“You Don’t Have To Trade Your Family For Your Company, Or Your Company For Your Family.”: A conversation with Kelly Schwedland of Elevate Ventures

Released Wednesday, 15th August 2018
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Entrepreneurship is kind of like social media. Usually we only see and share the highlight reel. We don’t get to peek behind the scenes of what people’s lives are really like. Granted, if you’re a single 20 something year old grinding it out 80 hours a week, it’s almost glamorous to be living off of Ramen Noodles to build the next big thing, because then you can say, remember when.

But for those of us with families, it can seem daunting to make the jump. Then once we do the commitment is almost always more than we expected.

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That’s what’s special about our next guest. He’s at a point in his career where he serves as an advisor to entrepreneurs and works in venture capital. At least for me, that’s a place I’d like to get to. Because if you’re involved with venture capital, it’s generally an indicator that you’ve had something modicum of success yourself.

What we don’t often see is the other side and what it took to get there. I don’t mean about the business struggles, those are documented well enough. I mean the side that isn’t talked about. Because frankly, I don’t think many entrepreneurs have been able to successfully navigate it.

Episode Highlights

[2:23]  Kelly’s response to the narrative of sacrificing your family for your company

[4:06]  What changed when he had his first child

[4:30]  The boundaries Kelly and his wife established around business and family

[7:05]  What a marriage seminar taught Kelly about working with his business partner (and wife)

[10:17]  How having a spouse on board can make or break your company

[12:50]  The tension that Kelly didn’t just live in, but completely resolved

[13:40]  “It was all integrated.”

[14:25]  What lesson the Marine Corps taught Philip

[14:53]  How Kelly knows he’s gotten off track at home

[17:30]  The question you need to answer when evaluating a business decision

[19:53]  Why you need to get away from your business in order to let it grow

[22:43]  How Kelly manages the emotional ups and downs of entrepreneurship

[25:36]  How he built multiple companies with cultures that respect limits

[26:16]  What happens to your productivity if you work over 40-50 hours per week

[27:25]  How your core beliefs shape your company

[37:14]  The single most effective strategy Kelly has used to crush it was work and thrive at home


You may be the founder on paper, but your family i…Tweet This
Special Thanks for Shelbyville Pharmacy for Sponsoring Season 1 of Home For Dinner.  Check out their website, or see what’s happening on Facebook!


Read Full Transcript

Philip Devine: Entrepreneurship is kind of like social media. Usually we only see and share the highlight reel. We don’t get to peek behind the scenes of what people’s lives are really like. Granted, if you’re a single 20 something year old grinding it out 80 hours a week, it’s almost glamorous to be living off of Ramen Noodles to build the next big thing, because then you can say, remember when.

Philip Devine: But for those of us with families, it can seem daunting to make the jump. Then once we do the commitment is almost always more than we expected. That’s what’s special about our next guest. He’s at a point in his career where he serves as an advisor to entrepreneurs and works in venture capital. At least for me, that’s a place I’d like to get to. Because if you’re involved with venture capital, it’s generally an indicator that you’ve had something modicum of success yourself.

Philip Devine: What we don’t often see is the other side and what it took to get there. I don’t mean about the business struggles, those are documented well enough. I mean the side that isn’t talked about. Because frankly, I don’t think many entrepreneurs have been able to successfully navigate it. So, that’s the question, can you be a successful entrepreneur and still have a healthy growing family life?

Philip Devine: Welcome to Home For Dinner, a series focused on exploring that very question. Maybe you can have it all or maybe not.

Kelly: I’m Kelly Schwedlan. I currently serve as an Entrepreneur in Residence with Elevate Ventures.

Philip Devine: I’m just gonna speak for myself and say that I love reading Inc Magazine about small business owners that are just killing it. And all the hacks they have for productivity. How they spend 48 hours a day working on stuff even though there’s only 24 hours.

Philip Devine: But as a guy with a family and a wife, the thing that is always in the back of my head is, well, what about their families? If I want to be an entrepreneur and build a business, do I have to give up my entire family to do that? What would you say to that?

Kelly: No, is the answer. To be quite honest, I mean you run the risk obviously of losing your family if you don’t spend enough time there. We started a family about the same time as we started one of the companies. So it was a bit of a learning experience on both sides from that. Prior to that, I had started a couple companies in college. I was just single and living off of my student loans and whatever else, right?

Kelly: So, I mean, I didn’t have a whole lot of responsibilities back then, and probably had a lot more energy at that point and time. But I’d say the first real company that we started was a full on manufacturing company and we made these big machines and started with a couple of engineers. Shortly thereafter started a family. It was quite the learning curve, of where we went and how we accomplished all that, I guess.

Philip Devine: Okay. How did having a family impact your work, as you went forward through manufacturing? I’m guessing you were married when you started the manufacturing company and it’s just you and your spouse, there’s a lot of flexibility to work long hours or just to do what needs to be done. How did that change, or did it change when a baby was introduced?

Kelly: Yeah. So, we had a couple of things that I think began to shift along the ways. It wasn’t uncommon for me to work seven days a week, and that was kind of the norm. I would work during the week with the people on the team and then weekends I’d go in and do all the other stuff I never really had time to do right, so there are a handful of things that begin to shift on that, and I’m not sure where we finally drew the line on this.

Kelly: I think two pieces that we kind of came to were Sundays were family time, I mean that was church and time together. So that became … unless I was traveling, you know, obviously. Then dinner time became a big thing and even to this day, dinners at 6 o’clock at our house. It’s funny how those habits become ingrained and if there was any reason … I know I feel this and I said this to my wife the other day when we were talking about being here. She doesn’t remember the actual conversation of when it happened, but it was literally like, “Well, if you can’t be here by dinner time, just stay until you get all your work done. There’s no point in being an hour late, or whatever. Just stay and get everything you can accomplished, stay to midnight, stay what ever it takes to get it done so that the rest of the week you can be here.”

Kelly: In the early days the kids goes to bed at whatever it is, 8 o’clock or something like that so it was come home, be home, have dinner, do whatever with the kids, and then see them to bed. And then back in those days we had … this was kind of early days of the internet, in those days, so I actually had a screen emulation software so I could go to my computer, logon, and see my computer at the office. Because all our software was in the office and so I would get in and I would work after the kids went down.

Kelly: That time at home, that come home, be home, be present in-the-moment kind of thing really kind of started right when they were born.

Philip Devine: How many kids do you have?

Kelly: Just two.

Philip Devine: Okay.

Kelly: Yeah. We have one of each and that was okay with us.

Philip Devine: Kind of called it a day at that.

Kelly: Yeah. I think the other part of that was, is that we ended up selling that company and then starting another one and after the second one was born and so for the early days of that we didn’t have any health insurance and so we’re like, okay, well we’re gonna stop having kids and then it was like well I guess we’re not having anymore kids, so that was kind of … that worked out.

Philip Devine: Yeah. Deciding factor there. What does your wife do?

Kelly: Accounting. This is interesting, somewhere along the way we did a Marriage to Remember seminars, I think my parents sent us to us like, this was before the first kid was born. It was really interesting because it really helped understand how your opposites are not a distraction as a couple, but they’re actually completers, like you complete each other, that’s kind of the original design kind of thing, right. So, she’s really detailed and was really good at books. I’m really good at finance but not … I don’t like doing things the same every day, right?

Philip Devine: Yeah.

Kelly: And that’s kind of her strength. And, so a number of companies along the way, she started out as helping us with the books and accounting and that kind of stuff. She still does that today, for another firm now.

Philip Devine: So you guys worked together in your companies.

Kelly: Yeah. We actually met … to back up a little bit, along the way after a couple of first companies in college I really got frustrated, I couldn’t figure out how to make them grow and so I ended up going back and getting a job at this fast-growth company, [inaudible 00:08:10] 500 company. I learned a lot, in fact a lot of that really bleed over into a lot of the other stuff that we did, but that’s where we met. When we met, I was on the road all the time as a salesman. We ended up setting up locations overseas and so when we were engaged it was like I was gone immediately off to England to set up an office in England and was gone for six months. Then another one in France and the running joke was that I was never there for a Valentine’s Day, I was always on the next …

Philip Devine: Next adventure somewhere.

Kelly: There was a part of that of sort of expectations that I was kind of on the road all the time anyway. It was not new that I was busy when I was home, either, so I mean.

Philip Devine: I can relate to the … you mentioned you got engaged and like the next night you’re off to another country-

Kelly: Literally.

Philip Devine: … for six months. My wife and I got married and then two weeks later I left for seven months, when I deployed. It’s a good test for your marriage early on.

Kelly: It’s a long story but … actually, I did the same thing because we were working on the office in France, or distributor in France and so after we got married, four days later I … but we went on our honeymoon for two weeks, came back from our honeymoon and then, I think, three days later, I left to go back to France to finish up the work. Left her by herself, yeah.

Philip Devine: Prior to recording, we talked a little bit, and Kevin Bailey was in here as well, and you mentioned something that’s really helped you and your family be successful, as you build multiple companies, is having a spouse that’s understanding. Talk about that a little bit.

Kelly: Yeah. I think a lot of that probably comes down to communication, I wouldn’t say I’m the best at it per se, but she has really been supportive even when various family members haven’t always been supportive along the way. I think that’s a huge part of being a success is being on the journey together and recognizing that I may be the quote founder on paper but the reality is that your family is marrying this business. Without that support structure, and I’ve seen it. I’ve seen it ruin peoples marriages along the way and, for whatever reason, she has been just super supportive and as result of that we’ve been able to have some modicum of success along the way.

Philip Devine: Yeah, okay. So, you’ve got two kids. You guys work together … have built and sold multiple business … you are an investor, you advise. How long have you guys been married now?

Kelly: 28 years.

Philip Devine: 28 years, so whenever someone tells me how long they’re married I always reflect on it based on how old I am and I’m 30, at the time of this recording. It always blows my mind when people have been married either longer than I’ve been alive or just about as long because that’s … that’s really neat so congratulations, that’s great.

Kelly: I think the other part of that too is that we were friends first so because we had had an opportunity to work together beforehand, we really got to know each other. It wasn’t … and I mean I would be remiss if not saying that she is my best friend as well. It’s not like well I want to ditch timeout and go hangout with the guys or whatever, it’s like no, she’s really, over the time, become my best friend and I think that is also a part of that, as well. She would probably suggest that I need to spend more time with her but anyway[crosstalk 00:12:34]

Philip Devine: I’m guessing that’s always a tension. I mean that tension never goes away, the pull between building something you love, like you said your family marries the business. So, you want to spend time building something you love, at the same time you also want to spend time with those you love. That tension, does that ever really go away?

Kelly: I don’t know. You know, I was really fortunate because after we sold the manufacturing business, the next one I started was professional services, we did business coaching for about eight years and I started it out of the house and so because of the flexibility that gave me, as the kids were in grade school, kindergarten, grade school. I actually, when they came home from school, I could schedule my time so that I could go play golf with them or go do whatever. There was a lot of those kinds of things … I call it my first retirement, kind of thing … where in those young years I actually, it was all integrated, it wasn’t one or the other and when we started the FinTech company the kids were the ones who were helping put the marketing materials together. We would send out binders of stuff and I had them in the basement laminating things, and punching things, and putting binders together. I don’t know that they think of that fondly, but it was very all integrated into not so much work life balance so much as work life harmony.

Philip Devine: What are some indicators that the harmony is off track? For me, I guess I lean a lot on my time in the Marine Corp. because that’s when there was a lot of pressure to always be there, and then have a family. One of the things that I noticed was that, for whatever reason, when things were going well at home, at work I was just miserable. When things were going great at work, I wasn’t always the best guy to be around at home. And the military may not be the best analogy for that but what are some indicators that you’ve found through your … basically 30 years of marriage and multiple businesses that say, something’s off here?

Kelly: Usually my wife’s the one that tells me. Over the years we’ve gone … aside from the dinner thing, that kind of has been a key piece of our time together. The whole family comes together, has sits down, has dinner, the whole thing. Aside from that, I’d say my wife bought me a book called Choosing to Cheat. And it was really about cheating on your family in order to spend time at work, and you’re always choosing to cheat.

Kelly: No, it’s never an easy thing. Through some of that involved us carving out time, and for a while we had, a monthly first Thursday of the month kind of thing where we do date night. And, so how did we structure that time so that just the two of us? Not the whole family, no kids. Figure out how do we get out and just spend time together and do something, and go out to dinner or a movie or whatever it might be. She’s usually pretty good when she feels like I’m over committed, to reel me back in and say, “Hey, we need to spend some time together.”

Philip Devine: This is real encouraging because my wife Loretta also is very vocal, in a respectful way, but very vocal when she’s like, “You know, you’re too busy and you need to cut back on stuff.” It’s not a fun process, the cutting back piece but [crosstalk 00:16:36]

Kelly: At various point in times, I’ve had anywhere from three to five businesses going at once. As we’ve been in startup mode on multiple businesses, or we’ll have one up and running and it kind of feels like it’s not growing anymore and I’ll kind of dabble in some other things on the sides. So, we’ll have multiple things going on at various points and times and there are times when it’s a season and you go okay we need to dial it back and figure out how do we spend time together, spend time together as a family.

Kelly: And so, those are some of those pieces where it’s like okay, some take a little longer to unwind. And that’s part of the pieces, like okay this is the milestones. It’s funny now to think back about it because I haven’t really thought about until you just brought it up, when we talk to entrepreneurs and say, “Okay, you’re gonna take money and you’re gonna do X, there’re these milestones you want to hit.”

Kelly: For most of the businesses I didn’t have outside investors, usually after the early ones we bootstrapped most of the rest of them. But, she’s been that person to say okay tell me when this gonna be, what’s that timeline of getting this, I would say corrected but, getting, what’s the milestones that I should expect. She forced me to sit down and say okay, well if we can’t this one to make this happen by this time then we’ll cut that one loose, get rid of that website and that company and whatever the spend on that, usually it’s the spend that gets her the most, to be quite honest.

Philip Devine: So, even though you were bootstrapping most of your companies, it sounds like your wife was the investor putting on the pressure.

Kelly: Yeah. The reality is, is when you’re a sole proprietor with a spouse that’s your board of directors. And in fact when we had the consulting company, we actually called it that. We had these board meetings where we’d go and sit down and have lunch together and talk through what we’re doing and what’s next and where we’re going with this and she’d give me feedback on it. She obviously knew the books so she knew how realistic some of the things were and weren’t. Somewhere along the line, which was really kind of nice, my father-in-law was nice enough to buy my kids each a week timeshare-

Philip Devine: Oh, cool.

Kelly: No. We ended up paying the maintenance fees on it, but that gave us sort of this two week time window where we could go anywhere, originally it was in Disney right, so [inaudible 00:19:26] Disney, but we would cash it in and go somewhere. We’d go skiing or we’d go whatever and that was kind of a nice forced mechanism to take those two weeks and go do something away from business. And I think, in the end, it’s hard to say that to somebody whose in the early stages of starting a company because there’s just so much to do, so much that needs to happen but there’s a lot to be said about getting away from the business in order to be able to focus the big picture when you come back, and be thinking about the world and not just, you know what do I need to do to get this deal to close kind of thing.

Recording: Stay with us you’re listening to Home For Dinner.

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Philip Devine: One of the things I’ve noticed is that in Gimlet Medias Podcast StartUp they talk about the Trough of Sorrows and I’m not in any of that world, but I have noticed that starting a business … I’m still in the middle of trying that, right, but starting a business is really emotional, for me anyway. I feel like there’s days when I’m on top of the world and I could probably conquer everything and there’s days where I feel like I’m 30 years old, I have a mortgage, a wife, and 4 kids. What am I doing with my life? I imagine you’ve had multiple instances of that, how have you dealt with that?

Kelly: I’m not sure that I know the best answer to that, I think my faith has probably been a big part of that to be quite honest with you. Because it gives you a constant reflection on the fact that this is all just a game and all the pieces go back in the box at the end of the game. How you play the game is important. All that money and stuff that you gather going around the board is fun but, at the end of the day, you don’t get to keep any of it, it’s not real.

Kelly: So, I think there is a part of me, over the years, kind of grew into that understanding of things. I would certainly say in the early days of you know the manufacturing business that I was really susceptible to the swings of … and it was a brutal business, to be quite honest, because its capital equipment, you sell something or you go out of business. We had a three week delivery time on that stuff so, literally, in a month if we didn’t sell something, we were out of business.

Kelly: There’s a lot of pressure to reach in, you know, find new companies and that and we have great people. I mean quite honestly it was as much about finding the right people and being part of that, but there’s a lot of pressure when you’re the guy who’s got to make sure that they get a paycheck, regardless of how they preform. Those days are trying, I mean live through that [inaudible 00:24:13] we’ve got to get this done, done and installed, or nobody gets a paycheck this week, and you’re balancing, Okay, which one can we get to cross the finish line this week so that we can make payroll.” I still remember those days, that’s not a fun thing to be sitting around trying to figure out on Thursday how you’re gonna make payroll on Friday.

Philip Devine: You’ve led multiple companies and you advise companies now. You mentioned, just right now, the pressure of delivering to the customers so you can deliver to your team so that everyone can eat and go home. As the number one person, the one in charge, how you behave is gonna impact everyone else, right they’re gonna model their behavior after you. I’m taking the assumption here that with the integrated work, life, you know the integration of that, there were some ebbs and flows of how much time you had to spend at work and vice versa, but how were you able to or were you able to build companies where that kind of ethos was embedded in the culture versus the Silicon Valley ethos of, work 80 hours a week or 120 hours a week and only work?

Kelly: Yeah. So, the first company was probably a lot more of the … you know that was the early days of the … you’ve got to come home or if you cannot come home, just stay till you get it done kind of a thing. When the kids came around, that certainly became part of that, and I think that one was the hardest for a lot of reasons. I think one of the things that, as you get more mature you began to realize, is that there’s just limits to what you functionally can accomplish. Despite the 80 hour week quote mindset, whatever, you’re not really productive past much over 40 anyway.

Kelly: The real question is, what are you doing with those 40? What I spend a lot of time on, and this is with our FinTech company, I think by then it was a lot more, to me it was a lot more pronounced in my head, some of these things. Of course being in FinTech, we were only open when the banks are open because we can’t move money when the banks are closed, right. There were certain perks related to being in that space where you really couldn’t do a whole lot when nobody was around.

Kelly: By then, you become the culture keeper and I think it was really fascinating to me because we grew that to about 80 people, doing about 3 million a month in revenue and that one, along the way you began to go though the changes of hey, it’s three of us in a basement to … I think we had 50 people in our office in the town that we were in and along the way you began to add people based on common beliefs early on because I was using my network to find people, hire people.

Kelly: It was a lot of cultural fit and then somewhere along the way we actually tried to codify it and say what does that mean, what does that look like. If we’re gonna hire people out of Chicago and poach them and get them to come work for us, literally we had people all over the country at some point. How do we help them understand what this culture is and let them opt out. It wasn’t a, you have to do this, be this, whatever. I was like, no I want you to understand who we are and what we believe in, and why we do what we do, and if that works for you then great, come be a part of this. If it doesn’t then maybe you should go do something else.

Kelly: We struggled, how do we make decisions … the funny part about, I laugh at this now in my head but, at the time you’re struggling through this whole idea of the not wanting your core beliefs and all the things you see on plaques when you walk in to be platitudes.

Kelly: A lot of what we struggled with was to actually go through … there was three of us founders in the FinTech company, it was really kind of figuring out, how do we actually make decisions? Not what’s the ideal thing that we think about talk about, whatever. It was how do we make decisions and then how do we codify that so that people can make decisions without us having to be involved? That became how we tried to articulate the structure, the core of who we were. It’s kind of a reversal of that mentality.

Kelly: Something you said earlier made me think of this too. We were really, really focused on making people productive, back to this work life balance. We were talking about this before, I didn’t think about this a couple months ago when we were talking about some core metrics and how businesses use core metrics. Near the end we were running about $400,000 of revenue per employee which comparatively speaking SalesForce is one of the top companies in the country and they’re right about 300,000 per employee. A lot of that was because I just wanted to make my employees lives better. I didn’t want them to work 80 hours a week. So, we constantly focused in on what are the key frustrations that you’re experiencing? That if we doubled in size tomorrow the wheels would fall off where you work, or where you work, or where you work and so we spend a lot of time working on those things, how do we make your life easier, how do we make it better, and if you’re a more productive employee you’re a happier employee.

Kelly: We had a phenomenal … and the same thing with our customers, our customers loved us. We tried to do this thing, it was kind of before the Net Promoter Score, that’s now common. We just had people rank, how was the service 1-10, and we were like 9.7. There wasn’t anything we could do to move the number any higher. People gave us nines and tens, they loved working with us. That was really a credit to our team and the people. They loved helping people, and so it was getting the right people in the company. But I’m not a huge believer and part of that is getting the right people because if you get the right people, they don’t have to work 80 hours a week, they’re productive when they’re there and they can go away.

Kelly: Where you really run into the problems is you get people that are not terribly productive people and you’re driving them to get more out of them and that doesn’t work. It’s like, well then maybe they’re not a good fit, maybe what they need to be doing is somewhere else instead of where we are. I matured into that role I’d say, clearly in the early days, I probably worked way too much, it was not uncommon for me to work 80 hours a week in the first company, but it was very uncommon for me to work more than 40 or 50 later on. Maybe that’s maturity, maybe it’s success, I don’t know.

Philip Devine: Thankfully, you’ve learned that as you’ve gone on and you’re sharing that with us here so for those of us that maybe aren’t at that maturity level, hopefully we can lean on that wisdom. You mentioned when someone would come work for you, and you’re trying to squeeze everything out of them that you can and they’re just not productive while they’re there, it sounds like you’re able to turn off what’s going on and be present whether you’re at work, or at home or with your kids, with friends, whatever, you’re able to kind of shut it off and transition. How do you do that or what are, I don’t even want to say hacks, because hacks means you’re taking a shortcut and it’s not sustainable. What would you say to that?

Kelly: I’m not sure, again you look back at different points in time in my life and I would say that part of the reason I worked 80 hours a week during the early days is that the work that I needed to get done, I did between 5 o’clock in the morning and 9 o’clock in the morning. I would get up early and I’d go into the office and between 5 o’clock and 9 o’clock I would do all the work that I needed to get done for the day. And then between 9 o’clock and 5 o’clock my job was to help everybody else get their job done.

Kelly: So really looking at where the bottlenecks were for them and helping eliminate them. Do I need to go get you something, do I need to get … I found my myself, my job as a facilitator of other people. We had a really talented engineers, we had really talented machinist, and whatever. It’s like my job was to make sure they could do their job as efficiently as possible. I would spend my entire day trying to make sure that we were getting there. That kind of the same thing with the FinTech company, my job was to elicit from you as an employee, what is it that we could do better at, and at some point that becomes the core of it.

Kelly: Although at one point, and this was kind of a funny story, a part of the FinTech company, I spent time going overseas and doing economical development in a variety of underdeveloped countries, with a nonprofit. We were in Mongolia and in some disaster related areas, and looking at business development in Bosnia and some other places, after the war. One of the funny parts about that was, is I did a trip, I think we spent about two weeks in China, in various remote parts of China. While I was gone they hit records, it was real obvious to me because when I’m there I’m tweaking around the sides which takes peoples time away from doing their job right and so the comment was is that my chief operating officer, she basically came to me and said, “So tell me again when you’re going on your next trip so that we can expect our next top month coming up?” She’s really like, “You need to get away a little more frequently so that we can actually get more work done.” It was kind of funny story.

Kelly: And I think it was healthy because it also gave me, again back to this idea of being able to get away and being able to then come back and focus on big picture items and not get stuck in the minutiae of certain things, kind of thing. But the other thing we did is we built an ethos around the efficiency, right. Because we started early on asking the right questions, everybody in the organization became part and parcel to asking the next questions.

Kelly: It’s a lot easier to do in a fast-growth company because you are … we were growing 27% a month, we did that for 18 straight months. In that timeframe, it literally was in two months, three months time you’re gonna double the amount of transaction volume we were having, double the amount of work. It was easy for people to go … you know their job wasn’t in jeopardy because we were going to make it efficient, if their job was going to go away, it was more of if we don’t figure out ways to make this more efficient, I’m gonna be crushed under the workload, and so that was part of it, I guess.

Philip Devine: You have shared so many, not just abstract principles but concrete examples, so many nuggets of wisdom throughout this entire conversation to dispel the myth of the entrepreneur who can’t have a family. You can do both. It is possible. What’s one parting shot that you have, what’s one thing you would tell to an entrepreneur starting out with a family, what’s the one thing you would say to them?

Kelly: It really comes back to what we talked about at the very beginning and that is to put it on your calendar because if you have a meeting set on your calendar you go make it happen. For a long time … now it’s just dinner at 6 o’clock … but for a long time it was actually, I had scheduled on my calendar 6 o’clock dinner, so nothing else got penciled in around … And then the same thing happened with date night, for example, it’s like we put it on the calendar and I didn’t schedule anything else because there was something on my calendar at that point and time. It never became this, “Yeah, someday we’re gonna be able to get it.” Just put it down make it happen, just like you do everything else. I think that, in and of itself, becomes part of the process that, make time, make it happen.

Philip Devine: Awesome. Thank you so much Kelly for your time.

Kelly: Hey, it’s been a pleasure being here.

Recording: Thanks for listening to this episode of Home For Dinner. Subscribe on Apple Podcast or wherever you listen and leave a rating and review so that we can get this important message out to entrepreneurs everywhere. Go to www.homefordinnershow.com to get access to show notes and additional resources. And reach out on Instagram, we’d love to hear about your successes and your struggles in building a company without sacrificing your family. You can find us on Instagram at @homefordinnershow and email us at homefordinnershow@gmail.com. Home For Dinner is produced by Devine & Company. This episode was written with help from Rachel White and Anna Tran. The music you heard in the show came from HookSounds.com and Madison Mueller and I’m your host Philip Devine. See you next time on Home For Dinner.

The post “You Don’t Have To Trade Your Family For Your Comp… appeared first on Home For Dinner.

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