Azzy :
My biggest struggles right now are systematizing the business so it can operate efficiently without everything depending on me, while also building a financial model that allows me to pay my people well and consistently pay myself over $150,000 a year.
A major challenge is seasonality—figuring out how to maintain profitability, retain good employees, and create more consistency throughout the year. At the same time, we're dealing with competitors who undercut pricing, which makes it even more important for us to clearly communicate why our service is worth the premium.
We're also experiencing a shift in our market. Historically, our clientele has consisted largely of millionaires, billionaires, business owners, and people who already understand the value of convenience and high-level service. Now we're seeing more day-trippers, influencers, and a different type of consumer who doesn't necessarily understand that value. That means we have to figure out how to re-educate the market and communicate our value without simply competing on price.
Operationally, I want better systems around automated cost and profitability analytics, inventory management, labor, and overall business performance, so I can make decisions based on real numbers without constantly having to calculate or track everything manually.
Ultimately, the biggest challenge is sustainable expansion: figuring out how to grow without sacrificing quality, culture, profitability, or my own time. I want to build a company that pays its people well, pays me well, gives me actual time off, and can continue expanding without requiring me to personally hold everything together.
2026-08-12 15:28:06