Latest news with #Founders
Forbes
2 days ago
- Business
- Forbes
AI Alone Won't Save You: Solve A Real Problem First
Digital generated image of abstract AI data chat icons flying over digital surface with codes We're living in the age of copy-paste intelligence. You can spin up an AI-powered landing page in 15 minutes, plug in a few GPT calls, and it'll even write its own press release. The tools are impressive. But most of what gets built doesn't stick. The real issue isn't a lack of AI, it's a lack of purpose. Many products skip the part where they answer: Why does this need to exist? Too many products today are beautifully packaged but hollow. A glossy AI wrapper with no meaningful problem underneath. Founders get caught up in the novelty and forget to ask the most important question: What are we really solving? Great products start at the breaking points. Where something is frustrating, slow, tedious, or emotionally draining. That's where the value is. AI should quietly support that, not be the entire pitch. Start With Problem, Not the Solution A lot of AI products today start with the technology. The model comes first. Then comes the scramble for a use case. That's backwards. The best ideas start with a real-world problem. Something that's annoying, inefficient, or consistently painful. That's where AI can make a real difference. Take something as specific (and surprisingly frustrating) as naming a company. It sounds simple, until you try. Founders spend hours searching for something that feels right - a name that fits the story, the tone, the ambition. But they often settle for whatever's available. Keyword-based search tools don't help much in finding great domain names. You enter a word, get back a bunch of literal matches. Some might be close. Most aren't. But that's not how people think. They search in feelings. In phrases. 'Something calming but confident.' 'A name that sounds smart but not cold.' That's not a search problem. It's a language problem. We built semantic search at not to showcase AI, but to bridge the gap between how people describe what they want and how results are typically delivered. One founder, for example, was building a modern parenting brand. She didn't search for 'baby' or 'mom.' She searched for something that felt timeless and trustworthy, something that could evolve with the brand. The name she picked wasn't obvious. But it clicked. Because it captured the feeling, not just the words. That's what AI should do. Not call attention to itself, but quietly help people get to a better answer. The Real Difference Is in the Decisions Everyone has access to the same tools. The same models, APIs, tutorials. That's not where the edge is. What really separates strong products from forgettable ones is the thinking behind them. The decisions about what to build, and what to leave out. It takes restraint to focus on solving one specific thing well. It takes clarity to ignore the hype and focus on something that's actually useful. The best builders aren't showing off the technology. They're paying attention to the person on the other side. The Best AI Products Don't Talk About AI Think about the tools you rely on every day. Notion. Figma. Superhuman. They all use AI but none of them lead with it. They just work better. Quietly. That's what progress looks like. You don't remember the tech. You remember how much smoother things felt. One of the clearest examples of this approach is Dharmesh Shah, co-founder of HubSpot. He's quietly building a suite of AI-powered tools that actually help you get work done. Agents that research companies, summarize complex inputs, and yes, even help find domain names. Not as a gimmick. But because those are tasks people genuinely want to spend less time on. It's not about being flashy. It's about being helpful. Better Questions to Ask If AI can make that feel lighter, faster, or simpler, you're onto something. If you're starting with 'what can we build with GPT-4,' you're probably building a demo, not a product. Final Thought: Solve Like a Human, Then Scale Like a Machine The companies that will stand out in this next wave won't be the ones shouting about AI. They'll be the ones quietly removing friction. Making things easier. Helping people move faster with less frustration. That's the work that lasts. Start with pain. Then let the AI fade into the background.
Yahoo
18-07-2025
- Business
- Yahoo
Canned cocktail hitting you hard? As ready-to-drink cans grow in popularity, some are getting stronger
If you've ever put back a can of Cutwater, and only then realized how much booze is in it, TikTok would like to remind you that you're not alone. Consumers have been sharing their stories — and surprise — about how strong the canned cocktails are on social media. "One can, I'm drunk," one Canadian user posted on TikTok. "Suddenly we have this one option at the liquor stores that just gets you wasted." Another user said the effects of one can felt like taking multiple shots. While they come in a standard, 355-millilitre can, some flavours of the drinks pack a far bigger punch than a standard beer, with an alcohol percentage of 12.5 per cent listed on the packaging. But Cutwater is far from the only brand making high alcohol-by-volume (or ABV) products — Dillon's and Founder's are among the brands also selling canned cocktails at 12.5 per cent, while Mike's Hard, White Claw, Twisted Tea and more all make higher alcohol versions of their original products. Ready-to-drink beverages (or RTDs) — pre-made cocktails, hard seltzers or anything else that comes ready to consume that isn't wine or beer — have seen a boom in recent years. The Liquor Control Board of Ontario (LCBO) says that ready-to-drink beverages are one of the fastest growing categories in recent years, with sales increasing by 9.5 per cent to $745.1 million total in 2024 alone. And Canada-wide, the ciders, coolers and ready-to-drink category together amassed about $2.29 billion in sales in 2023-24, according to Statistics Canada — more than double what it was in 2018-2019. Alongside that popularity, the market for higher alcohol percentage has also grown, according to industry experts. But with all the new varieties of RTDs available, consumers might not be accustomed to — or even aware — of the amount of booze they're getting. Demand for higher ABV Andrew Ferguson, owner of Kensington Wine Market in Calgary, says the demand for stronger drinks has led to the rise of boozier pre-made cocktails. "People want things that are maybe twice as strong as your average RTD, and so that's why they're bottling them at 10 per cent or 11 per cent," Ferguson said. "Now, whether [all] people are noticing that or not is a whole other matter." Ferguson says he expects folks are used to most cans having five per cent alcohol. "The average consumer is probably just assuming [all cans are] gonna be about the same, and so there won't be that much difference," Ferguson said. And even if they do see the number on the front, they might not fully know what that per cent means for them, says Marten Lodewijks, president for the North American wing of alcohol industry research group IWSR. "Everyone knows seven is bigger than five, and 10 is bigger than seven. So mathematically that lands," Lodewijks said. "But how strong is seven per cent? How strong is 10 per cent? How strong is five per cent? That's not something that is typically well understood by consumers." Marketing of cans is shifting — so read them carefully When it comes to higher alcohol percentage drinks, Lodewijks says there's a bang-for-your-buck factor — cans at a standard five per cent are often priced the same as those that are seven, 10 or even 13 per cent. "So if I am feeling a bit financially constrained, then you're going to opt for that better value-for-money proposition. And we're definitely seeing a lot of skew in that direction," Lodewijks said. While high alcohol drinks have always existed, the marketing of them has shifted as the product category has grown, according to Lodewijks. "Traditionally the high ABV products, they kind of often would make you look like an alcoholic. There'd be very large cans that had fairly aggressive names, and it was quite clear what the purpose of them was," Lodewijks said. But within the past few years, he says that's changed — while there's some outliers, high ABV products might look like any other can on the shelf, Lodewijks says. WATCH | Navigating Canada's new alcohol guidance: Markus Giesler, a marketing professor at York University's Schulich School of Business, agrees. The marketing and packaging of many high ABV drinks use words like "water," he says, or imagery we'd associate with soft drinks — "drinks that we might associate with quenching our thirst but not necessarily getting drunk." Beyond that, many brands now have a higher percentage version of their original drink — like White Claw, which makes a seven per cent version of their hard seltzers, while the original drink was only five per cent. Giesler says that difference might be hard to miss, especially if shoppers are in a rush, or picking up a few cans quickly on their way to a party. Because brands are changing their marketing so much in an effort to make their ready-to-drink product stand out, marketing professor Marvin Ryder says consumers can't rely on the idea that a single can is a way to measure how much you're drinking. The best antidote to an embarrassing night, he says, is to read the ABV labels on cans before you crack them. "Don't get sucked in by pretty colours or pretty brand names," Ryder said. "Read, be an educated consumer — understand what you're getting in each of these different products, and then have fun." Sign in to access your portfolio
CBC
18-07-2025
- Business
- CBC
Canned cocktail hitting you hard? As ready-to-drink cans grow in popularity, some are getting stronger
If you've ever put back a can of Cutwater, and only then realized how much booze is in it, TikTok would like to remind you that you're not alone. Consumers have been sharing their stories — and surprise — about how strong the canned cocktails are on social media. "One can, I'm drunk," one Canadian user posted on TikTok. "Suddenly we have this one option at the liquor stores that just gets you wasted." Another user said the effects of one can felt like taking multiple shots. While they come in a standard, 355-millilitre can, some flavours of the drinks pack a far bigger punch than a standard beer, with an alcohol percentage of 12.5 per cent listed on the packaging. But Cutwater is far from the only brand making high alcohol-by-volume (or ABV) products — Dillon's and Founder's are among the brands also selling canned cocktails at 12.5 per cent, while Mike's Hard, White Claw, Twisted Tea and more all make higher alcohol versions of their original products. Ready-to-drink beverages (or RTDs) — pre-made cocktails, hard seltzers or anything else that comes ready to consume that isn't wine or beer — have seen a boom in recent years. The Liquor Control Board of Ontario (LCBO) says that ready-to-drink beverages are one of the fastest growing categories in recent years, with sales increasing by 9.5 per cent to $745.1 million total in 2024 alone. And Canada-wide, the ciders, coolers and ready-to-drink category together amassed about $2.29 billion in sales in 2023-24, according to Statistics Canada — more than double what it was in 2018-2019. Alongside that popularity, the market for higher alcohol percentage has also grown, according to industry experts. But with all the new varieties of RTDs available, consumers might not be accustomed to — or even aware — of the amount of booze they're getting. Demand for higher ABV Andrew Ferguson, owner of Kensington Wine Market in Calgary, says the demand for stronger drinks has led to the rise of boozier pre-made cocktails. "People want things that are maybe twice as strong as your average RTD, and so that's why they're bottling them at 10 per cent or 11 per cent," Ferguson said. "Now, whether [all] people are noticing that or not is a whole other matter." Ferguson says he expects folks are used to most cans having five per cent alcohol. "The average consumer is probably just assuming [all cans are] gonna be about the same, and so there won't be that much difference," Ferguson said. And even if they do see the number on the front, they might not fully know what that per cent means for them, says Marten Lodewijks, president for the North American wing of alcohol industry research group IWSR. "Everyone knows seven is bigger than five, and 10 is bigger than seven. So mathematically that lands," Lodewijks said. "But how strong is seven per cent? How strong is 10 per cent? How strong is five per cent? That's not something that is typically well understood by consumers." Marketing of cans is shifting — so read them carefully When it comes to higher alcohol percentage drinks, Lodewijks says there's a bang-for-your-buck factor — cans at a standard five per cent are often priced the same as those that are seven, 10 or even 13 per cent. "So if I am feeling a bit financially constrained, then you're going to opt for that better value-for-money proposition. And we're definitely seeing a lot of skew in that direction," Lodewijks said. While high alcohol drinks have always existed, the marketing of them has shifted as the product category has grown, according to Lodewijks. "Traditionally the high ABV products, they kind of often would make you look like an alcoholic. There'd be very large cans that had fairly aggressive names, and it was quite clear what the purpose of them was," Lodewijks said. But within the past few years, he says that's changed — while there's some outliers, high ABV products might look like any other can on the shelf, Lodewijks says. WATCH | Navigating Canada's new alcohol guidance: Navigating Canada's new alcohol guidance | The Breakdown 2 years ago New Canadian health guidance drastically reduces the amount of alcohol consumption that's considered safe. Oncologist Dr. Fawaad Iqbal and substance abuse researcher Tim Naimi help explain the research and why they believe it can save lives. Markus Giesler, a marketing professor at York University's Schulich School of Business, agrees. The marketing and packaging of many high ABV drinks use words like "water," he says, or imagery we'd associate with soft drinks — "drinks that we might associate with quenching our thirst but not necessarily getting drunk." Beyond that, many brands now have a higher percentage version of their original drink — like White Claw, which makes a seven per cent version of their hard seltzers, while the original drink was only five per cent. Giesler says that difference might be hard to miss, especially if shoppers are in a rush, or picking up a few cans quickly on their way to a party. Because brands are changing their marketing so much in an effort to make their ready-to-drink product stand out, marketing professor Marvin Ryder says consumers can't rely on the idea that a single can is a way to measure how much you're drinking. The best antidote to an embarrassing night, he says, is to read the ABV labels on cans before you crack them. "Don't get sucked in by pretty colours or pretty brand names," Ryder said. "Read, be an educated consumer — understand what you're getting in each of these different products, and then have fun."
Entrepreneur
17-07-2025
- Business
- Entrepreneur
Why Most Startups Fail to Get National Press — and What To Do Instead
Tech startups often struggle to gain national news coverage. Here's how startups can achieve that elusive national media attention. Opinions expressed by Entrepreneur contributors are their own. When you're launching a tech startup, it's natural to want attention — the kind of media coverage that builds credibility, attracts investors and validates your vision. But for most early-stage founders, that kind of visibility remains out of reach. The reality is this: for every breakout startup that gets wide recognition, thousands of others struggle to gain even a mention. Not because they lack innovation, but because they haven't built the right foundation to get noticed. So why do so many startups fail to earn meaningful media attention? And more importantly, what can they do about it? Why startups get overlooked by the media Many founders make the same early mistake: chasing high-level media exposure before they've clarified what makes their story relevant, credible or different. Here are a few of the most common missteps: No clear differentiation. In a saturated market, having a "great product" isn't enough. Founders need to be able to clearly and confidently explain what sets their startup apart. In a saturated market, having a "great product" isn't enough. Founders need to be able to clearly and confidently explain what sets their startup apart. No media-ready narrative. Journalists aren't looking to promote your product — they're looking to tell a story. If you haven't crafted a human-centered, problem-solution-driven narrative, your pitch likely won't stick. Journalists aren't looking to promote your product — they're looking to tell a story. If you haven't crafted a human-centered, problem-solution-driven narrative, your pitch likely won't stick. Poor timing. National news cycles are driven by relevance and urgency. If your story isn't tied to something current, insightful or timely, it's easy to be overlooked. And finally, many startups skip the essentials: building relationships, starting with niche publications and establishing credibility over time. Big coverage rarely comes without smaller wins first. Related: 90% of Startups Fail—Here's How I Made Sure I Was in the 10% What to do instead: a smarter PR strategy for startups While national press may be a long-term goal, early-stage startups are more likely to gain traction through a strategic, incremental approach. Here's how to start building visibility now — and set yourself up for bigger wins later. Start with niche and local press Instead of focusing only on broad national attention, identify local media outlets, vertical publications or industry newsletters relevant to your space. These are more accessible and often open to spotlighting new, compelling businesses. Try this: Make a list of five local or niche outlets. Note which reporters cover tech or business and start tracking what kinds of stories they write. Craft your origin story with intention What inspired your startup? What problem are you solving, and why does it matter now? A well-framed origin story — one rooted in real-world challenges — makes your brand feel relatable and relevant. Tip: Avoid overly technical explanations. Focus on the "why" behind your business, and make sure a journalist could retell your story in one paragraph. Build real relationships with journalists Before you pitch anyone, follow relevant journalists on platforms like LinkedIn or X. Engage with their posts. Share their work. Start showing up on their radar. Media outreach is more effective when it's built on familiarity, not a cold pitch. Develop a clear thought leadership angle Thought leadership builds trust and authority. Don't wait for media attention to position yourself as a credible voice — start writing. Focus on lessons learned, market insights or founder perspectives. Try this: Draft a short article titled "What I Learned Launching in a Crowded Market" or "How We Validated Our Startup Without Outside Funding." Share it on your blog or LinkedIn, or pitch it to a relevant trade publication. Repurpose and amplify every media win Even small mentions count. A podcast interview, a quote in a trade newsletter or a well-performing LinkedIn post can all be leveraged for credibility. Add these wins to your website, share them on social and use them to strengthen future pitches. Visibility compounds — and perceived momentum matters. Related: 5 Reasons Startups Fail (and Why Each One Is Preventable) The long game: start small, grow smart Every founder wants recognition, but media success isn't about luck, hype or chasing headlines. It's about strategy, relevance, and consistency. Start with what you can control: your message, your story, your presence. Focus on building meaningful relationships and sharing useful insights. Then use every small win to build momentum — step by step. Big stories often start small. But with a focused, intentional PR strategy, they don't have to stay that way. Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.
Forbes
16-07-2025
- Business
- Forbes
When Passion Economy Leadership Meets The Private Equity Playbook
Private equity and the passion economy may come from opposite ends of the business spectrum. One is built on leverage, returns, and operational discipline. The other thrives on identity, emotional connection, and niche authenticity. Yet increasingly, we're seeing these worlds collide—and when they do, a new kind of leadership becomes not just relevant, but essential. I've worked across both domains: from M&A execution to managing value creation and to support founder-led businesses where the product was an extension of the founder's personality. What I see today is a growing need for leaders who can blend the creative drive of the passion economy with the scalability and structure of the PE model. HQ of Bain Capital - a well renowned private equity firm. The Rise of the "Hybrid Leader" The passion economy often produces microbrands, creators, and niche B2B service providers, businesses that are deeply personal, often founder-driven, and culturally cohesive. These types of businesses are increasingly attractive targets for serial acquirers and PE-backed platforms. But here's the catch: the traits that made the company successful under the founder: speed, intuition, product obsession - don't always translate directly into a traditional PE operating model. Enter the hybrid leader: someone who understands both worlds, and can translate one into the other without killing what made the company special in the first place. A new generation of hybrid leaders is emerging. Three Traits of Successful Hybrid Leaders 1. They protect the founder's vision—without freezing it. When an owner exits, they don't just hand over assets. They hand over identity. The best post-acquisition leaders honor that identity while evolving the company into a more scalable, investable platform. 2. They introduce process without killing momentum. It's easy to bog down a nimble, creative team with overbuilt reporting structures. Hybrid leaders build 'lightweight systems', enough to reduce chaos, not so much that it stifles speed or innovation. 3. They translate culture up and down the chain. Whether it's a technician in Sundsvall or a CFO in Stockholm, hybrid leaders can speak both "founder" and "finance." They turn mission into metrics, and vice Example: From Niche Services to National Platform Most companies are founded by one or two hands-on owners. Many have built their reputation over 20+ years on trust, speed, and relationships, things that don't appear on a P&L. A few years ago, I worked in a setting where we supported a B2B service business investor and brought on a post-acquisition CEO who had led a management business in the passion economy, later scaled a productized service, and knew how to operationalize without alienating the team. What happened? The transition was smooth. Integration was fast. And importantly, the frontline staff stayed engaged. EBITDA grew, and so did retention, culture scores, and customer This Means for Investors Private equity investors can widen the perspective when evaluating post-acquisition leadership. The most effective operator may not have the most traditional resume. They may have built a boutique agency, scaled a creator brand, or led a bootstrapped SaaS product through inflection. And while they may not speak in discounted cash flows and roll-up logic, they often deeply understand customers, people, and positioning, which is what protects and grows enterprise value long-term. - Building Platforms for Passion-Driven Companies It's not just about picking the right leader. It's also about creating the right environment. PE sponsors and serial acquirers should build operating platforms that allow for creative variance. This means:The Bigger Picture We're entering an age where more of the value in small-to-midsize businesses lies in brand, culture, and community, not just scale and process. If we want to unlock that value post-acquisition, we need a certain archetype of leadership. Not softer. Just smarter. Leaders who understand the founder's 'why,' build a scalable 'how,' and deliver an investor's 'what.' In a world of roll-ups and replicability, what stands out is not the system, it's the soul. And the leaders who can scale both are the ones who will win the next era of private equity.
