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Yahoo
8 hours ago
- Business
- Yahoo
‘Is Jerome Powell Just Evil?': Grant Cardone Slams Fed Chair Because ‘High Interest Rates' Are Hurting ‘Regular People'
Grant Cardone, renowned entrepreneur and real estate investor, has reaffirmed his outspoken stance on central banking policy, commenting, "Is Jerome Powell just evil? The only people punished by high interest rates are regular people." This statement, recently shared by Cardone on social media, crystallizes his perspective on the Federal Reserve's current interest rate policy and its real-world impacts. Cardone's viewpoint arises from decades of experience navigating interest rate cycles as a business leader and investor. As the founder of Cardone Capital and author of multiple best-selling guides on real estate and finance, Cardone has built a reputation for championing strategies that provide financial mobility to average Americans. His extensive following stems not only from his investment record but also from his practical guidance targeting working-class wealth creation. This background provides a unique perspective to his blunt critique of monetary policy. More News from Barchart Here's What Happened the Last Time Novo Nordisk Stock Was This Oversold As Nvidia Gets Ready for New China H20 Shipments, How Should You Play NVDA Stock? As SoFi Raises 2025 Guidance, Should You Buy, Sell, or Hold SOFI Stock Here? Markets move fast. Keep up by reading our FREE midday Barchart Brief newsletter for exclusive charts, analysis, and headlines. The Federal Reserve, under the leadership of Chair Jerome Powell, has maintained interest rates within a range of 4.25% to 4.5% through much of 2025, citing inflation rates that remain above its 2% target. Policymakers have emphasized their dual mandate to balance maximum employment with price stability, and have held rates steady despite mounting public and political pressure for cuts. While central bank officials argue that high interest rates are necessary to restrain persistent post-pandemic inflation, particularly as the effects of tariffs work through the economy, critics like Cardone argue that the consequences of a higher-rate regime are most acutely felt by those without significant financial assets. Cardone's assertion that 'regular people' are being punished is rooted in the functioning of interest rates across the economy. Elevated borrowing costs make mortgages, car loans, and business capital more expensive, directly squeezing household budgets and inhibiting access to credit for consumers and small entrepreneurs. This is particularly impactful in an era when wage gains haven't always kept pace with the increased costs of servicing debt or obtaining new financing. Conversely, those with significant wealth or investment portfolios typically have access to more sophisticated means of hedging or even benefiting from shifting rate environments. For Cardone, whose platform is built around encouraging ordinary individuals to build and leverage wealth through education and strategic investment, these conditions highlight the limitations facing the majority of Americans. His criticism, while clearly incendiary, resonates with a segment of the public that perceives central bank policy as disconnected from the daily realities of household finance. Cardone's skepticism of policy decisions also fits within a broader climate of political debate, as fiscal policymakers from both sides of the aisle - and most notably, President Trump - have openly questioned Fed leadership and called for swifter rate cuts. As inflation data continues to influence interest rate policy, the divide between policymakers' macroeconomic objectives and the lived experience of consumers remains a central feature of the economic landscape. Cardone's critique, rooted in his extensive experience helping individuals navigate financial challenges, further highlights the ongoing debate about who truly bears the consequences of central banking decisions — and whose voices are most influential in shaping future policy. On the date of publication, Caleb Naysmith did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on Sign in to access your portfolio
Entrepreneur
13 hours ago
- Business
- Entrepreneur
3 Things I Wish I Knew When Founding a Company 20 Years Ago
If I could sit down with a new B2B founder today, these are the three conversations I'd make sure we had — the same ones I wish someone had with me early on. Opinions expressed by Entrepreneur contributors are their own. Twenty years ago, I launched my company with a head full of optimism and a thin playbook. The market was smaller, capital was scarcer, and the word "scale" usually referred to manufacturing, not software. Let me save you twenty years. Through three recessions, a pandemic and a Russian hack I'll never forget, I learned that every outcome — good and bad — was dictated by three things: approach to equity, obsession with speed and commitment to building for the future, not just the present. If I could sit down with a new B2B founder today, these are the three conversations I'd make sure we had — the same ones I wish someone had with me early on. Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success. 1. Don't give it all away Early on, most founders pay their first hires in equity. Each grant solves an immediate payroll problem but also sets the "going rate" for everyone who follows and nibbles away at the founder's ownership. Over time, as more hires come on board expecting similar equity deals, the option pool expands, and suddenly, there's not enough left to offer meaningful stakes to the senior leaders who matter most for the company's next phase of growth. To fix this imbalance, you must recognize that you have precisely one window to fix it, and that's now. It means having the hard conversations about revisiting vesting, adding performance cliffs and making room for future partners. The pain of doing it now is nothing compared to the pain of explaining a broken cap table to new investors. We survived a similar case because we ripped that band-aid off, just before our next round made it impossible to do so. Today, I tell founders to treat equity like a reserved seat at the board table: only give it to people whose judgment you'll still respect a decade later. If only I had known that timing and value alignment in equity partnerships mattered so much, I would have saved myself countless hours of renegotiation had it been available back then. Related: 3 Things to Consider Before Going 'All in' on Your Startup 2. Move faster than feels comfortable Another blind spot for most founders is velocity, which goes unnoticed until it starts costing real money. Founders who insist on flawless forecasts and endless debate often end up watching the market sprint ahead while their projects idle in "analysis" mode. It's crucial to remember that most opportunities have a shelf life, and the price of hesitation usually outweighs the cost of a measured mistake. With that in mind, I had to make sure our teams embrace a bias toward action. Each year, we challenge ourselves to shorten our decision-to-execution cycle. We concentrate on the highest-payoff priorities, make the call, and then move immediately. While we may inevitably miss the mark at times, we correct them faster than we once made them. Clearly, there's no substitute for experience. The older I get, and the more seasoned our leadership team becomes, the quicker we can weigh risks, spot patterns and avoid analysis paralysis. That pace creates its own momentum. Once speed becomes the expected culture, your team instinctively builds processes to protect it. So when early-stage founders ask me how fast they should move, my answer is always faster than you think, and then faster still. Related: What Every B2B Brand Should Be Doing to Earn Trust in 2025 3. Build like you're already big In hindsight, we made the classic mistake of building to match the previous quarter's demand instead of our initial goals. We told ourselves that fifty customers was a stretch, so we provisioned servers, support seats and deployment scripts for a company that size — nothing more. As we started to scale, sales momentum started inching us closer and closer towards the ambitious 5,000-site mark we'd only daydreamed about. Many founders discover, right in the middle of a launch, that an early single-tenant setup and bare-bones deployment pipeline won't stretch to meet sudden demand. Deadlines start to drift while the team upgrades to multi-tenant architecture and spins up redundant cloud instances. The extra spend always outruns what a forward-looking investment would have cost, yet the experience makes scaling cheaper while it's still in theory. That's why every roadmap review should open with a simple stress test. For example, for us, "What breaks if we need to bring 150 sites online next month?" — and why budgets must include the infrastructure to pass that test, even when today's revenue makes the line item look ambitious. Planning for surge capacity before it's urgent keeps launches on schedule and turns growth into a feature, not a fire drill. The second truth is that infrastructure alone won't save you; the people building and running it will. Think of your core team as the "founding fathers" of a forever company. You need complementary skill sets, shared loyalty and relationships that hold under pressure because pressure will definitely come. Get that inner circle right, and you'll have the resilience (and the conviction) to keep investing ahead of your growth curve. The uncomfortable math of first principles Looking back across twenty years, I see with perfect clarity how every triumph and setback connects to our first principles. Mind you that those choices were never comfortable in real time as they tug on payroll, patience and budgets that already feel stretched. But that discipline consistently bought us agility. It gave us the freedom to pivot when the market turned and the readiness to jump on a once-in-a-decade chance. That, more than any clever tactic, is how you build an institution designed to outlast its founding story.
Fast Company
15 hours ago
- Business
- Fast Company
The interest rate reality: What every small business owner needs to know
As a small business owner, I've learned the hard way that interest rates are more than just numbers on a Federal Reserve press release—they're a powerful force that can make or break a business like mine. Whether you're just starting out or have been in the game for years, understanding how interest rates affect your cash flow, expansion plans, and overall stability is crucial. Let me break down what I've learned and how I've adapted my business to navigate the ups and downs of a fluctuating interest rate environment. INTEREST RATES AND ACCESS TO CAPITAL One of the first things to understand is that when interest rates rise, the cost of borrowing money goes up. That means business loans, credit lines, and even equipment financing become more expensive. When rates were low, I could borrow at favorable terms—5% or even less. That allowed me to invest in new inventory, upgrade equipment, and even expand my team without worrying too much about monthly payments. But when interest rates started climbing, everything changed. Suddenly, that same loan cost me 8% or more. The difference may not seem like much on paper, but over the life of a loan, that extra interest eats into my margins. And when you're running a small business where every dollar counts, it can be the difference between expanding or downsizing. Tip: Always read the fine print on variable-rate loans. If you're borrowing in a rising-rate environment, consider fixed-rate options to protect yourself from unexpected increases in monthly payments. CASH FLOW MANAGEMENT Interest rates also affect how much cash I have on hand. When loan payments increase, that's less money available for operations, payroll, or marketing. In tough months, I've had to make difficult decisions: Do I pay down debt or reinvest in growth? The balance is delicate. Rising rates also affect consumer behavior. When interest rates go up, people tend to spend less. Credit cards, mortgages, and car loans all become more expensive, which means customers might cut back on discretionary spending. For my retail business, that translated into lower foot traffic and smaller average purchases. Tip: Build a cash reserve when interest rates are low and credit is cheap. That way, you're not scrambling for financing when the environment becomes tighter. SUPPLIER AND VENDOR RELATIONSHIPS Higher interest rates don't just affect me—they affect everyone in my supply chain. If my vendors are paying more for their own financing, chances are those costs will get passed down to me. I've seen price hikes on raw materials, shipping, and services that I used to take for granted. And since I can't always raise prices to match, my margins have suffered. Tip: Communicate with your suppliers. Sometimes you can negotiate better terms or find ways to bundle services or inventory to reduce costs. REAL ESTATE AND EXPANSION If you're leasing commercial space or thinking about buying property for your business, interest rates play a massive role. A few years ago, I was looking at opening a second location. The math made sense when interest rates were low, but once they rose, so did monthly mortgage payments. That expansion got shelved—at least for now. For those of you renting, be aware that your landlord's rising interest expenses may eventually show up in your lease renewal as higher rent. It's a ripple effect that can sneak up on you. Tip: If you're planning to expand, lock in rates early or consider lease agreements that protect you from sudden increases. INTEREST RATES AND STRATEGIC TIMING One of the biggest lessons I've learned is that timing matters. When rates are low, it's time to think aggressively—refinance debt, invest in growth, and secure long-term financing. When rates are high, focus on efficiency, cost control, and strengthening core operations. I've also used rising interest rate periods as a time to reassess my business model. Are my offerings truly essential? Can I streamline operations? Should I cut back on non-performing segments? Tip: Use high-rate environments as a chance to become leaner and more strategic. Surviving hard times often sets you up for exponential growth when the economy rebounds. FINAL THOUGHTS Interest rates are outside of our control, but how we respond to them isn't. As a small business owner, I've learned that financial agility is key. Pay attention to economic signals, plan ahead, and don't ignore the fine print on your financing agreements. Most of all, stay informed. The more you understand how interest rates affect your business, the better decisions you'll make. It's not always easy, but with the right mindset and preparation, your business can thrive—no matter which way the rates go.
Entrepreneur
16 hours ago
- Business
- Entrepreneur
How to Create a Succession Plan That Protects Your Legacy
After decades of building your business, turning it over to someone else can be emotional. But with the right mindset and a strong plan, it can also be your proudest moment. Opinions expressed by Entrepreneur contributors are their own. If you've built a business from the ground up, it may be difficult to imagine a day when you're no longer leading it. But sooner or later, every founder must face a humbling truth: the time will come to step aside and turn it all over to someone else. Whether you're passing it on to family, a trusted executive, or a new owner, the process of succession planning is not just important, it's essential to your legacy. I've made succession planning one of my top priorities for the last 30 years. I've learned that the only way you will have a good transfer is if there are trained people in place with a strong plan. It's no surprise, as I have three sons and three nephews who have worked in our company for many years. They're all earning their way at United Franchise Group. When I leave, I expect to have a peaceful transfer of power to them. Here's what I've learned about the succession process and how you can manage yours when the time comes. Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget. Start with the right mindset The first and perhaps hardest step is accepting that your successor will bring their own ideas to the table. That's a good thing. Yes, your ideas built the business. Your strategies and values laid the foundation. But the next leader will inevitably see things differently, and they should. It's not about replacing your vision, but building on it. You must be okay with the mantra "New leader, new vision." It doesn't mean everything has to change overnight; it means you can't run your company from the grave. You have to let go at some point. Related: I Walked Away From a Corporate Career to Start My Own Small Business — Here's Why You Should Do the Same Identify your successor early The sooner you can identify the person or team who will take over, the better. If your chosen successor is already part of your senior executive team, they should know that you're preparing to pass them the baton. In larger organizations, one individual might not be enough to shoulder the entire leadership load. In that case, consider splitting the top role into two, such as a president and a CEO. Dividing responsibilities can create a more manageable transition and allow successors to play to their strengths. Above all, look for someone who listens more than they talk. A great leader is curious, asks thoughtful questions and listens to the answers. They should understand and respect the company's history but also be capable of rallying the team around a new, compelling vision. Related: 3 Lessons I Learned Selling My Billion-Dollar Company Train them — and the team — right Once you've identified your successor, the real work begins: training. Start early. Don't wait until the last year or quarter of your career to begin preparing your replacement. Ideally, you'll have at least six months to a year to bring them along, but more time is always better. Training doesn't stop with the new CEO. You must also invest in your senior executive team and anyone else with decision-making power. The goal isn't to preserve the company as it is at handoff, but to ensure that the new leadership understands how and why things have worked. That knowledge gives them a strong starting point from which to innovate. Show them the systems, values and the people who drive your business. Give them context for your decisions and invite them to challenge your assumptions. Think of it as preparing your company to thrive without you. And remember: Be patient. If more time is needed for a smooth transition, take it. A staggered transfer of responsibilities can reduce friction and give the team time to adjust. Related: 70 Small Business Ideas to Start in 2025 Prepare for the unexpected Even the best-laid succession plans can hit unexpected bumps. Your chosen successor might leave the company due to a health issue, a change in personal circumstances, or simply a desire to do something different. Key team members may move on. Market conditions might change. That's why flexibility must be built into your succession plan. It should be a living document, not a rigid directive. Revisit it regularly. Be honest with yourself and your leadership team about what's working and what isn't. Contingency planning is critical for long-term success. Related: TV Shows All Entrepreneurs Should Be Watching Writing your next chapter Once you pass the business to new leadership, there's one last transition: yours, into retirement. Just as your business will continue without you, you will continue without your business. This time in your life doesn't have to follow the stereotype and be filled with golf. There are many other things that can make your next chapter rewarding: traveling, checking items off your bucket list, volunteering at your church, or favorite charity. Becoming a mentor to young executives can also keep you involved in the industry you love and enable you to give something back to it. I haven't retired yet, but when I do, I'll know I'm leaving my company in capable hands — and I can't wait to see where the new leaders take it. Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.
Fox News
16 hours ago
- Business
- Fox News
Teen entrepreneur builds successful coffee and flower shop
Entrepreneur and 'Stemistry' owner Dylan Capshaw shares his journey from young visionary to thriving business owner and why the traditional college route was not the path he chose.
