Richard

In 2024, high-income taxpayers were more than twice as likely to be audited compared to previous audit cycles.

What are the most common audit red flags to avoid? Searching for 2025 information online yields little actionable guidance, even in industry journals. There are a host of articles explaining low-income audits, such as those incorrectly filing for the Earned Income Tax Credit. However, middle-class, high-income taxpayers and business owners often struggle to maintain compliance with limited publicly available guidance.

As the CEO of Dimov Tax, I see audit notices every day. From our experience working with thousands of clients, my team and I have identified clear patterns. If you are a high-earning business owner or leader, here are the primary triggers to avoid and strategies to reduce your audit risk.

If you file Schedule C, expect higher scrutiny

Schedule C is the IRS form used by single-member LLCs, sole proprietors, contractors, freelancers and anyone receiving a 1099-NEC. Audit rates are significantly lower for S corporations or C corporations, but Schedule C returns remain prime targets.

Whether your side gig involves legal consulting or you work full-time as a contract telehealth provider, the IRS pays close attention because Schedule C returns are easy to self-prepare. Expense overstatements, often unintentional, are common and frequently trigger audits.

High-review expense categories

Every year, social media influencers promote tax strategies that should be approached cautiously. Past examples include attempts to write off luxury vehicles under the “6,000-pound truck rule” or aggressive real estate syndication deductions, which often ended in audits or lawsuits.

Common expense categories that frequently raise IRS eyebrows include:

• Automotive expenses
• Meals and entertainment
• Rent (studio, vehicle, or office)
• Travel
• Luxury goods

Show a profit two to three years out of five to avoid the “hobby” risk

Consistent losses can trigger the IRS to question whether your business activity is legitimate. A simple rule: your business, freelance, or contract activity should show a profit at least two to three years out of five.

Benchmark your ratios

The IRS compares your expenses and income ratios against industry norms. If a specific line item is far above the historical average, it may flag your return. For example, self-employed consultants with $300,000 in income normally report 15% in software expenses; a 60% software expense could trigger scrutiny.

Importantly, this risk isn’t limited to the ultra-wealthy. Even individuals with modest side gigs, like rideshare drivers, can face audits. Schedule C filers remain a notable exception in audit trends.

Beware of mortgage interest caps

Mortgage interest deductions have caused frequent audit issues. Deductibility depends on when your loan originated:

• Mortgages originated after December 15, 2017: interest is deductible only on up to $750,000 of acquisition debt ($375,000 if married filing separately).
• Mortgages originated on or before December 15, 2017: the prior $1,000,000 limit still applies ($500,000 if married filing separately).

Interest above these thresholds is non-deductible. Review your Schedule A to ensure limits are correctly applied—many IRS notices are triggered by this issue.

Take appropriate real estate losses against W-2 income

Social media strategies often suggest high-paid W-2 earners can reduce taxes by purchasing properties for short-term rentals and claiming large depreciation deductions. Others suggest claiming “real estate professional” status to offset W-2 income.

Even if these strategies are valid, the IRS scrutinizes them closely. Cost segregation, accelerated depreciation and bonus depreciation strategies require meticulous documentation.

Residency pitfalls: addresses, withholding and multi-state filing

Remote work and increased mobility have made state tax filings more complicated than ever. Using the wrong address on a W-2, 1099 or other forms can trigger significant tax liabilities.

Common scenarios we see include:

• Using a parent’s or friend’s address while working remotely.
• Receiving mail at a P.O. Box or a previous residence.
• Keeping an old address on employer records after relocating.

Even seemingly small mistakes can have major consequences. When a state sees income linked to an address within its jurisdiction, it can pull your full federal transcript and attempt to tax all income earned across every location — sometimes resulting in six-figure tax bills.

Tips to avoid costly errors:

• Confirm your correct state of residence and review all employment and financial records.
• Double-check addresses on all W-2s, 1099s, and other tax forms.
• Monitor pay stubs throughout the year. Taxpayers sometimes pay the wrong state for months—or even the full year—with no easy recourse. In one case we handled, a taxpayer accidentally paid $200,000 in state taxes that could not be recovered.

If there’s any chance a form or income source is associated with a state where you no longer live, contact your tax professional immediately to review corrective actions and prevent unnecessary liabilities.

High-risk strategies flag your return

Certain niche strategies carry higher audit risk, including:

• Conservation easements
• Captive insurance companies
• Charitable contribution schemes
• Complex insurance or trust structures

These strategies often result in audits that are upheld, leading to penalties, back taxes and professional fees. Always consult a neutral, experienced tax professional before pursuing these approaches.

Conclusion

Being audited is not inevitable. Filing an extension may reduce your risk because the IRS fills its audit quota early in the year. Filing later after making estimated payments may reduce the likelihood of being flagged.

Meticulous documentation, accurate reporting and professional review are the most reliable ways to reduce audit risk.

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Most companies don’t have a data problem. They have a trust problem.

At AWS re:Invent last December, one thing was impossible to ignore: the technical excuses for not using data are gone. The infrastructure is there. Security, compliance and governance tools now allow organizations to share information safely without freezing decision-making. The challenge isn’t technology anymore — it’s culture.

AI was everywhere, but I wasn’t focused on product launches. I was looking at how companies think about data itself: how it’s shared, governed and ultimately turned into decisions. And across conversations with executives and sessions on security and compliance, a pattern emerged: the technical limitations that once justified locking data down have largely been solved. What remains difficult is human. Alignment, trust and confidence inside organizations are now the true barriers.

Why everything counts as data now

For decades, data was narrowly defined: transactional records, CRM entries, ERP metrics and the digital signals of clicks, purchases or usage. Everything else — emails, Slack messages, survey feedback, customer reviews, social signals, operational workflows — was considered noise or outside the data conversation. Sharing across teams was slow and risky. Locking information away became the default.

That mindset is no longer sufficient. AI now makes it possible to extract value from almost any signal. Internal communications, operational metrics and customer sentiment can all inform decisions. The scope of what counts as data has expanded dramatically. The posture a company takes toward sharing and using this information now determines its competitive edge.

The human problem is bigger than the technical one

Executives repeatedly report the same barrier: cultural friction, not technological gaps, prevents data-driven organizations. Teams hoard information. Departments compete for control. Leadership struggles to create alignment.

The organizations that thrive are the ones that:

• Make sharing the default, not the exception.
• Provide visibility into data assets across teams.
• Establish controlled collaboration protocols.
• Reward trust and transparency over internal competition.

Technology alone can’t solve these issues. AI won’t force people to cooperate. Governance frameworks won’t create trust. Leaders must address the human side first.

How business leaders can act now

You don’t need a massive overhaul overnight, but you do need a shift in mindset and process:

1. Understand the value of your data. Most organizations collect far more than they actively use. Sales, HR, operations, survey results, reviews, and digital signals all carry actionable insights. AI can help identify where value exists—but only if you’re paying attention.

2. Recognize that the technology is ready. You don’t need to bet on a single vendor. Between AWS, Microsoft, Google and a growing ecosystem of specialized tools, secure and compliant data sharing is possible today. The barrier isn’t capability — it’s willingness.

3. Focus on culture and mindset. Set clear expectations that data sharing is required and rewarded. Clarify how information will be used and protected. Trust must be intentionally built and reinforced.

4. Act now. The shift toward AI-enabled, data-driven organizations is accelerating. Companies that engage early, establish best practices and shape how data is used will define their market. Those who wait will struggle to catch up.

The technical barriers are gone. The companies that win will be those that solve the human problem first.

A founder’s takeaway

If you run a business, this is not just a technical challenge — it’s a leadership test. You don’t need every dashboard connected or every system unified overnight. You do need clarity on what information matters, a culture that encourages sharing and processes that make it safe to collaborate.

The organizations that treat this as optional will fall behind. The ones that engage now will shape the rules, drive faster decisions, and create value from their data before anyone else even realizes it exists.

AI is ready. Infrastructure is ready. The human problem is what will separate winners from laggards.

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The Supreme Court ruled Friday that President Trump exceeded his authority by imposing tariffs without Congress. In a 6-3 ruling, the court found that the International Emergency Economic Powers Act, which Trump used to impose many of his tariffs, “does not authorize the President to impose tariffs.” Chief Justice John Roberts delivered the majority opinion. Justices Clarence Thomas, Samuel Alito, and Brett Kavanaugh dissented.

The ruling strikes down tariffs that generated the majority of U.S. tariff revenue last year, including “reciprocal” tariffs and duties related to fentanyl trafficking from Mexico, Canada, and China. The court noted that no president before Trump had ever used the statute to impose tariffs of this magnitude and scope. To justify such powers, Trump must “point to clear congressional authorization,” the court wrote. “He cannot.”

The big question now is refunds. The ruling was silent on whether tariffs already paid must be refunded to importers. Companies could be eligible for payments totaling hundreds of billions of dollars, but the refund process—including who gets paid, when, and how—will be decided by lower courts. In his dissent, Kavanaugh warned the refund process “is likely to be a ‘mess.’”

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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">
<li>Proactive and transparent communication between entrepreneurs and their board of directors is crucial for preempting surprises and fostering trust.</li>
<li>Leveraging the board as a strategic resource can provide valuable insights and networks to help address company challenges effectively.</li>
<li>Maintaining professionalism and efficiency in board meetings demonstrates respect for directors’ time and encourages their engagement.</li>
</ul>
</div>
<p>The relationship between an entrepreneur and their <a href="https://www.entrepreneur.com/growing-a-business/10-tips-for-forming-a-board-of-directors/223413" rel="" target="_self">board of directors</a> (BOD) is central to a venture-funded company’s success. A board is not simply a formal reporting structure; it is a governing body created by law and investment agreements. Entrepreneurs (and company executives) should focus on forging a productive partnership that leverages the board’s expertise, network and oversight to benefit the business.</p>

<p><a href="https://www.entrepreneur.com/leadership/if-you-want-a-good-relationship-with-your-board-you-need/309889" rel="" target="_self">Maintaining this relationship</a> requires focused, proactive effort. Companies that treat board members as genuine resources, while aligning all stakeholders’ focus on creating value, are best positioned to succeed. Here are the steps entrepreneurs should take to cultivate a strong board relationship, turning the board into a strategic advantage rather than a mere oversight body.</p>

<p><style type="text/css"></style><i>Sign up for How Success Happens and learn from well-known business leaders and celebrities, uncovering the shifts, strategies and lessons that powered their rise. <a href="https://info.entrepreneur.com/hsh?utm_campaign=Web-Visitors&utm_source=Article&utm_medium=Text-CTA" target="_blank">Get it in your inbox.</a></i></p>

<h2 class="wp-block-heading">Fostering alignment through communication and transparency</h2>

<p>One of the most critical elements in building alignment with your board is proactive, <a href="https://www.entrepreneur.com/leadership/how-to-create-a-transparent-workplace/476215" rel="" target="_self">transparent communication</a>. Business owners should not wait for scheduled board meetings to surface major issues. Surprises can significantly erode confidence. Instead, hold ongoing conversations with key board members between meetings. Many founders schedule monthly touchpoints to keep them regularly updated.</p>

<p>For example, in a B2B enterprise sales model with long sales cycles, you might share progress on KPIs such as sales funnel health and revenue projections.</p>

<p>Alternatively, if your company is rapidly developing new products or features, monthly touchpoints can focus on progress toward key milestones such as release timelines, beta feedback or customer adoption metrics. Keeping board members <a href="https://www.entrepreneur.com/leadership/how-a-board-of-directors-can-springboard-startup-success/324445" rel="" target="_self">informed</a> on whether milestones are on track, slipping or blocked ensures they understand the context of delays and can provide support, including introductions to technical advisors, candidate referrals or simply alignment on revised expectations.</p>

<p>These recurring updates ensure your board members are never surprised in a formal BOD meeting because issues and progress will have already been discussed and addressed.</p>

<p>In a similar fashion, teams should also regularly share the small wins with their board on the path to big achievements. This will help board members understand the context of large projects and the work that goes into each one. In turn, the board develops stronger pattern recognition for the critical steps involved in reaching goals, which will result in their being able to help steer the business in the right direction.</p>

<h2 class="wp-block-heading">Leveraging the board as a strategic resource</h2>

<p>A healthy <a href="https://www.entrepreneur.com/business-news/7-habits-of-highly-effective-boards/423064" rel="" target="_self">board relationship</a> goes beyond a reporting structure. Directors should instead be engaged as strategic partners who can help address specific challenges. Their networks are invaluable for introductions to potential customers, talent or partners.</p>

<p>In venture-funded companies, investor-directors also have insights from their many different portfolio companies. They can offer insights informed by this broader market experience. The key is to approach them with specific, well-framed “asks” rather than vague problems: provide background on the challenge, share what you’ve already tried and state clearly what help you need.</p>

<p>This preparation enables directors to provide targeted, actionable advice. Remember: Your board wants you to succeed.</p>

<h2 class="wp-block-heading">Maintaining professionalism and efficiency</h2>

<p>Respecting directors’ time is another way to build engagement. Your board meetings should be professional, start and end on time and stay focused on the most important issues. Discussions should have the <a href="https://www.entrepreneur.com/growing-a-business/know-your-audience-tips-for-tailored-communications/380271" rel="" target="_self">right level of detail</a> — enough to frame the issue and enable smart decision-making, but not mired in tangents or minutiae.</p>

<p>This discipline shows that the entrepreneur values the board’s expertise and time, further reinforcing engagement.</p>

<h2 class="wp-block-heading">Driving engagement and value creation</h2>

<p>Boards add the most value when they understand context, not just raw data. Don’t just give them a dashboard to look at. Instead, business owners should frame the data they present with contextual, helpful <a href="https://www.entrepreneur.com/growing-a-business/how-data-storytelling-can-level-up-your-publicity-campaign/436086" rel="" target="_self">narratives</a>. What’s driving the numbers, what risks exist and where is support needed?</p>

<p>In addition, rotating “deep dive” topics across meetings gives directors visibility into key areas of the business. These detailed explorations provide board members with a solid understanding of how all the interconnected components of the company and the various teams work together. This, in turn, empowers the board to offer valuable suggestions for improvement, drawing on their experiences with other companies that might have faced a similar problem or that excel in certain areas where your company is challenged.</p>

<p>This collaborative approach draws on board members’ extensive experience with other companies and creates a feedback loop for improvement.</p>

<p>Ultimately, remember that the board views the company through the lens of an investment. <a href="https://www.entrepreneur.com/leadership/why-ceo-transitions-fail-and-how-boards-can-stop-it/491431" rel="" target="_self">Alignment</a> around increasing company value is what keeps everyone working toward the same goal.</p>

<p>Building and sustaining a strong relationship with your board of directors is an ongoing commitment to transparency, engagement and respect. By communicating proactively, leveraging directors as strategic resources and keeping meetings disciplined and value-focused, entrepreneurs can transform their board from a compliance requirement into a powerful ally.</p>

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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">

<li>Raad wanted to develop an influencer marketing agency focused on alignment and transparency.</li>

<li>He’s grown the business to nearly 100 employees and tens of millions in annual brand deals. </li>

</ul>
</div>

<p><em>This Side Hustle Spotlight Q&A features Ted Raad, 37, the Nashville, Tennessee-based founder of influencer marketing and management company </em><a href="https://www.trendcompanies.com/"><em>Trend</em></a><em>. The agency represents more than 130 creator clients and secures approximately $80 million in brand deals annually. Responses have been edited for length and clarity. </em></p>

<figure class="wp-block-image size-full"><img loading="lazy" decoding="async" width="640" height="800" src="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Ted-Raad_Press-Photo.jpg" alt="Ted Raad" class="wp-image-415843" srcset="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Ted-Raad_Press-Photo.jpg 640w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Ted-Raad_Press-Photo.jpg?resize=240,300 240w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Ted-Raad_Press-Photo.jpg?resize=180,225 180w" sizes="auto, (max-width: 640px) 100vw, 640px" /><figcaption class="wp-element-caption">Image Credit: Trend. Ted Raad. </figcaption></figure>

<p><em>Sign up for the </em>Money Makers<em> newsletter to get weekly, expert-backed tips to help you earn more money — from real people who founded and scaled successful businesses. <a href="https://info.entrepreneur.com/money-makers-newsletter?utm_campaign=Web-Visitors&utm_source=Article&utm_medium=Text-CTA&__hstc=229039816.d9bfdb05c12761dd5b157594bce0a37d.1769196784288.1771351707588.1771353785208.48&__hssc=229039816.2.1771353785208&__hsfp=306713dc70911697c6b1c3211ab5a3b6" target="_blank" rel="noreferrer noopener">Get it in your inbox.</a></em></p>

<p><strong>What was your day job or primary occupation when you started your side hustle?<br></strong>I was working at Hewlett-Packard in IT Mergers and Acquisitions. I was reviewing contracts and <a href="https://www.entrepreneur.com/growing-a-business/how-to-master-negotiations-and-make-winning-deals/467908">negotiating deals</a>, so that part of the business was familiar to me when I started Trend.</p>

<p><strong>When did you start your side hustle, and where did you find the inspiration for it?<br></strong>I started Trend on January 7, 2019. The inspiration came from my wife, Dede, who was growing as a creator at the time. She signed with an agency that pushed campaigns that didn’t align with her brand. When she declined those deals, the relationship became uncomfortable. I saw a gap in the industry, and I wanted to build something that prioritized alignment, <a href="https://www.entrepreneur.com/leadership/how-to-create-a-transparent-workplace/476215">transparency</a> and doing what was right for the creator.</p>

<h2 class="wp-block-heading" id="h-understanding-creator-rates-and-deal-structures">Understanding creator rates and deal structures</h2>

<p><strong> What were some of the first steps you took to get your side hustle off the ground? How much money did it take to launch?<br></strong>I started by working with my wife and a few of her friends to understand <a href="https://www.entrepreneur.com/growing-a-business/how-much-should-you-charge-to-create-social-media-content/471829">creator rates</a>, brand expectations and how deals were structured. I worked with a lawyer to put contracts in place, signed my first creators and began building brand relationships. My only startup costs were a laptop and internet. It was fully bootstrapped.</p>

<p><strong>Are there any free or paid resources that were especially helpful in starting and running this business?<br></strong>The most helpful paid resource was hiring an <a href="https://www.entrepreneur.com/growing-a-business/how-to-set-goals-with-an-executive-coach-to-unlock-all-of/395847">executive coach</a>. Having someone with experience helped me think through hiring, time management and financial decisions. It gave me confidence and clarity during the early growth stages.</p>

<p><strong>If you could go back and change one process or approach, what would it be?<br></strong>I waited too long to hire. I tried to do everything myself to stay lean. Even when revenue started coming in, I delayed bringing on help. <a href="https://www.entrepreneur.com/leadership/hiring-and-orienting-a-new-employee-entrepreneurcom/80126">Hiring</a> earlier would have saved time, stress and burnout. Once I hired strong people who believed in what we were building, the business changed quickly.</p>

<h2 class="wp-block-heading" id="h-navigating-challenges-with-confidence-and-communication">Navigating challenges with confidence and communication</h2>

<p><strong>What is something particularly challenging or surprising about this type of business?</strong><br>There is no <a href="https://www.entrepreneur.com/business-news/people-are-over-the-9-5-and-embracing-this-buzzy-workplace-trend-instead">9 to 5</a>; you are always on. Early mornings, late nights, weekends. You are serving creators and brands constantly. You are never really the boss. You work for your clients, and you have to be confident enough to guide them while always acting in their best interest.</p>

<p><strong>Can you recall a time when something went very wrong? How did you fix it?</strong><br>Early on, I took on too many creators without enough internal support. <a href="https://www.entrepreneur.com/growing-a-business/14-proven-ways-to-improve-your-communication-skills/300466">Communication</a> slowed and quality suffered. I owned the mistake, had honest conversations with clients and changed how we operate. That experience is why we now maintain one of the lowest talent-to-manager ratios in the industry. I won’t let that happen again.</p>

<p><strong>How long did it take to see consistent monthly revenue? What does growth look like now?<br></strong>It took about six months to see consistent revenue, largely due to 60 to 90 day payment terms. Early growth was fast, around 200% year over year. Today, <a href="https://www.entrepreneur.com/growing-a-business/your-sales-team-might-be-slowing-down-your-growth/502371">growth</a> is more consistent at 20% to 25% annually, with a strong focus on reinvesting in the team and long-term stability. I’m extremely proud that Trend has grown into a multi-division company approaching 100 employees with offices in Nashville and Houston. </p>

<p><a href="https://www.entrepreneur.com/money-finance/what-is-revenue-definition-how-to-calculate-it-more/441854">Revenue</a> has increased at double-digit rates year-over-year, and our creator roster now tops 130 active creators, securing roughly $80 million in brand deals a year. Trend Social, our brand division, more than doubled in size in the past year, while Trend Elevate and Trend Athletes have expanded opportunities for both creators and brands. Beyond financial growth, I have focused on building a strong leadership team and systems that allow the company to scale while keeping our creator-first culture intact.</p>

<h2 class="wp-block-heading" id="h-from-a-simple-idea-to-a-thriving-business">From a simple idea to a thriving business</h2>

<p><strong>What do you enjoy most about running this business?<br></strong>Finding new opportunities for creators beyond traditional <a href="https://www.entrepreneur.com/growing-a-business/sponsorship-expert-shares-advice-for-creators/489127">brand deals</a> and helping them build additional income through podcasts, investing in brands, media opportunities or projects that extend beyond social platforms. Overall, I’m most proud of building a company that reflects my values while staying grounded in my family and faith. Trend started as a simple idea and has grown into a thriving business with nearly 100 employees and multiple divisions, but what matters most to me is creating a culture where people feel genuinely supported and where our success drives <a href="https://www.entrepreneur.com/leadership/for-real-impact-entrepreneurs-must-do-more-than-solve-big/293572">real impact</a> in the community. I also take immense pride in raising three kids with my wife, Dede — with a fourth on the way — and in keeping family at the center of every decision, even as the company continues to grow.</p>

<p><strong>What is your best piece of specific, actionable business advice?<br></strong>Be realistic before you start. Understand what revenue actually looks like and how long it takes to get there. Once you commit, <a href="https://www.entrepreneur.com/starting-a-business/why-going-all-in-is-the-only-option-for-entrepreneurs-who/497310">go all in</a>. Not part-time effort, full commitment. Mentors help later, but early success comes from knowing your daily role and executing consistently.</p>



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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">
<li>Every quarter, I spend one hour writing down what truly matters — a simple reset that keeps me focused.</li>
<li>That one-page ritual guides my decisions, protects my priorities and prevents burnout.</li>
</ul>
</div>
<p>Most <a href="https://www.entrepreneur.com/leadership/why-founders-experience-time-differently-than-everyone-else/486514" rel="" target="_self">founders</a> don’t burn out because they work too hard. They burn out because they never stop to decide what actually matters.</p>

<p>When you’re running a company, urgency becomes your operating system. There’s always another hire to make, product to ship, fire to put out or metric to improve. If you’re not careful, you wake up one day successful — but not necessarily building the life you intended.</p>

<p>For nearly 10 years running Luxury Presence, I’ve relied on a simple quarterly ritual to prevent that drift. It takes one hour. One sheet of paper. And it’s been the single most stabilizing habit in my career.</p>

<p>I call it the “One-Page Plan.”</p>

<h2 class="wp-block-heading">What goes on the page</h2>

<p>The structure is simple:</p>

<ul class="wp-block-list"><li><b>Purpose:</b> Why you do what you do</li><li><b>Values:</b> What matters most</li><li><b>BHAG (Big, Hairy, Audacious Goal):</b> Your long-term moonshot</li><li><b>Five-year vision:</b> Who you want to become across five themes (health, relationships, career, learning, contribution)</li><li><b>One-year goals:</b> The habits and outcomes that move you forward</li><li><b>Quarterly goals:</b> The specific commitments for the next 90 days</li></ul>

<p>Most of the document doesn’t change much. Your purpose shouldn’t shift every quarter. Your five-year direction might evolve slightly, but it remains steady.</p>

<p>The quarterly section is where reality meets ambition. That’s where big ideas turn into measurable commitments.</p>

<h2 class="wp-block-heading">Why most founders skip this — and why that’s a mistake</h2>

<p>Many founders resist this kind of planning because they equate structure with rigidity. They want to stay opportunistic. Flexible. Open.</p>

<p>But here’s the problem: if you don’t decide what matters in advance, the market decides for you.</p>

<p>Without intentionality, you default to:</p>

<ul class="wp-block-list"><li>What’s loudest</li><li>What’s newest</li><li>What feels urgent</li><li>What boosts short-term metrics</li></ul>

<p>That’s how founders drift — not from lack of ambition, but from lack of alignment.</p>

<h2 class="wp-block-heading">Why the one-page plan works</h2>

<p>This exercise does three things most founders never make time for.</p>

<h2 class="wp-block-heading">It forces reflection</h2>

<p>Founders are wired to chase what’s next. Very few stop to recognize progress. Writing this plan every quarter forces me to look back before I look forward. It creates space to acknowledge wins instead of constantly moving the goalpost.</p>

<p>That alone reduces <a href="https://www.entrepreneur.com/living/how-to-escape-entrepreneurial-burnout-when-you-cant-quit/471967" rel="" target="_self">burnout</a>.</p>

<h2 class="wp-block-heading">It creates honest accountability</h2>

<p>It’s easy to say something is important. It’s harder to write it down and review it 90 days later.</p>

<p>Every quarter, I pull out the previous plan and confront the truth: Did I prioritize what I said mattered? Or did I let the urgent crowd out the important?</p>

<p>The paper doesn’t lie.</p>

<h2 class="wp-block-heading">It protects balance</h2>

<p>Business is one category on my page. It doesn’t come first.</p>

<p>Family and friends do.</p>

<p>There have been quarters where I exceeded <a href="https://www.entrepreneur.com/growing-a-business/revenue-growth-means-nothing-if-you-ignore-this-key-metric/501718" rel="" target="_self">revenue targets</a> but ignored personal commitments. The review process exposes that imbalance early — before success in one area silently erodes another.</p>

<p>Without this system, I wouldn’t notice the tradeoffs until they were costly.</p>

<h2 class="wp-block-heading">What this looks like in practice</h2>

<p>One of the identities in my five-year vision is simple: become a writer.</p>

<p>Not “write occasionally.” Not “post when inspired.” Become a writer.</p>

<p>To support that, my one-year goal is to publish consistently on LinkedIn and launch a personal newsletter. My quarterly goal for Q4 2025 is straightforward: write and send the first three editions.</p>

<p>That’s the commitment.</p>

<p>If January arrives and those newsletters aren’t sent, I don’t get to blame busyness. I get clarity. I chose other priorities.</p>

<p>That awareness is powerful.</p>

<h2 class="wp-block-heading">The real benefit: deciding in advance</h2>

<p>The biggest benefit of the One-Page Plan isn’t <a href="http://google.com/search?q=entrepreneur.com+productivity&sca_esv=784db34c22f0db79&sxsrf=ANbL-n7NE6nfR8XpgR-_bg23HPkI25m3hw%3A1771457905607&ei=cU2Wab_oJI-gptQP4f2KmQ0&ved=0ahUKEwj_5Mr5muSSAxUPkIkEHeG-ItMQ4dUDCBM&uact=5&oq=entrepreneur.com+productivity&gs_lp=Egxnd3Mtd2l6LXNlcnAiHWVudHJlcHJlbmV1ci5jb20gcHJvZHVjdGl2aXR5MgUQIRigATIFECEYoAEyBRAhGKABMgUQIRigAUipAlAAWABwAHgAkAEAmAGPAaABjwGqAQMwLjG4AQPIAQD4AQL4AQGYAgGgApMBmAMAkgcDMC4xoAffBLIHAzAuMbgHkwHCBwMwLjHIBwGACAA&sclient=gws-wiz-serp">productivity</a>. It’s pre-decision.</p>

<p>You define success before you’re tired, reactive or overwhelmed.</p>

<p>You choose your priorities before the quarter begins.</p>

<p>That way, when opportunities show up — new partnerships, new initiatives, new distractions — you can evaluate them against something stable.</p>

<p>Does this move me toward what I said matters? Or is it just exciting?</p>

<p>That filter alone has saved me from misaligned growth more than once.</p>

<h2 class="wp-block-heading">How to start</h2>

<p>At the end of this quarter, block one uninterrupted hour.</p>

<p>Turn off your phone. Close your laptop. Grab a blank sheet of paper.</p>

<p>Start big:</p>

<ul class="wp-block-list"><li>Why do you do what you do?</li><li>What kind of person are you trying to become?</li><li>What does five years from now look like across health, relationships, career and contribution?</li></ul>

<p>Then narrow:</p>

<ul class="wp-block-list"><li>Three to five goals for the next year</li><li>Concrete commitments for the next 90 days</li></ul>

<p>When the quarter ends, review it honestly. Celebrate what you achieved. Learn from what you didn’t. Then write the next one.</p>

<h2 class="wp-block-heading">Final thought</h2>

<p>Running a company is hard. Running one while staying healthy, grounded and connected to the people you care about is harder.</p>

<p>The One-Page Plan won’t eliminate chaos. It won’t prevent hard quarters, layoffs or market corrections.</p>

<p>But it will make sure you’re building on purpose.</p>

<p>And in a world where everything is urgent, that clarity might be the highest-leverage hour you invest all quarter.</p>



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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">
<li>The American dream is shifting. Many of today’s workers are motivated less by ladder climbing and more by sharing their expertise and making a decent living while doing it. </li>
<li>I built a solution to help creators get paid for the work they were already doing. It’s a one-stop shop that removes the friction that prevents them from building true online growth.</li>
<li>The most successful creators understand the specific need their brand fulfills and share their journey authentically, which helps build a real connection with their audience.</li>
</ul>
</div>
<p>As an Asian-American kid growing up to an immigrant mom in North Carolina, I was taught to follow the rules (no exceptions). I was a Boy Scout, graduated top of my class and was hired by <a href="https://www.entrepreneur.com/business-news/he-doesnt-regret-taking-a-150000-pay-cut-to-become-a-ceo/499050" rel="" target="_self">Goldman Sachs</a> immediately after graduating undergrad. I had followed what I thought was the “right” path. I was living in the greatest city in the world (New York City, of course) and working at one of the best companies in the world … but none of it felt right.</p>

<p>Like many others in corporate America, I <a href="https://www.entrepreneur.com/starting-a-business/how-to-break-free-from-the-corporate-grind-to-pursue-your/473668" rel="" target="_self">walked away</a> from the high-powered banking job. Not because I couldn’t do it, but because it wasn’t <i><b>my</b></i> dream. Spending 100 hours a week working for someone else felt like living in the wrong skin.</p>

<p>After leaving Goldman, I went to Stanford Business School and started thinking about what’s next. Like everyone else in 2020, I was making stupid dance videos on TikTok when I realized I could also use social media to promote myself, my skills and whatever job I would land next.</p>

<p>Instead, what I found was much more meaningful: an online <a href="https://www.entrepreneur.com/science-technology/how-to-build-a-lasting-career-in-the-creator-economy/482421" rel="" target="_self">creator community</a> authentically sharing their talents with the world.</p>

<p>The passion of these creator-entrepreneurs, the businesses they build and the way they bring people together through their shared digital community is, I believe, the essence of today’s American Dream. Regardless of generational differences, the American workers I talk to are (for the most part) no longer motivated by ladder climbing; they — we — are motivated by sharing our knowledge and expertise with others, and also making a decent living while doing it.</p>

<h2 class="wp-block-heading">Dare to dream</h2>

<p>What I also found among fellow creators was a web of disparate, broken systems, a misunderstanding of how to build true online growth, or even how to create an <a href="https://www.entrepreneur.com/growing-a-business/how-to-launch-your-first-email-marketing-campaign-and-get/317331" rel="" target="_self">email campaign</a>. Everything felt harder than it needed to be, none of the tools connected, and much of it was overwhelming (and overpriced) for new entrepreneurs.</p>

<p>I had a bit of programming experience, so I created and launched the first version of my company, <a href="https://www.entrepreneur.com/starting-a-business/why-this-garyvees-challenge-could-be-the-fastest-way-for/497373" rel="" target="_self">Stan</a>, in 2021. The beta launch was very basic but brought together many of the pain points my fellow creators and I were experiencing. We made it a one-stop shop, with everything a creator needs conveniently packaged and designed in one place.</p>

<p>Next, I convinced a few fellow content creators to let me set up their online brand presence, and the first creator saw an instant sale of their online course (for $999 no less) overnight — with no marketing and no other outreach except the creator’s own work up until that point.</p>

<p>The idea was simple: Make it easier for people to get paid for the work they were already doing. Stan wasn’t built to teach creators how to <a href="https://www.entrepreneur.com/starting-a-business/5-proven-strategies-for-turning-your-knowledge-into-income/479160" rel="" target="_self">monetize</a>. It was built to remove the friction altogether.</p>

<p>The business model proved to fill a unique gap in the marketplace, and building Stan became my full-time job. Today, five years in, we have more than 80,000 active creators on the platform, who have collectively made more than $400 million, and we even have backing from <a href="https://www.entrepreneur.com/starting-a-business/why-this-garyvees-challenge-could-be-the-fastest-way-for/497373" rel="" target="_self">Gary Vaynerchuk</a> and Steven Bartlett.</p>

<h2 class="wp-block-heading">The everyday entrepreneur</h2>

<p>What I’ve seen over the past five years is the <a href="https://www.entrepreneur.com/science-technology/how-to-build-a-lasting-career-in-the-creator-economy/482421" rel="" target="_self">creator economy</a> becoming the default path for anyone looking to build something of their own. What defines a “creator” in 2026 can be anyone from a fitness coach, a special education teacher or a mechanic. These “non-traditional” influencers are moving into creatorship to <i><b>truly</b></i> own their brand, build their community and monetize what they know on their own terms.</p>

<p>It’s these everyday entrepreneurs, the ones working toward their dream and taking their ideas to the next level, that continue to motivate me and my team. Among these new creators, the ones who succeed typically have two key things:</p>

<ol class="wp-block-list"><li><p><b>They understand the needs their personal and professional brand fulfills:</b> The most successful creators have clearly identified a gap in the market for their product or services and identified how they can help fill that need.</p></li><li><p><b>They share their experience authentically:</b> You have to believe in your dream to build it, so why not share your story and experience <a href="https://www.entrepreneur.com/leadership/10-ways-to-be-an-authentic-entrepreneur-and-sell-your-best/403625" rel="" target="_self">authentically</a>? Being true to yourself helps audiences connect with you and understand the “why” behind what you do.</p></li></ol>

<h2 class="wp-block-heading">Do good, and do well</h2>

<p>When it comes to my “why,” like many other immigrant children in the U.S., I grew up with very little. While working at Goldman, I realized that I <i><b>needed</b></i> my work to be <a href="https://www.entrepreneur.com/living/how-to-find-long-term-career-fulfillment-in-todays-world/475331" rel="" target="_self">fulfilling</a> (no, working at an investment bank didn’t check that box). I wanted my work to be meaningful and to give back to the greater good in some way.</p>

<p>Through my current work with Stan and the creator community, I’m able to directly help others build their dreams and monetize their businesses, turning their creative <a href="https://www.entrepreneur.com/starting-a-business/make-money-doing-what-you-love-how-to-monetize-your/470088" rel="" target="_self">passions</a> into a livable wage.</p>

<p>While many are still burning the candle at both ends, creating their businesses while also being parents, caregivers, partners and working one, two (or even three) other jobs, they’re working towards their dream of a successful future business built on their experience and creativity. If that doesn’t sound like “living the dream,” I don’t know what does.</p>



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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">

<li>X runs as a lean, startup‑style operation with about 30 core product engineers, very few managers, and a flat structure, according to X’s head of product, Nikita Bier.</li>

<li>Most individual contributors report directly to CEO Elon Musk.</li>

<li>Musk holds weekly reviews where engineers present one or two slides on what they shipped, and he gives them direct feedback on their work.</li>

</ul>
</div>

<p>Reporting to <a href="https://www.entrepreneur.com/business-news/elon-musks-xai-just-laid-off-500-workers-who-trained-grok/497128">Elon Musk</a> at <a href="https://www.entrepreneur.com/business-news/elon-musk-sunsets-twitter-domain-completes-rebrand-to-xcom/474319">X</a> means operating in a small, flat organization where the CEO is <a href="https://www.entrepreneur.com/business-news/airbnb-ceo-chesky-is-a-hands-on-manager-with-50-employees/496317">effectively the direct manager</a>. For Nikita Bier, X’s head of product, <a href="https://www.entrepreneur.com/business-news/ex-twitter-worker-awarded-600k-for-unfair-dismissal/478536">the job is both difficult</a> and “a lot of fun.” </p>

<p>On a recent episode of the <a href="https://www.youtube.com/watch?v=tF4j4LB-2rk"><em>Out of Office</em> podcast</a>, Bier contrasted life at X with his work at other <a href="https://www.entrepreneur.com/science-technology/fintech-is-evolving-and-investors-should-pay-attention/500854">Silicon Valley</a> giants <a href="https://www.entrepreneur.com/business-news/meta-is-reportedly-planning-to-raise-prices-on-a-popular/500748">like Meta</a> and <a href="https://www.entrepreneur.com/science-technology/danny-devito-discord-and-the-future-of-social-media/379290">Discord</a>. Bier characterized X as “essentially operating like a startup,” with 30 core engineers, plus two designers, a couple of product managers and himself. The organization is remarkably “flat” with many individual contributors reporting directly to Musk. </p>

<p>“The size of the engineering team is equivalent to a feature when <a href="https://www.entrepreneur.com/business-news/mark-zuckerberg-reveals-the-mindset-behind-metas-wins/480054">I worked at Facebook</a>,” he said, emphasizing that there are “very few managers.”</p>

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" height="710" width="1024" src="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?w=1024" alt="SAN FRANCISCO, CA – SEPTEMBER 09: Nikita Bier attends TechCruch Disrupt SF 2013 at San Francisco Design Center on September 9, 2013 in San Francisco, California. (Photo by Steve Jennings/Getty Images for TechCrunch)" class="wp-image-416181" srcset="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg 3000w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?resize=300,208 300w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?resize=768,533 768w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?resize=1024,710 1024w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?resize=1536,1065 1536w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?resize=2048,1421 2048w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Nikita-Bier-GettyImages-180205405.jpg?resize=324,225 324w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Nikita Bier. (Photo by Steve Jennings/Getty Images for TechCrunch)</figcaption></figure>

<p>Within that lean structure, Musk is unusually hands-on. Bier says that Musk does <a href="https://www.entrepreneur.com/growing-a-business/hustle-culture-is-outdated-heres-what-actually-scales/500522">weekly reviews</a> “with every engineer at the company.” At these meetings, engineers present one or two slides based on what they have done that week, and Musk listens and gives feedback. </p>

<p>“Everyone has an incredible amount of <a href="https://www.entrepreneur.com/starting-a-business/meet-the-entrepreneur-behind-qualified-digital/493503">agency</a>,” Bier said. “We come up with an idea, we build it in a week and it’s out.”</p>

<h2 class="wp-block-heading" id="h-high-stakes-constant-crises">High stakes, constant crises</h2>

<p>On the podcast, Bier called his job “the hardest I’ve ever done in my life,” and said that “every morning, every day, <a href="https://www.entrepreneur.com/leadership/how-to-align-your-team-when-a-pr-crisis-hits-your-business/501252">there’s a new crisis</a>.” He recalls waking up in the middle of the night to see political commentators spinning conspiracy threads about him on X, and every few weeks watching someone post his home address on the platform for all to see.</p>

<p>Additionally, “being <a href="https://www.entrepreneur.com/growing-a-business/6-ways-to-improve-customer-support-as-a-saas-company/497554">customer support</a> for like 500 million people is a crazy experience,” he said. </p>

<p>For Bier, who has <a href="https://x.com/nikitabier">over 800,000 followers </a>on X, describes himself as a power user who spends four to five hours a day on the platform. He says that he “personally suffers the consequences” if X doesn’t survive the test of time. “I lose as a creator,” he said. </p>

<p>That alignment makes the grind feel worthwhile. </p>

<p>“To work on a product that you spend every waking moment on is just a lot of fun,” he said, even as he calls it the toughest job of his career.</p>

<p>Musk is <a href="https://www.entrepreneur.com/business-news/elon-musk-says-money-cant-buy-happiness">the richest person in the world</a> at the time of writing, with a <a href="https://www.bloomberg.com/billionaires/">total net worth</a> of $672 billion. In November, Tesla shareholders approved a record-breaking <a href="https://www.entrepreneur.com/business-news/tesla-offers-elon-musk-record-1-trillion-pay-package/496761">$1 trillion compensation plan</a> for Musk, leaving him room to become the world’s first trillionaire if he meets a series of milestones.</p>

<p>Musk bought X, then called Twitter, for <a href="https://www.nytimes.com/2022/10/27/technology/elon-musk-twitter-deal-complete.html">$44 billion in October 2022</a>. Since then, X has <a href="https://www.cbsnews.com/news/twitter-rebrand-x-name-change-elon-musk-what-it-means/#:~:text=The%20internet%20is%20abuzz%20as,Apple%20and%20Google%20app%20stores.">undergone a sweeping rebrand</a>, implemented <a href="https://www.forbes.com/sites/dereksaul/2025/02/05/heres-what-happened-after-elon-musk-cut-80-of-xs-employees-as-he-eyes-reshaping-federal-workforce/">cost cuts</a> and added new features, including <a href="https://www.pcmag.com/explainers/what-is-x-premium-plus-subscription-how-much">a subscription service</a>.</p>

<p><em>Sign up for the </em>Entrepreneur Daily<em> newsletter to get the news and resources you need to know today to help you run your business better. </em><a href="https://info.entrepreneur.com/daily-newsletter-sign-up-page?utm_campaign=Web-Visitors&utm_source=Article&utm_medium=Text-CTA"><em>Get it in your inbox.</em></a></p>



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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">

<li>The Bouqs is an online flower startup that was rejected by Shark Tank investors in 2014.</li>

<li>Since then, the startup has expanded to over $100 million in annual revenue.</li>

<li>The Bouqs’ primary growth strategies are a flexible subscription engine and a selective shift into brick-and-mortar stores.</li>

</ul>
</div>

<p>When The Bouqs Company walked off <a href="https://www.entrepreneur.com/leadership/shark-tank-star-barbara-corcoran-reveals-her-true-passion/491867"><em>Shark Tank</em></a> without a deal <a href="https://bouqs.com/blog/life-after-shark-tank/">in 2014</a>, the online flower startup looked like another reality TV disappointment. Instead, the business quietly kept building, ultimately crossing <a href="https://seilertucker.com/at-first-you-dont-succeed-try-try-again-with-john-tabis">$100 million in annual revenue</a> last year by reinventing how flowers are sourced, sold and subscribed to. </p>

<p>The Bouqs story starts long before the company appeared on <a href="https://www.entrepreneur.com/business-news/how-crash-champions-ceo-went-from-1-shop-to-6b-revenue/489054"><em>Shark Tank</em></a>. Co‑founders John Tabis and Juan Pablo “JP” Montúfar met at <a href="https://www.entrepreneur.com/starting-a-business/why-notre-dames-football-coach-tells-his-team-to-choose/471100">Notre Dame</a>, connecting around a shared frustration with the traditional floral industry. The two founded The Bouqs in 2012 and designed the company to ship bouquets directly from farms to customers’ doors. The choice cut out middlemen and pushed against legacy models, where orders bounce from website to wholesalers to local florists. </p>

<p>“Selling flowers online is not a brand-new concept, but the challenge with some of the other players in this space has always been that they are more of a <a href="https://www.entrepreneur.com/starting-a-business/whats-the-best-way-to-distribute-my-press-release/474939">wire service</a>, so you can order on the site, but they don’t know what the inventory is of any local florist at any time,” The Bouqs CEO Kim Tobman explains in a new interview with <em>Entrepreneur</em>. “So what you order online might not be what you get from the local florist.”</p>

<p>The Bouqs set out to address that concern and make sure that what you order is what you get. If a customer loves lilies, that’s what shows up. If they want orange roses, that’s what they get. </p>

<p>By the time Tabis appeared on <em>Shark Tank</em> in 2014, The Bouqs had already <a href="https://www.women.com/1664226/what-went-down-with-the-bouqs-company-after-shark-tan/">logged $700,000</a> in sales in its first year. The Sharks balked at his ask of $285,000 for 3% and questioned everything from margins to the name. Every Shark passed, and Tabis left without a deal. </p>

<p>The exposure was ultimately good for the brand — and one Shark, Robert Herjavec, later invested in the company after recognizing its value. Herjavec reached out to The Bouqs to <a href="https://www.inc.com/guadalupe-gonzalez/bouqs-shark-tank-deal.html">do his wedding flowers</a> in 2016 and later made an undisclosed investment in the company based on his positive experience. A year later, <a href="https://www.entrepreneur.com/business-news/billionaire-mark-cuban-spends-a-lot-of-time-on-his-emails/494979">Mark Cuban</a> called The Bouqs the one deal <a href="https://abcnews.go.com/Business/shark-tank-deal-mark-cuban-regrets-making/story?id=45661270">he regretted not making</a>. By 2019, The Bouqs had <a href="https://www.cnbc.com/2019/03/08/nearly-5-years-after-shark-tank-debut-how-the-bouqs-company-is-doing.html">secured</a> $55 million in funding and expanded to 80 employees. Today, the company has scaled to <a href="https://seilertucker.com/at-first-you-dont-succeed-try-try-again-with-john-tabis">over $100 million</a> in revenue. </p>

<h2 class="wp-block-heading" id="h-subscription-model">Subscription model</h2>

<p>Tobman, 44, became the company’s CEO in September 2022, and says that one of its primary <a href="https://www.entrepreneur.com/entrepreneurs/thought-leaders/she-built-a-no-code-ai-company-now-worth-more-than-2-billion-heres-her-secret-to-growth">growth tactics</a> is its <a href="https://www.entrepreneur.com/starting-a-business/what-to-know-about-the-next-phase-of-subscription-services/496264">subscription service</a>. About 40% of the company’s revenue now comes from its <a href="https://bouqs.com/subscriptions">subscription offering</a>, which the brand deliberately designed around real customer behavior. “Subscription has been a huge part of our growth journey,” Tobman says. </p>

<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" height="788" width="1024" src="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?w=1024" alt="Kim Tobman, CEO. Credit: The Bouqs" class="wp-image-415622" srcset="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg 3000w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?resize=300,231 300w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?resize=768,591 768w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?resize=1024,788 1024w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?resize=1536,1182 1536w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?resize=2048,1576 2048w, https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Kim-Tobman-The-Bouqs.jpg?resize=292,225 292w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Kim Tobman, CEO. Credit: The Bouqs</figcaption></figure>

<p>Tobman described two core audiences: Customers who want to gift a subscription to flowers starting on occasions like Mother’s Day or Valentine’s Day, and “power gifters” who send flowers constantly to different recipients for birthdays, promotions and life events. To serve both audiences, The Bouqs has made its <a href="https://www.entrepreneur.com/starting-a-business/why-every-business-should-borrow-this-key-strategy-from/487781">subscription flexible</a>. Subscribers can change the delivery date each month, they can change the recipient monthly and they can choose the specific bouquet each time. </p>

<p>Subscriptions are <a href="https://bouqs.com/subscriptions/new/plan">priced</a> at $48, $59 and $74 per month, with each price point corresponding to one bunch, two bunches and three bunches of flowers, respectively. The prices include year-round free shipping and do not increase over the life of the plan, allowing heavy flower buyers to lock in value while The Bouqs gains predictable, recurring revenue. </p>

<p>The floral calendar is otherwise spiky: <a href="https://www.entrepreneur.com/business-news/why-valentines-day-chocolate-is-more-expensive-this-year/469727">Valentine’s Day</a> is the company’s <a href="https://www.entrepreneur.com/business-news/5-brands-that-had-monster-super-bowl-lviii-marketing-parties/469796">Super Bowl</a>. Orders surge in a compressed window, and flowers must land exactly on the promised day. “We don’t get credit when it’s early, and we definitely don’t get credit when it’s late,” Tobman says. </p>

<p>The Bouqs uses that pressure as a growth moment. Marketing encourages <a href="https://www.entrepreneur.com/starting-a-business/he-solved-his-biggest-mistake-to-get-his-first-customer/499290">customers</a> to start with a holiday gift, then extend it into a <a href="https://www.entrepreneur.com/starting-a-business/5-industries-that-will-avoid-adopting-a-subscription-model/463928">monthly subscription</a>, so someone who discovers The Bouqs in early February may still be receiving and sending bouquets in November. Tobman says the subscription service has grown “exponentially” over the past few years, becoming a central driver of the company’s overall performance. </p>

<h2 class="wp-block-heading" id="h-brick-and-mortar-stores">Brick-and-mortar stores</h2>

<p>The next phase of The Bouqs’ growth is happening offline. In the past two years, the company has opened five <a href="https://www.entrepreneur.com/starting-a-business/inside-emptio-home-decors-shopkeeping-success/490969">brick-and-mortar stores</a>, including locations in Los Angeles, San Francisco, Orange County, San Diego County and New York. The Bouqs has also begun rolling out in-store flower shops with <a href="https://www.entrepreneur.com/business-news/amazon-is-giving-whole-foods-staff-new-job-offers/496439">Whole Foods Market</a>. The goal is not just to have the brand more visible to shoppers, but also offer same-day delivery in those areas. </p>

<p>Early tests show that the standalone stores have reached <a href="https://www.entrepreneur.com/building-a-business/this-founders-unusual-strategy-led-her-business-to-profitability-and-300m-in-lifetime-sales">profitability</a> within their first year, which “is pretty unheard of in retail,” Tobman says. </p>

<p>“That’s number one,” she says. “Can we make sure that this <a href="https://www.entrepreneur.com/starting-a-business/this-founders-ebay-side-hustle-led-to-a-92m-acquisition/499534">pays for itself</a>? The answer is yes.”</p>

<p>The stores also allow The Bouqs to capture demand and service more markets. “People do like to shop in person, that’s clear,” Tobman explains. “It’s a great brand-building opportunity that is also really important for us.”</p>

<h2 class="wp-block-heading" id="h-advice-for-ceos">Advice for CEOs</h2>

<p>Tobman’s advice for CEOs is to lead with transparency and authenticity. She says it is easy to be an inspiring leader when things are going well, but that is not how business works. </p>

<p>“A business doesn’t grow without hitting bumps in the road,” Tobman says. “And so as the CEO, I always try to make sure that I balance transparency with optimism and enthusiasm for what we do.”</p>

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<div class="tw:border-b tw:border-slate-200 tw:pb-4">
<h2 class="tw:mt-0 tw:mb-1 tw:text-2xl tw:font-heading">Key Takeaways</h2>
<ul class="tw:font-normal tw:font-serif tw:text-base tw:marker:text-slate-400">
<li>Traditional oversight focuses on effort, not outcomes, quietly turning managers into enforcers rather than leaders.</li>
<li>A well-designed scoreboard creates clarity, reinforces wins and lets employees self-correct before issues escalate.</li>
</ul>
</div>
<p>Most companies don’t actually struggle with <a href="https://www.entrepreneur.com/growing-a-business/50-inspirational-quotes-to-motivate-you/247213" rel="" target="_self">motivation</a>. What fails is the belief that teams won’t perform unless someone is constantly watching. That mindset quietly shapes software choices, management systems and leadership behavior, producing environments built on surveillance rather than trust. The result: pressure masquerading as accountability and motion mistaken for progress. I developed what I call “the scoreboard method,” a framework I created to motivate teams without relying on surveillance, and I want to show how it works in practice.</p>

<p>Below, I explain why surveillance fails, why a scoreboard works instead and how to implement it while protecting trust and culture.</p>

<h2 class="wp-block-heading">Stop confusing effort with results</h2>

<p>Traditional performance systems track hours, status indicators, or task counts — proxies that measure motion, not value. People optimize for visibility, not outcomes. “The scoreboard method” flips the frame: it shows progress, not busyness. Teams focus on meaningful results because the question is whether work is advancing, not whether someone is watching.</p>

<h2 class="wp-block-heading">Stop policing, start solving</h2>

<p>When managers interpret fragmented data, leadership becomes enforcement. Oversight slows decisions, adds layers and drains energy from system improvement. A scoreboard makes performance shared and visible. Managers focus on solving problems and improving systems instead of policing effort.</p>

<h2 class="wp-block-heading">Build trust through transparency</h2>

<p>Being monitored signals distrust. Over time, it erodes ownership and initiative. A scoreboard sends the opposite message: transparency and shared accountability. Everyone sees the same data, making accountability mutual and trust stronger.</p>

<h2 class="wp-block-heading">Give teams clarity, not pressure</h2>

<p>Motivation thrives on certainty. People want to know where they stand now, not in the next review. A scoreboard continuously shows progress, highlights drift, and signals where attention is needed. Immediate, neutral feedback allows adjustments without fear or ambiguity.</p>

<h2 class="wp-block-heading">Let the right metrics drive behavior</h2>

<p>Most dashboards fail because they track too much, creating anxiety. “The scoreboard method” is selective: track only the process steps that lead to success, and measure completion and time, not effort. Time-to-action becomes the universal signal, exposing friction or training gaps without turning performance into personal judgment.</p>

<h2 class="wp-block-heading">Celebrate wins in real time</h2>

<p>Recognition is often delayed while addressing shortcomings immediately, draining motivation. A scoreboard changes that: milestones, customer feedback and progress appear in real time, building momentum naturally.</p>

<h2 class="wp-block-heading">Replace micromanagement with pacing alerts</h2>

<p>When someone falls behind, the scoreboard alerts them early, giving space to self-correct. Managers intervene only when necessary, boosting autonomy and responsibility.</p>

<h2 class="wp-block-heading">Make managers more valuable, not less</h2>

<p>Transparency doesn’t replace managers — it frees them from babysitting. Conversations become targeted, coaching more effective, and meetings shorter because everyone works from the same reality. Managers focus on exceptions, training, and systems that drive growth.</p>

<h2 class="wp-block-heading">Protect trust with clear guardrails</h2>

<p>A scoreboard only works if it never becomes surveillance. We never track idle time or activity for its own sake. Every metric earns its place by clarifying performance. Intent must be communicated consistently: the system exists to support, not punish.</p>

<h2 class="wp-block-heading">How to implement ‘the scoreboard method’</h2>

<ol class="wp-block-list"><li>Define the processes that lead to success for each role.</li><li>Identify the smallest set of signals that indicate progress.</li><li>Track completion and timing, not hours or motion.</li><li>Make data visible to everyone, including leadership.</li><li>Recognize wins immediately and reinforce the purpose regularly.</li><li>Never measure anything you’re not prepared to discuss openly and humanely.</li></ol>

<p>Motivation doesn’t come from surveillance — it comes from clarity and trust.</p>



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