Richard

Salesforce’s first-quarter earnings report on Wednesday beat estimates, with revenue up 8% year-over-year to $9.83 billion. Earlier this week, the company also announced a deal to buy data management company Informatica for $8 billion, its biggest acquisition since it purchased Slack for $27.1 billion in 2021.

“Sometimes you have a quarter when everything is going right for you,” said Salesforce CEO and Board Chair Marc Benioff, 60, in an earnings call on Wednesday, per The Wall Street Journal.

According to Salesforce’s 2025 proxy statement, released in April, Benioff made over $55 million in the 2025 fiscal year, which ran from Feb. 1, 2024, to Jan. 31, 2025. His base salary was $1.55 million, and his bonus was $2,500, both unchanged from 2024. His stock awards increased by about $8 million, and his option awards by over $3 million from 2024. His $55 million compensation included over $4 million in personal security costs and over half a million dollars in aircraft usage.

Meanwhile, Salesforce’s median employee took home a total compensation of $178,949 in fiscal year 2025. Benioff made approximately 308 times more than the typical Salesforce employee.

Related: Salesforce Has Used AI to Reduce Personnel Costs By $50 Million This Year. Here’s Which Roles Are Affected.

In the 2024 fiscal year, Salesforce’s median employee received a salary of $164,985. That year, Benioff made $39.6 million, or 240 times more than the median.

^{Salesforce CEO Marc Benioff. Photographer: Chris Ratcliffe/Bloomberg via Getty Images}

Salesforce’s median salary is lower than Google, where a mid-level employee made $331,894 in 2024, and Nvidia, where a typical employee made $301,233.

Meanwhile, Salesforce could be slowing down hiring in certain departments and accelerating hiring in others as it attempts to internally maximize its use of AI tools. The company’s chief financial and operations officer, Robin Washington, said on a call with analysts on Wednesday that Salesforce has downsized “some” of its hiring needs thanks to AI. It’s also hiring fewer customer service representatives and software engineers as its current staff use AI for greater productivity, but is growing its sales team by 22% this year.

Related: Here’s How Much 8 CEOs Made in 2024, From JPMorgan’s Jamie Dimon to Disney’s Bob Iger

CEO Pay Is Rising

A study released on Thursday by the Associated Press found that CEO pay increased by nearly 10% in 2024 due to higher profits and stock prices. The study, which was based on proxy statements filed with federal regulators by companies in the S&P 500, examined the pay of 344 executives. It found that the median pay package of CEOs in 2024 was $17.1 million, up from $16.3 million in 2023.

The highest-earning CEO on the list was Patrick W. Smith, the CEO of taser-making company Axon, who took home $164.5 million. Other top-earning executives included General Electric’s H. Lawrence Culp, Jr. ($87.4 million), Apple’s Tim Cook ($74.6 million), and Netflix’s Theodore A. Sarandos ($61.9 million). Most of those pay packages were comprised of stock or options awards.

The study also found that the typical employee at an S&P 500 company earned $85,419 in 2024, a 1.7% year-over-year increase.

Most entrepreneurs are using AI the wrong way — tweaking blog posts, drafting emails and hoping it saves time. But surface-level tools won’t grow your business. What if you could use AI to build a system that runs your content, lead gen and sales — without hiring a single person?

This video reveals the four high-leverage AI growth hacks that solo entrepreneurs are using to reclaim three days a week and scale to seven figures — no tech skills required. What you’ll discover:

• The content research shortcut top creators swear by: Uncover high-converting ideas from what’s already working in your niche — then turn those insights into original, engaging content in record time.
• Your always-on sales assistant: Deploy a smart system that engages leads, answers questions and handles objections — boosting conversions while you focus on growth.
• Lead generation on autopilot: Set up a full cold outreach engine that identifies ideal prospects, warms them up and keeps conversations moving — without the manual grind.
• Revenue-boosting email intelligence: Analyze your past campaign data to reveal exactly what drives clicks and sales — then use AI to write emails that outperform your best ones.
• The plug-and-play system behind seven-figure solopreneurs: Link these automations together to build a lean, self-sustaining business engine that grows even when you’re offline.

Everything is broken down step-by-step, no tech skills required. If you’re ready to scale your business without burning out, this is the video to watch.

Download the free “AI Success Kit” (limited time only). And you’ll also get a free chapter from my brand new book, “The Wolf is at The Door – How to Survive and Thrive in an AI-Driven World.”

If you’re an entrepreneur, you understand this dynamic well: credentials open doors, but character closes deals.

College admissions work the same way.

A perfect GPA and test scores don’t get a student into an Ivy League school. They get the application opened. From there, it’s emotional intelligence, social awareness and self-understanding that determine who gets in — and who gets waitlisted or denied.

This is why every year, top colleges turn down Valedictorians — and admit Salutatorians who demonstrate more maturity, curiosity and insight into who they are and how they grow.

Related: 8 Must-Have Leadership Qualities for Workplace Success

Why “be authentic” isn’t helpful advice

When students sit down to write their personal statements, they’re told to “be authentic” or “show emotional intelligence.” But those phrases are abstract. What do they actually mean? How do admissions readers interpret them?

Most families assume that Social and Emotional Learning (SEL) is about being kind, likable or involved in service work. But SEL isn’t about checking personality boxes. It’s a competency framework. A set of skills. And increasingly, it’s the clearest proxy for future success — not just in school, but in life.

What SEL really is — and why it matters now more than ever

At its core, SEL consists of five key competencies:

• Self-awareness
• Self-management
• Social awareness
• Relationship skills
• Responsible decision-making

These are real-world, transferable skills — rooted in emotional intelligence (EQ) — that students must develop if they’re going to thrive in dynamic, high-pressure environments like college. Or startups. Or the real world.

Colleges aren’t just evaluating what students know — they’re assessing how students think, how they grow, and how they relate to others. That’s why the personal essay exists in the first place: it’s a live demonstration of how a student thinks about themselves and the world around them.

It’s also why, in the new admissions landscape — test-optional, post-affirmative-action, and increasingly holistic — SEL has moved from “nice to have” to strategic advantage.

Character is the competitive edge

According to the 2024–2025 Common Data Set, across Ivy League and Top 20 schools, the number one most consistently important non-academic factor in admissions isn’t work experience. It’s not talent. It’s not even extracurriculars. It’s character and personal qualities.

Let that land for a moment.

MIT marked this category as the only “very important” factor in their entire non-academic review process — above talent, extracurriculars or recommendations.

What they’re really asking is: Can this student lead themselves? Can they work with others? Can they adapt and grow under pressure?

Related: 4 Best Practices for Smarter Higher-Education Admissions Procedures

The three most strategic SEL moves students can make

Over decades in admissions, we’ve helped students turn personal qualities into compelling essays that demonstrate maturity, leadership and EQ — not just say they have it.

Here’s what actually works:

1. Insight over performance

Most students treat the personal essay like a TED Talk. They tell a big story and drop a moral in the final paragraph — hoping it lands like a mic drop.

That doesn’t work.

Colleges want to see insight. Reflection. Specific examples of how a student grew, not just what happened to them. The strongest essays aren’t about life-changing moments — they’re about mindset shifts.

Big realizations > big stories.

2. Build a voice, not a persona

Trying to sound “smart,” “quirky” or “deep” almost always backfires. Colleges can tell when students are forcing a certain personality or voice on the page. How? Because it’s the same “voice” that appears on nearly half their applications, they eventually end up denying.

Strong essays don’t need gimmicks. They need clarity.

Don’t:

• Overuse metaphors to manufacture meaning
• Write in a voice that isn’t yours
• Hide vulnerability behind clever formatting

Do:

• Be specific about how your thinking has changed
• Use language that sounds like you, not a TEDx speaker
• Share grounded, honest moments — not performances

3. Study the right models

Students often base their essays on viral “How I Got In” posts, which are more about performance than substance. These essays follow a formula that doesn’t demonstrate actual SEL.

Better models? Read published personal essays from real writers — Joan Didion, Brian Doyle, Esmé Wang. These are authors who write with emotional intelligence, depth and nuance.

Final thought

If you’re a founder, you know what it’s like to bet on people. Admissions officers do the same. They’re not just looking at performance. They’re looking at potential.

And the clearest indicator of future potential — in leadership, in relationships, in adversity — is how well someone understands themselves.

That’s what SEL reveals. And that’s why it’s the most overlooked yet powerful lever in modern college admissions strategy.

I’ve been through it all — companies that soared, companies that sank, deals that looked like gold and turned out to be sand and partnerships that either multiplied value or silently killed it. If there’s one brutal truth I’ve learned after decades of building, buying, selling and sometimes burying companies, it’s this:

Relationships — not ideas, capital or even timing — are the ultimate determinant of success.

It’s a lesson that no spreadsheet will teach you and no pitch deck will fully convey. But it’s the one thing every founder, CEO, investor and partner needs to internalize if they want to build something that lasts.

Let me explain through five unfiltered truths I learned the hard way — some through exits, some through bankruptcies.

Related: How to Build and Sustain Deep, Meaningful Business Relationships (and Why It’s the Key to Long-Lasting Success)

1. Bad partnerships are more expensive than bad products

A bad product can be fixed. A misaligned partner? That’s a cancer in the system.

I once co-founded a company with incredible potential — strong unit economics, great early adoption and even some early buzz in the media. But internally, the leadership team was fractured. One partner prioritized short-term revenue. Another obsessed over product perfection. And I, caught between the two, tried to play referee.

Guess what happened?

We burned cash arguing. We stalled decisions. Morale tanked. Ultimately, the company died — not because of the market, but because we couldn’t get out of our own way.

Looking back, I now ask this before every deal: Do I want to be in a foxhole with this person when things go wrong? If the answer isn’t a hell yes, it’s a no.

2. Bankruptcy is a leadership failure, not a market failure

Yes, markets change. Yes, industries shift. But most of the bankruptcies I’ve seen — including my own — weren’t because of the economy. They were because we made poor decisions, delayed hard conversations and ignored red flags.

We had a company that seemed unstoppable — fast-growing, flush with investor interest and scaling quickly. But internally, management was siloed. Sales leadership was misaligned with operations. Decisions were made based on ego instead of data. We ignored tension because things were “good enough.”

Until they weren’t.

When it collapsed, it was easy to point fingers at external market conditions. But the truth? We failed ourselves.

That experience forever changed the way I build. Now, every leadership meeting starts with alignment. If leadership isn’t rowing in the same direction, I don’t care how good the boat is — it’s going nowhere.

Related: Want Strong Business Relationships? Avoid These 3 Mistakes.

3. Buyers don’t buy products — they buy people

When I’ve successfully exited companies, there’s a pattern that shows up every time: We were aligned with the buyer on values, vision and execution style.

One of our best exits came not because we had the best tech, but because the acquiring team said, “We want to work with you guys.” They knew we had strong relationships across departments, high employee retention and a culture of transparency.

Deals get done when there’s trust. Period. It doesn’t matter how great your EBITDA is if the buyer doesn’t believe in your leadership or your people.

If you’re preparing to exit, ask yourself: Would you buy this company if you didn’t know the numbers, but just knew the people running it?

If the answer is no, you’ve got work to do.

4. Decision-making is a muscle — train it or lose it

Poor decision-making doesn’t show up all at once. It’s a slow erosion — a hundred little moments when you defer, delay or delegate decisions you should own.

One business I led started slipping when we over-delegated key choices to mid-management without ensuring those managers were aligned with the company strategy. Over time, execution drifted. Product launches missed the mark. Marketing lost focus. And we didn’t notice until revenue plateaued.

Strong companies don’t just have good leaders — they have good decision-making systems.

Now, in every company I touch, we prioritize decision hygiene. Clear frameworks. Accountability. Retrospectives. You can’t outsource judgment. You have to train it.

Related: 8 Strategies for Building Long-Lasting Business Relationships

5. The exit isn’t the end — it’s the mirror

When you sell a company, the terms of that exit reflect everything you did right — or wrong.

Great exits happen when:

• You have strong internal processes

• Your financials are airtight

• Your leadership team is trusted

• Your reputation precedes you

Bad exits — or worse, failed exits — happen when:

I’ve lived both sides, and I’ll tell you: Nothing haunts an entrepreneur more than realizing they killed a great business by not focusing on the fundamentals early enough.

So, what’s the takeaway? If I could give one piece of advice to any founder building a startup today, it’s this:

Invest in relationships before you invest in features. Build trust before you build scale. Fix your internal operating model before you chase more revenue.

Money follows alignment. Buyers follow leadership. Teams follow purpose. And if you get those right, the next big thing might just follow you.

As college students use ChatGPT to complete take-home tests, finish homework and write essays, professors are using blue books, or inexpensive, stapled exam booklets with a blue cover and lightly lined pages, to ChatGPT-proof the classroom.

The Wall Street Journal reported earlier this month that demand is up for blue books, which cost 23 cents apiece in campus bookstores and were first introduced in the late 1920s.

Blue book sales were up more than 30% at Texas A&M University, nearly 50% at the University of Florida and 80% at the University of California, Berkeley, over the past two years, the Journal found.

Roaring Spring Paper Products, the family-owned business that manufactures most blue books, told the Journal that sales have picked up over the past few years due to AI use, as professors use the old-school books to conduct in-person exams in a classroom setting. The advantage of blue books is that students can’t use ChatGPT and have to instead write their essays by hand under a professor’s supervision.

Related: College Professors Are Turning to ChatGPT to Generate Course Materials. One Student Noticed — and Asked for a Refund.

Kevin Elliott, a Yale University lecturer in the ethics, politics and economics program, told WSJ that he switched from at-home essays to blue books in the spring semester when he realized students were using AI to write their assignments. He found that a few take-home papers included made-up quotes from famous philosophers, a clear sign of AI use.

Elliott implemented a new system where students had to write essays in blue books for their final, and it worked so well that he plans to continue using blue books for the next academic year.

Most college leaders think AI tools have led to widespread cheating. A survey released in January from the American Association of Colleges and Universities and Elon University found that the majority of university leaders (59%) report that cheating has increased on their campuses since AI tools have become widely available. More than half of these leaders believe that their faculty cannot tell the difference between AI-generated work and student-written papers.

Meanwhile, a January 2023 survey from Study.com of over 100 educators and 1,000 students found that nearly 90% of college students had used ChatGPT to complete a homework assignment, 53% had it write an essay and 48% had used it for an at-home test or quiz. More than 70% of college professors expressed concern about how ChatGPT could be used to cheat on assignments.

Related: Hiring Managers Want Workers With ChatGPT Experience, New Survey Says

Still, some professors who restrict ChatGPT use through blue book exams admit that students could benefit from knowing how to use the tool to be more productive when they graduate.

Arthur Spirling, a Princeton University professor of politics, told WSJ that although he gives proctored blue book exams, he thinks it is a “strange” situation to limit ChatGPT use in the classroom when students will be able to tap into it when they begin working full-time.

“It is strange to say you won’t be permitted to do this thing that will be very natural to you for the rest of your career,” he told the outlet.

ChatGPT had 500 million global weekly users as of April, up from 400 million weekly users in February.

Salesforce has recently leveraged AI tools internally to hire fewer workers in certain divisions and more in others.

“We have reduced some of our hiring needs,” Salesforce’s chief financial and operations officer Robin Washington said on Wednesday on a call with analysts, per Bloomberg. She credited the implementation of AI tools for the slowed hiring.

According to Washington, AI has enabled Salesforce to reassign 500 customer service workers to other roles at the company this year, resulting in a cost savings of $50 million. The company is also hiring fewer software engineers as its current staff use AI to become more productive.

Related: ‘Amazing Momentum’: Here’s Why Salesforce Is Hiring 1,000 New Employees

At the same time, Salesforce is ramping up its efforts to hire more salespeople to sell its AI products and other offerings. Chief revenue officer Miguel Milano said on the analyst call that the company now has around 13,000 salespeople and wants to expand the number by 22% this year. Salesforce currently has 76,453 total employees globally.

^{Salesforce CEO Marc Benioff. Photo by Halil Sagirkaya/Anadolu via Getty Images}

Other tech companies are using AI to help with tasks ranging from engineering to reporting earnings. Microsoft CEO Satya Nadella stated last month that engineers at the company are using AI to write about 30% of new code. Google CEO Sundar Pichai said in the same month that the company was using AI to write more than 30% of new code, up from 25% in October. Meanwhile, Klarna, a company that has said its AI chatbot does the work of 700 customer service agents, reported earnings last week using an AI avatar of its CEO.

Goldman Sachs predicts that 300 million jobs across the globe could be lost or downgraded due to AI by 2030.

Salesforce isn’t the only company to ramp up hiring in some areas and cut back in others, thanks to AI. IBM CEO Arvind Krishna told The Wall Street Journal earlier this month that IBM had used AI to replace several hundred human resource employees. IBM’s workforce ended up growing instead of shrinking, Krishna disclosed, because the company used the cost savings from the layoffs to hire more software engineers, marketers and salespeople.

Related: IBM Replaced Hundreds of HR Workers With AI, According to Its CEO

Salesforce’s own technology could help other companies reduce their headcount. Salesforce CEO Marc Benioff said in September that the company’s AI agents would allow its clients to forgo hiring new employees or gig workers in busier periods of time.

Earlier this week, Salesforce announced that it was acquiring cloud data management company Informatica for $8 billion to help advance its AI capabilities. The deal is one of Salesforce’s largest since it bought Slack in 2021 for $27.7 billion and data firm Tableau in 2019 for $15.7 billion.

Salesforce reported first-quarter earnings on Wednesday that beat estimates, with revenue up 8% to $9.83 billion. The company stated that its AI subscriptions more than doubled in its first quarter and expects sales in the second quarter to be $10.11 billion to $10.16 billion, more than the $10.02 billion analysts anticipated.

“Sometimes you have a quarter when everything is going right for you,” Salesforce CEO Marc Benioff said in an earnings call, per The Wall Street Journal.

Related: Can Anyone Beat Microsoft at AI? The CEO of Salesforce Thinks His Company Can.

Still, Salesforce shares were down about 4% on Thursday at the time of writing due to investor concerns about the still-early stage of its AI offerings and the deal risk with Informatica.

One in five Americans aged 50 and over has no retirement savings, and more than half worry that they won’t have enough money to last once they leave the workforce, according to an AARP survey.

However, where U.S. workers live can have a significant impact on their retirement readiness.

Getting familiar with some of the key averages in your state, from 401(k) balances to median incomes, life expectancies, cost of living and more, can help you understand just how prepared you are — or aren’t — for your golden years.

Related: How Much Money Do You Need to Retire Comfortably in Your State? Here’s the Breakdown.

Western & Southern Financial Group examined those metrics and others to rank all 50 states based on where retirees have the best and worst readiness for retirement.

New Jersey, Connecticut, Maryland, Virginia and Vermont came out on top for states where people are most prepared for retirement, per the study.

What’s more, residents in Connecticut and New Jersey reported the highest average 401(k) balances: $546,000 and $514,000, respectively. Residents over the age of 65 in those states also have high median incomes — over $96,000.

Related: Here Are the Best and Worst States for Retirement in 2025, According to a New Report

Americans living in West Virginia, Mississippi, Arkansas, Tennessee and Arizona may fare the worst in retirement, according to the research.

Mississippi and Arkansas residents reported some of the lowest average 401(k) balances, at $348,000 and $364,000, respectively. In West Virginia and Arkansas, residents over the age of 65 have median incomes under $58,000.

Related: These Are the States Where $1 Million in Retirement Savings Lasts the Longest (and Where You’ll Be Broke in No Time)

Check out Western & Southern Financial Group’s full ranking of Americans’ retirement readiness by state below:

^{Image Credit: Courtesy of Western & Southern Financial Group}

A new report shows that the biggest tech companies have significantly reduced their hiring of new graduates in recent years, and AI could be to blame as the technology takes over entry-level tasks.

SignalFire, a venture capital firm that analyzes the job movements of over 650 million employees and 80 million companies on LinkedIn, noticed in a recent report released last week that established tech companies, including Meta, Microsoft, and Google, recruited fewer recent graduates in 2024 compared to previous years.

Related: The CEO of $61 Billion Anthropic Says AI Will Take Over a Crucial Part of Software Engineers’ Jobs Within a Year

New graduates accounted for just 7% of new hires in 2024, down 25% from 2023 and over 50% from pre-pandemic levels in 2019. Meanwhile, at startups, the rate of new graduates hired dropped from 30% in 2019 to under 6% in 2024.

Asher Bantock, SignalFire’s head of research, told TechCrunch that there’s “convincing evidence” that AI is a significant reason for the decline in entry-level tech roles. He explained that entry-level jobs are more vulnerable to automation because they consist of routine tasks that AI can easily take over. For example, AI can code and conduct financial research.

Dario Amodei, the 42-year-old CEO of $61.5 billion AI startup Anthropic, told Axios on Wednesday that within the next one to five years, AI could eliminate half of all entry-level white-collar jobs and cause unemployment to rise to 10% to 20%. Earlier this year that AI could write “essentially all of the code” for big companies within the next year.

“On the jobs side of this [AI], I do have a fair amount of concern,” Amodei said at a Council on Foreign Relations event in March, per Business Insider.

Related: How Much Does It Cost to Develop and Train AI? Here’s the Current Price, According to the CEO of an $18 Billion AI Startup.

AI will impact industries like technology, finance, and law, Amodei predicted. Most workers won’t recognize the dangers caused by AI until it has taken their jobs, he said.

“Most of them are unaware that this is about to happen,” Amodei told Axios. “It sounds crazy, and people just don’t believe it.”

^{Anthropic CEO Dario Amodei. Photographer: Benjamin Girette/Bloomberg via Getty Images}

Research from American think tank The Brookings Institution shows that AI could replace more than half of the tasks carried out by entry-level roles, including market research analysts, graphic designers, and sales representatives. In comparison, more senior roles have up to five times lower risks of automation.

Meanwhile, Harvard Business Review estimates that AI will affect 50 million jobs within the next few years, automating some roles while adding to workers’ abilities in others.

Mildred Reser started selling potato salad to pay the bills back in 1950. The recipe she perfected in a rural Cornelius, Oregon, farmhouse helped her launch a seasonal business, Mrs. Reser’s Salads, which supplied local meat markets before it moved to its first small factory and landed distribution in Safeway.

^{Image Credit: Courtesy of Reser’s Fine Foods. Grandma Mildred with her family.}

Mildred’s son, Al, stepped in as president in 1960, and the company became Reser’s Fine Foods. Eager to transition operations to a larger facility but lacking the cash to do so, he took the company public and raised a little over $200,000. Those funds went toward opening Reser’s 55,000-square-foot Beaverton facility in 1978.

Because potato salad was primarily considered a summer staple in the Pacific Northwest, Al also expanded the product line to include sausages, tortillas and more to offset seasonal sales slowdowns.

Shortly thereafter, in 1986, Al took the company private again to prevent an outside investor from assuming control.

“[We]  actually received some loans from customers, vendors, employees [and] a lot of family members to make that move,” Mark Reser, Al’s son and the current CEO of Reser’s Fine Foods, says. “We were much smaller at the time, but it was a very strategic move to take it back private.”

Related: The Business He Started in Response to a Frustrating Grocery Store Experience Surpassed $1 Billion in Sales and Counts Ray Dalio Among Its Investors

^{Image Credit: Courtesy of Reser’s Fine Foods. Mark Reser with his father, Al.}

“I had my own little route, and [it was a] great way to learn the whole product line.”

Mark began working in the Reser’s factory in eighth grade; he continued helping with the family business through high school and into college during the summer months. His degree in accounting proved useful in understanding the business’s numbers. After graduation, Mark spent a couple of years driving a truck route for the company’s direct store delivery.

“I had my own little route,” Mark recalls, “and [it was a] great way to learn the whole product line, to have that experience, the interaction with the customers.”

Related: A Cambodian Refugee Paralyzed By Polio Says ‘Not Much’ Was Expected of Him. He and His Wife Built a Multimillion-Dollar Business That Beat All Odds.

Reser’s needed help managing its peak salad season, so Al acquired a company with about 40 employees in Corona, California, and Mark relocated to run it in 1990. Mark learned a lot before moving on to lead an even larger operation in Topeka, Kansas, where he spent eight years growing the company’s first built facility, he says.

He moved back to Oregon in 1998 and became COO. He then stepped in as president in 2006.

^{Image Credit: Courtesy of Reser’s Fine Foods. CEO Mark Reser.}

The Kansas facility remains Reser’s largest base today, with four manufacturing plants and a distribution center. Reser’s currently boasts over 5,000 employees across North America and more than $2 billion in annual revenue; the business has also seen double-digit sales growth each of the past five years, per the company.

“We always stress that the 4th of July always comes on the 4th of July.”

These days, as Reser’s celebrates its 75th year in business, it must navigate some of the same challenges it has over decades past, like potential commodity issues and labor shortages. Putting in the work to prepare, especially for the company’s busiest stretch, Memorial Day through the Fourth of July, remains an indispensable strategy, Mark says.

^{Image Credit: Courtesy of Reser’s Fine Foods}

“We always stress that the 4th of July always comes on the 4th of July,” Mark explains. “It’s all about the planning up front. We did planning in the earlier years, but not as much as we’re doing today.”

Related: This Couple Used Their Savings to Start a Small Business. A Smart Strategy Helped Make It a Multimillion-Dollar Success.

The company continues to innovate to help fuel year-round sales, and its hot side dishes, big sellers in the fall and winter months, have become an integral part of that, Mark notes. Now, alongside Reser’s Fine Foods, the company’s line includes Main St Bistro, Stonemill Kitchens, Reser’s Foodservice, Fresh Creative Foods, St Clair Foods, Baja Café and Don Pancho. Its Mexican food category in particular enjoys sales stability year-round, Mark adds.

“Our family’s aligned, and that’s so critical.”

According to the CEO, Reser’s strength as a family business stems from its shared goals when it comes to leadership and growth.

“Our family’s aligned, and that’s so critical,” Reser explains. “ They’re aligned on reinvestment, they’re aligned on the next generation, taking the business even further, and they’re aligned on the drive to continue to grow the business.”

Related: Entrepreneurship Means Generational Independence. These Leaders of a 115-Year-Old Family Business Are Honoring the Past and Building for the Future.

Mark’s nephew and his oldest son are currently part of that next generation working in the business, and he hopes to see several other family members join the company down the line.

“There’s a lot of learning that they have to do, but we do feel  we’ve got some great, strong leaders coming up within the ranks, taking the business further,” Reser says. “We want [Reser’s Fine Foods] to become a bigger part of the meal.”

^{Image Credit: Courtesy of Reser’s Fine Foods}

The company sees growth opportunities in meal kit bundling, convenience stores and more snack-sized options, and it continues to research potential categories for expansion. Reser’s launches close to 300 items per year, Mark says, noting that many are custom-made for restaurant chains or private label.

Related: 10 Growth Strategies Every Business Owner Should Know

The key to growth is to always consider what’s next and resist the urge to get too comfortable, the CEO says.

“ Don’t forget who pays the bills — it’s the customers,” Reser says. “And don’t forget who does the heavy lifting. That’s your employees. Make sure you’re having fun and enjoying yourself. If you’re not, you’re in the wrong spot.”