves struggling for the right words. But whether you’re facing similar requests or something completely new, a prompt response is crucial. That’s where tools like ChatGPT come in handy, helping you craft professional and efficient responses quickly.  You can keep the tool running in the background throughout the day to help you tackle all sorts of communication. Plus, it’s great for quickly looking up data and finding relevant examples. Think of ChatGPT’s vast knowledge base as a springboard for your own discussions and even a source for ready-to-go templates.
7. Networking Software.  It’s tough to keep up with everything happening in your industry when you’re juggling so much. Quickly scanning the news is one thing, but digging for insights from key thought leaders can eat up hours. Luckily, leveraging features within platforms like LinkedIn can make this process much more efficient.  By following the right LinkedIn newsletters, you ensure curated content lands directly in your feed. These newsletters are great because there’s such a wide variety, helping you stay on top of the best information. Beyond just staying informed, you might even stumble upon future collaboration opportunities.

According to the author, as entrepreneurs, we embark on journeys full of uncertainty, risks and challenges. But it’s those very challenges that mold our growth and drive our passion. Looking back at the 18 years he has spent building OTC Global Holdings into the world’s largest independent interdealer brokerage, he has come to realize that entrepreneurship is as much about resilience as it is about innovation and vision.  When he founded OTC Global Holdings in 2007, he was driven by a singular vision: to create a platform that brought efficiency and transparency to the global energy and commodities markets. They were starting from scratch in a highly competitive field, but he believed in the potential to redefine how commodities trading could be done.  The author offered 5 lessons for the entrepreneurs.  

1. Resilience is key: The entrepreneurial journey is never linear. There will be setbacks, obstacles and failures. But those challenges are opportunities to learn, adapt and grow. Your ability to persist, no matter how difficult, is what will ultimately define your success.
2. Innovation drives success: Always be looking for ways to innovate. Whether through technology, operational improvements or customer service, innovation is what will differentiate your business in a crowded market.
3. Build the right team: You can’t do it alone. Surround yourself with people who share your vision and who bring diverse skills to the table. Empower them to take ownership of their work, and they will help take your business to new heights.
4. Scale smartly: Growth requires careful planning. Focus on building scalable systems and processes that will enable you to expand without losing the essence of what makes your company unique. Scaling isn’t just about growth — it’s about sustainable growth.
5. Know when to let go: At some point, every entrepreneur must face the decision to let go of their company. For me, selling OTC Global Holdings to BGC Group wasn’t about giving up — it was about taking our business to new heights with a partner who could help us reach our full potential.

Entrepreneurship is a lifelong learning experience. It requires vision, grit and the willingness to evolve.  The journey may never be easy, but it’s always worth it.