Yvonne Ralph didn’t set out to build a business on grief, but a conversation on her daughter’s back deck changed everything. Pivoting from general gifts to memorial tributes, Yvonne transformed Chain Valley Gifts into one of Australia’s largest personalized memorial businesses. Drawing from the heartbreaking loss of her own daughter, Jessica, Yvonne now works alongside her surviving daughters to provide tangible comfort to thousands. Here, she explains why you should never send flowers to a grieving friend, how to find purpose in pain, and why saying “I don’t know what to say” is better than staying silent.

You’ve turned immense personal loss into something that brings comfort to others. What do you remember about the moment you decided to focus your business on memorial gifts? How did that shift change the way you approached your work? 

As a small family business we had tried several different strategies to grow but still hadn’t found the “thing” that would make the difference. 

I remember sitting on my daughters’ back deck one weekend, talking about the business, talking about the parts we loved and the parts we didn’t. The customers we could connect to and the difficult customers, the parts of the business that bring joy and fulfilment and the parts that were plain hard work.  

It’s like Cassie and I came to the same conclusion at exactly the same time. The thing that we loved, the customers that we could connect with, the thing that brought joy was creating meaningful tributes for people who were grieving. This was something that we could be truly proud of, something that we both knew would make a difference to those people.  

As corny as it sounds, I always had this deep feeling that I was put on this earth to make a difference. Although I knew I had done that in small ways my whole life, I suddenly knew that this was my calling – it just felt right. 

Work was different after that day. Decisions were much easier to make because we had a clear path to follow. It became more than a way to make a wage, it was a way to touch people at a time when they needed support and to be heard. 

My favourite part of the business is creating new products that can help ease their grief in some small way and talking to customers who are grieving themselves or wanting to support a friend who is grieving. 

Holding space for grief every day can be deeply emotional. How do you protect your own energy and find moments of peace while helping others through such sensitive experiences? 

Grief never leaves you, you learn and adapt to live your life with it. I admit that sometimes it gets to me, especially when it’s a young child that has died and I have shed a few tears, but deep down I know that what we do does make a difference. 

My work fills my soul. Even when I talk to a customer and can feel their grief, their sadness, I know that simply by taking the time to talk to them, to listen to their story, I have made a difference to their day. That alone is enough to fill my soul. We also get tons of emails and reviews from customers thanking us for providing them with a way to honour their loved ones, So although it can be sad, it is an amazing business to be involved in. 

Chain Valley Gifts began as a small family venture and has now grown into one of Australia’s largest memorial gift businesses. What has it been like building this with your daughters, and how has that shared purpose shaped your family? 

Like any small business, there have been ups and downs. There have been a few lean years which were tough but I feel so lucky to work with two of my daughters.  

Although all my children are now adults, with their own lives, I am part of my daughters’ lives on a daily basis. We joke and winge and even gossip sometimes, but I get to hear about everything that goes on in their lives, that is a blessing. 

My eldest daughter Cassie has three children, the youngest with severe special needs and the business allows her the time she needs to care for her family. She has the freedom to work from home if one of the children are sick or during the school holidays whilst still giving her the mental stimulation of running a business. We call it a lifestyle business because together we make it work around our lives. 

We get along great, most of the time, and are generally aligned with business decisions. We all have our own areas of expertise and work collaboratively to grow the business. 

I think that because grief has been part of our lives for so long, shifting our business focus into memorial gifts was a natural progression that felt right for us all. 

You’ve described creating keepsakes as a way to help others feel connected to their loved ones. What have you learned about the healing power of something tangible during grief? 

I believe that one of the scariest things you feel, when grieving, is that you or others might forget the loved one. Having a tangible keepsake can be a physical connection, something to touch, smell or look at. Something that keeps the loved one in the present, a connection to the love that continues after death. This gives a form for the love and creates a safe haven for their grief to be expressed. 

It could be a candle that you light each night, a garden plaque where you can sit quietly, a cushion to hug or a photo, all of which say “you are here- you are loved”. This safe haven allows the nervous system to calm down so memories can surface without the fear of sweeping you away. 

Keepsakes can also form rituals which can bring a quiet sense of control when everything seems to be out of your control. Over time, the ritual becomes a bridge between “then” and “now,” allowing love to be expressed in a new form. 

The other side is sympathy gifts, when a friend gives a memorial gift to their grieving friend it says “I’m here for you, I care” and that is one of the most important things a grieving person can hear. 

Through your grief counselling and coaching training, what insights have stood out about how people process loss — and how creativity or ritual can support that process? 

Grief is love with nowhere to go. Everybody experiences grief differently and at their own pace, there are no short cuts, no way of avoiding the pain, no right way to grief and no wrong way (although some may experience prolonged grief which needs professional intervention) 

It is like the end of that chapter of your life and now you have to start to write a new chapter. You need to learn to live your life without that person there, you need to find a new direction or purpose for your life. Creativity plays an important part at this stage, journaling or art can be a good way to help express your grief while finding a new hobby can help begin a new path 

In the early stages of grief days blur and past routines collapse, nothing is how it should be and you feel overwhelmed by emotions and the illusion control, we all thought we had, vanishes. By implementing small rituals, you bring back a sense of control, a moment of calm in the day, a time to remember and grieve that is contained by the ritual. It begins to build a new connection to the loved one and teaches your mind and body that remembrance has a place in everyday life. 

Shared rituals, like telling stories, sharing a favourite meal or listening to their favourite music, creates connection to others who share your grief and makes you feel you are not carrying it alone. 

Creating rituals is a way of containing the grief, it doesn’t lessen the pain but creates a repeatable pattern of remembrance to carry forward. 

For those wanting to support a friend or loved one who’s grieving but don’t know where to start, what’s one thing you wish more people understood about how to show care? 

Wow, that’s a big one… Just be there and be ready to listen. And I don’t mean just that first week or month, be there for them for as long as it takes, show up regularly, remember special days like birthdays, anniversaries and Holidays as these days can be especially difficult. Don’t judge or try to fix anything – there is no fixing grief.  

When my youngest daughter Jessica died, many of my friends did not know what to say, so they avoided me. I even had one friend cross the road to avoid having to speak to me. 

There was one lady from school, who, at the time, wasn’t a close friend, showed up at my house and simply said “I don’t know what to say, but I just wanted to be here for you” That honesty was so refreshing after all the platitudes that it put me at ease and enabled me to speak openly about my feelings. 

Don’t send flowers, they die and it is another reminder of their loss. If you want to give a gift, choose one with meaning that shows you care, one that will last longer than a week or two and will bring a sense of support. 

The post The One Thing Grieving People Actually Need appeared first on Balance The Grind.

At 60, Celine Egan, CEO of Juice Plus+ ANZ, is tired of being asked when she’s going to retire. Viewing her first four decades in the workforce as merely an “apprenticeship,” Celine is now challenging the “quiet ageism” that pushes experienced women toward the exit door just as they hit their stride. Here, she discusses the “Second Half on FIRE” movement, the economic imperative of hiring women over 55, and why she believes sixty is a green light to build something extraordinary.

You’ve spoken about being constantly asked when you’ll retire — and how that question reflects a quiet ageism many women face. How do you personally respond to it, and what do you wish people would ask instead?

I often respond with a smile and say, ‘Sixty is a green light, not a red light!’ While I know the question is usually well-meaning, it carries the subtle sting of an outdated assumption that women over a certain age should be eagerly winding down. I see it as a symptom of a quiet ageism that too frequently greets empowered women. 

Instead of asking when I’m retiring, I wish people would ask me: ‘What extraordinary thing are you building next?’ That question acknowledges my decades of experience as an asset and recognises that for many women in this demographic, the need for purpose, work, and connection within our community is stronger than ever. We’re not looking for a rocking chair, we’re looking for a bigger platform. 

You’ve described women in their 50s and 60s as being “on fire” in the second half of life. What does that phrase mean to you, and how has your own sense of purpose evolved at this stage of your career?

The phrase ‘second half women on FIRE’ is about reclaiming our purpose, power, and wealth on our own terms. It means we are focused, inspiring, radiant, and energised by the opportunity to turn decades of lived and professional experience into our greatest advantage. We’re not slowing down; we’re hitting our stride. 

My own sense of purpose has shifted from just building a successful business to one of fierce advocacy. The first half of my career was about the ‘apprenticeship’, learning the ropes, building businesses from an accounting technician role to CEO. Now, my purpose is two-fold: to lead Juice Plus+ with impact over hype, and to use my platform to champion age inclusion, especially for the one in seven women over 55 who are struggling to find meaningful work despite their wisdom and qualifications. I am here to build something extraordinary, and that includes building a movement and support for our community.

You’ve built your career from accounting technician to CEO over four decades. Looking back, what lessons or qualities from your early career have become your biggest strengths now?

My earliest years as an accounting technician in Dublin instilled an absolute dedication to detail, financial discipline, and foundational structure. That rigour is critical in a CEO role.

However, the greatest strength that emerged was from my side-gig in direct selling, the original gig economy. That taught me the power of community-first leadership and the importance of human connection.

My core strengths today are:

• The ‘why’: Understanding the intrinsic motivation, the $500 a month that pays for school sports, rather than just the ‘six-figure stories.’ This is about leading with heart. 

• Resilience and reinvention: Having successfully navigated the industry for 40 years, I’ve learned to adapt, be a lifelong learner, and lead with courage and heart, which is essential for challenging the status quo. I believe in the power of small changes and continuous growth.

Many women over 55 want to keep working, but face barriers in finding meaningful opportunities. What needs to change — in workplaces, leadership, or culture — to better support them?

The primary barrier is clear: ageism. We are sacrificing wisdom, perspective, and an immense economic opportunity by sidelining this powerful cohort.

What needs to change involves workplaces, leaders, and the culture at large.

• Workplaces must see the value, not the number. We need a shift in mindset to view women over 55 not as ‘older,’ but as a vast, untapped pool of talent ready to contribute. Leaders must actively hire for wisdom and experience, knowing that women deserve to feel strong, supported, and energised. (Focus: Uses Celine’s key phrase)

• Women over 55 are hungry for purpose, work, and community. Recognising that flexibility and autonomy are key drivers, the same elements that powered the original gig economy, will attract and retain this talent.

• Culturally, we must redefine the narrative. We need to move beyond the myth of the slow-down (for those that don’t want to). The statistics are sobering, this demographic is the fastest-growing group experiencing homelessness. Investing in their employment is not just a personal injustice issue, it’s an economic imperative. In Australia, employing 5% more people over 55 would grow the economy by $48 billion annually. We all benefit when women are empowered and respected for their experience. 

You’ve said the first half of your life was an apprenticeship and now you’re building something extraordinary. What are you most excited about creating or contributing in this next chapter?

I am most excited about building two things that are deeply intertwined: impact and advocacy.

First, continuing to lead Juice Plus+ with purpose, focusing on the social impact of initiatives like the Healthy Starts Program and championing ethical, community-led business practices in the direct selling space.

Second, being a voice for age inclusion and women’s empowerment. I want to shift the conversation about why 60 is just the beginning and inspire women to reclaim their purpose and wealth on their own terms. This is about creating a life that feels good from within. 

On a more personal note, how do you look after your energy and wellbeing while leading a company and challenging the status quo? What daily habits or rituals keep you motivated and grounded?

Leading a company in the health and wellness space is incredibly energising, but you have to be disciplined about replenishing your fuel tank. For me, wellbeing is non-negotiable and it’s deeply rooted in the philosophy of the Juice Plus+.

I live by the healthy living principles we promote at Juice Plus+. That means consistent, high-quality nourishment to sustain energy for my demanding schedule.

Despite living in a hyperconnected world, isolation is a growing problem. My daily rituals focus on genuine human connection. Whether it’s connecting with my team, family, or partners, belonging is what keeps me grounded. And this is all wrapped in time for reflection and prayer each day that truly sets the tone for how I want to show up and be each day. There’s nothing more important than how we feel each day. I am a lifelong learner, holding a Graduate Certificate in Management and accredited coaching credentials. I make time for learning and personal growth, which keeps my mind sharp and motivated. 

The post “Don’t Ask Me When I’m Retiring”: Celine Egan on Quiet Ageism appeared first on Balance The Grind.

For Shabnam Nuhuman, the inspiration for Mini Colettos wasn’t just a business idea; it was a childhood void. Growing up in Sri Lanka, she never found a doll that looked like her—a disconnect she carried all the way to Melbourne. Teaming up with her husband Mushy, they combined her early childhood education expertise with his commercial acumen to create Australia’s most ethnically diverse doll range. Here, the power couple discusses the “nerve-wracking” financial risk of manufacturing in Spain, the reality of running a business with your spouse, and the careful research behind their upcoming Indigenous collection.

Shabnam, you bring the early childhood education expertise. Mushy, you bring the sales and business acumen from acquiring Knox and Floyd. How did those two very different professional backgrounds clash or complement each other when you were first designing the Mini Colettos range? 

At first, there was undoubtedly a blend of respect and creative pressure, and to be honest, that’s what strengthened Mini Colettos.  

We also felt we were well equipped with the right mix of expertise. Coming from an early childhood education background myself, I had a clear understanding of the Do’s and the Don’ts when it came to really giving the children something more than JUST a doll, and something which would have a meaningful educational impact overall. I kept thinking, “Is this developmentally appropriate?” “Can you play with this doll in any way you want?” “Is this character a way for a child to see themselves or learn to care about others?” 

It was important to me to understand the child’s mental world and the duty that comes with shaping it.  

When it came to Mushy, he brought a completely different skill set to the table but equally as important. Having acquired and scaling Knox & Floyd to where it is today, I’d say the commercial aspect was taken care of. My experience guaranteed the dolls’ integrity and purpose, Mushy made sure the dolls could reach children all over the world and be more than just a pretty idea.  Mini Colettos is the perfect combination of heart and strategy.  

You aren’t just founders; you’re a husband and wife team running a fast-growing international brand. At Balance the Grind, we are always curious about the dynamics of working couples—do you have strict rules about “switching off” business talk at the dinner table? 

We do try our best to separate business and family, though switching off business talk completely I guess never really happens! In the initial stages, and even today, we find ourselves working overtime and you know putting in that extra effort when it comes to driving the brand and the business itself forward. A little sacrifice really goes a long way, and where we stand today with Mini Colletos and Knox & Floyd today is a testament to our ability to balance the household and workplace dynamics effectively! 

You made a deliberate choice to manufacture in Spain to ensure “heirloom quality” rather than choosing cheaper, mass-market production options. From a business perspective, was it nerve-wracking to commit to those higher standards and costs before you knew if the market would respond? 

Exceptional craftsmanship and durability are two things we strive to implement when it comes to sourcing manufacturers for our products. When it came to choosing Spain to, as you mentioned “ensure heirloom quality” it was a no-brainer. Having sourced some of the other doll ranges we provide at Knox & Floyd from Spain, we had no doubt that the quality would be nothing short of premium.

With regards to market entry at this new price point and whether it was risky, the simple answer is yes – it was nerve wracking. As with everything business related, risk is always present, and Mini Colettos was just another step into the unknown. Yes, there was extensive market research, yes, there was repetitive testing, but at the end of the day the outcome cannot be concluded until Mini Colettos hit the shelves. In saying this, both Mushy and I had received great feedback and were prepared to take this risk in hopes of reaching that next level. 

You’ve sold over 28,000 dolls globally since launching in 2022. Is there a specific piece of feedback or a customer story that you both look back on as the moment you realized this was going to be bigger than just a “side project”? 

Selling 28,000 dolls is something we are truly grateful for, but what really resonates with us is the impact these dolls have on our customers and their families. We regularly hear how our customers value the diversity of our products and the representation it provides. One customer shared it was difficult to find a doll that reflected her daughters’ features – up until she found Mini Colettos! After hearing numerous similar stories, we realised our goal reached far beyond merely selling the dolls. We understood that we had created a product that people resonated and genuinely connected with. While we never really treated Mini Coletos as a side project, feedback as such allowed us to scale the Mini Colettos range with intention, always keeping in mind the emotional impact the range was providing! 

You mentioned you are currently in the process of designing a doll to represent Aboriginal and Torres Strait Islander Peoples and are seeking the right guidance. How are you both navigating that research process to ensure you get the representation right? 

This is something we are in the very early stages of, and we are being very intentional in how we approach it as well. From the outset, we’ve recognised that this is a process we cannot navigate independently. In acknowledging this, our focus right now is really understanding what pathways lay ahead of us to seek guidance from Aboriginal and Torres Strait Islander Peoples. Prior to moving onto any sort of design ideas or presentation related aspects, we hope to prioritise cultural research. We are well aware that representation of any sort requires respect and the proper collaboration, and Mushy and I are prepared to take as much time to ensure this is done correctly. 

As parents yourselves, you’re watching your own children grow up while building this legacy. How do you balance the demands of scaling a business that has stockists all over the world with simply being present for your own family? 

Balancing business growth with family life as I mentioned earlier is certainly not something we have totally figured out yet. It is and always will be a dynamic we will constantly be navigating. Yes – building a global brand is quite demanding, but at the same time being there for our family is a non-negotiable and is a belief we as business owners, keep ourselves grounded by. What really moves us is the way our children not only see the hard work we put into the business but simultaneously the emphasis we put on family as well.  In many ways the dynamic between family and business is something that is fluid, and we constantly strive to improve the dynamic and grow each of them side by side. 

The post How a Teacher and a Salesman Built a Global Toy Brand appeared first on Balance The Grind.

Danuza Silva knows a thing or two about rebuilding—not just as an architect, but as a mother navigating the wreckage of miscarriage and divorce. In the depths of her grief, a 2am spark of inspiration didn’t just lead to her children’s book, Sophie and Her Magical Backpack; it became a lifeline for her and her daughter. Here, Danuza shares how she turned her “sacred mornings” into a shield against stress, why affirmations feel silly until they save you, and how she teaches resilience by showing her daughter that even adults cry.

You’ve walked through layers of grief that would break most people. What helped you find the strength to keep going through miscarriage, divorce, and rebuilding life with your daughter?

To be very honest, my daughter was my greatest source of strength. In my darkest moments, she was the reason I chose to keep going. I wanted her to grow up knowing that no matter how painful or unfair life can feel at times, there is always room for faith, hope, and the belief that something beautiful can still be built from the pain.

But I didn’t do it alone. I was held by the love of my friends and family, guided through therapy, and deeply supported by my religious faith. All those pieces came together to carry me forward when I felt like I had nothing left to give. Even in the middle of heartbreak, I never stopped reminding myself that I was capable, that I was brave, and that somewhere ahead of me there was light waiting at the end of the dark tunnel. Some days I could only see it faintly, but I believed it was there.

Sophie and Her Magical Backpack began as a 2am spark during one of the hardest seasons of your life. What do you remember about that moment, and how did writing become a form of healing for both you and Sophie? 

That night will be in my heart forever. I woke up in the middle of the night with an overwhelming urge to write, as if something inside me was asking to be released. I reached for the notebook beside my bed and began writing without overthinking it. A few minutes later, Sophie climbed into bed with me because she couldn’t sleep. 

What followed was one of the most magical moments we’ve ever shared. We laughed, we cried, we exchanged ideas, and we allowed ourselves to dream again. In that quiet space, we weren’t just writing a story, we were truly healing together.

Writing helped us believe in endless possibilities again. It reminded us of our own strength and creativity. It became a ritual, something special we shared and continue to share. Sophie is now 8 and is a beautiful writer. She loves putting her feelings and stories on paper. Looking back, I truly believe that night was a turning point for the both of us. It helped us reconnect, not only with each other but with our inner self.

You’ve spoken about wanting to give children resilience tools and a kinder inner voice. What messages were most important for you to include in the story, especially knowing what you and Sophie were going through?

I wanted children to feel seen, understood, and empowered. The most important message for me was that big feelings are not something to fear, they are something to honour and you can decide how those feelings will play out in your life. 

I wanted children to know that it’s okay to feel scared, sad, or uncertain, but all those feelings don’t define who they are.

Above all, I wanted to give them a kinder inner voice. One that says, “I am enough. I am brave. I can try again.” During that season of our lives, Sophie and I both needed those reminders. The story became a gentle way to pass those tools on to other children, so they can learn resilience, self-compassion, and hope early on.

Grief can feel all-consuming, yet you created something beautiful from it. What did your day-to-day self-care look like during that time? How did you protect moments of softness for yourself?

During that period, I completely reshaped my daily routine to include intentional moments of reflection and care. Mornings became sacred. I started each day with prayer, a moment to give thanks for simply being here and for the day ahead. That was followed by positive affirmations in front of the mirror, even on the days when I didn’t fully believe them yet.

Exercise became an emotional release. Going to the gym Monday through Friday helped me release stress, sadness, and built-up emotions. Walking on the beach at least twice a week allowed me to breathe, reconnect with nature, and feel grounded again. I made a conscious decision to care not only for my body, but for my mind and soul. Twice a month, I included floating therapy and massages. All of these were small acts of softness that reminded me I deserved gentleness too.

As an architect, mum, and now children’s author, how do you balance your own emotional recovery while supporting your daughter through her big feelings and questions?

I’ve learned that balance doesn’t come from perfection, it comes from presence. I allow myself to be “Me” alongside my daughter. When she experiences big emotions, I meet her exactly where she is. And when I’m struggling, I don’t hide it. I show her what honesty and self-compassion look like in real life.

I want her to understand that healing isn’t a straight line. It’s like a roller coaster. There are ups and downs, moments of strength and moments of vulnerability, and all of it is okay. By letting her see that, I hope I’m teaching her that emotions don’t need to be fixed or rushed, only felt and understood.

Creating space for open, safe conversations has been essential for us. I listen deeply, reassure her, and remind her every day that her feelings matter. At the same time, I continue doing my own inner work through therapy, reflection, and creative expression. That ongoing healing allows me to show up for her with patience, empathy, and a steady sense of love, even on the harder days.

For other parents navigating heartbreak while raising young kids, what wisdom or practices helped you move through grief while still creating stability, connection, and hope at home?

One practice that truly changed my life was affirmations. At first, they felt awkward and even silly. But over time, something changed in the most incredible way. I began to believe every word I was saying. That belief gave me strength when I felt depleted.

Finding moments to release your emotions is also essential. You don’t need hours, a simple walk around the block can help your mind settle and your heart breathe. Most importantly, be gentle with yourself. Some days will feel unbearably heavy, and others will feel lighter. Both are part of the process.

Keep searching for balance. Keep choosing hope, even in small ways. Appreciate the small wins. Be thankful you still have the opportunity to be your best version every day. And trust that, step by step, you will get there.

The post Danuza Silva on Navigating Miscarriage, Divorce, and Rebuilding a Life appeared first on Balance The Grind.

For Nick Baker, CEO of Reflections Holidays, January isn’t just another month on the calendar—it’s the season of the “reset.” While December is defined by frantic family schedules and ticked boxes, the post-Christmas period is seeing a surge in travellers seeking slower, quieter escapes to recover from the festive overdrive. Here, Nick discusses why high achievers find “unstructured time” so daunting, the inland “hidden gems” that are still bookable, and why 2026 will officially be the era of slow travel.

It feels increasingly common that we need a holiday just to recover from the holidays. Are you seeing a distinct shift in the type of bookings people make in January compared to the frantic family trips of December? 

December is all about big family trips, celebrations, and making the most of school holidays, so it can often be full-on and activity-packed. January, by contrast, is when people start looking for a slower pace and see it as a chance to decompress after the festive season. We’re seeing more travellers book smaller, quieter stays after the business of Christmas. This holiday is less about ticking boxes and more about taking the time to really breathe and reset for the new year.  

We live in a culture that glorifies being busy, and for many high-achievers, the idea of “unstructured time” is actually quite daunting. What is your advice for someone who arrives at a park and struggles to switch off because they aren’t used to “doing less”? 

The first thing I tell people is to give themselves permission to do nothing. It is the smallest things that make a true difference, such as sitting on the beach with a coffee, watching the sunset, or going for a casual walk without a plan.  

The beauty of our parks is that the natural environment does a lot for you. Often, once people let go of schedules and just immerse themselves in nature, they’re surprised at how quickly they can switch off. 

The data suggests 62% of travellers are specifically seeking trips to relieve stress. Why do you think the Reflections style of holiday—often closer to nature, rural towns, and the outdoors—delivers that mental reset better than a standard hotel stay? 

Being near nature changes your rhythm. When you’re in a cabin, camping, or even a tiny home by the beach, your days are dictated by sunlight, fresh air, and the simple joys of the outdoors rather than check-in times or when to order room service. That combination of nature, open space, and freedom to do as little or as much as you want is what really delivers a mental reset.  

While visiting rural towns and regional escapes, you also have the chance to support local businesses, from enjoying a meal at a family-run café to picking up handcrafted goods at a local market. There’s also something to be said about the connections you make while spending time in nature. Whether it is a shared dinner at the camp kitchen or a chat with your camping neighbour, these moments can’t be replicated in an AirBnb or hotel. 

As the CEO of Reflections Holidays, your busiest commercial season is everyone else’s downtime. How do you manage your personal “reset”? Do you get a chance to unplug, or are you on call while everyone else is camping? 

It’s definitely a busy period, but I make it a priority to find my own pockets of downtime. I’ve learned that you can’t recover from the year if you’re constantly switched on yourself, so even during peak season, carving out small moments to unplug is a non-negotiable. 

You mentioned that finding these peaceful spots often requires travelling a little further afield to country destinations. For those reading who might feel like “everything good is already booked,” are there specific regions or “hidden gems” in the network that people often overlook? 

There are always plenty of options if you’re willing to look beyond the typical hotspots. Coastal parks are often snapped up first, but there’s still plenty to explore inland. In South West NSW, Burrinjuck Waters and  Wee Jasper Reserve offer peaceful escapes surrounded by nature, while in the Central West, parks like  Cudgegong River,  Lake Burrendong, and Wyangala Waters give visitors space, serenity, and plenty of water-based fun. These spots often get overlooked because they’re a little off the main tourist trail, but that’s exactly what makes them so special. 

Looking at the trends for 2026, it seems this desire for low-key, “detox” style travel is only growing. Do you think this is a permanent reaction to modern burnout, where “slow travel” becomes the new standard for Australian families? 

Slow travel is here to stay. People are realising that holidays don’t have to be about packing in as much as possible or ticking off destinations/tourist sites. 

In 2026, I see this trend continuing to grow, with Australians embracing the idea that a slower, more mindful holiday is not just a nice option, it’s essential for wellbeing. It’s about giving yourself permission to breathe, reconnect with what matters, and create memories that last far beyond the trip itself. 

The post Why You Need a Holiday to Recover From Your Holiday appeared first on Balance The Grind.

Sam Viney has navigated the corporate giants—from Aldi and Westpac to Amart—but as CEO of the fast-growing furniture brand Lounge Lovers, he is determined to avoid the “big business” trap. Balancing a major growth phase with a lean, entrepreneurial mindset, Sam believes that sales figures are just vanity if the P&L doesn’t stack up. Here, he discusses why the best ideas come from the showroom floor, not the boardroom, why he refuses to use “corporate speak,” and how being terrible at handball keeps him humble.

What does a typical day look like for you as CEO of a fast-growing furniture brand, and how do you create structure when you’re juggling design, operations and people management all at once?

Typical day might consist of:

• Gym session or run
• Hustle my kids out the door
• Trade review meeting to look at what is selling and how we are going against targets
• Monthly strategy session to discuss opportunities, key projects and how we going against our bigger-picture KPIs
• Formal 1-1 with my direct team members. Lots of informal walking / coffee catch ups too
• Showroom visit to hear first-hand about what’s going on

At Lounge Lovers, we maintain structure through well-designed business processes , and clearly defining roles and responsibilities. We work as a lean, tight-knit team where much of our collaboration and communication happens organically. We want to avoid falling into the trap of acting like ‘big business’ as we grow, and I believe that maintaining an entrepreneurial mindset is crucial to staying agile as we expand. 

Lounge Lovers is in a major growth phase. How do you personally stay focused on long-term strategy while still being present for the day-to-day decisions that keep the business moving?

Staying focused can be extremely challenging at times, but it’s essential. While there are always going to be day-to-day decisions that need to be made based on current business performance, it’s important that these actions are consistent with the medium to long-term strategy. Any incongruity between the two can create confusion within the wider business and jeopardise our ability to execute our strategy effectively.

I believe that equally important is the need to be honest about whether the strategy is actually working. Sometimes, what sounds great in a boardroom doesn’t always play out as expected in reality, and external environmental factors can shift unexpectedly. In these instances, you need to be able to pivot if needed.

You’ve worked across Aldi, Westpac, Amart and now Lounge Lovers — what habits or routines have helped you stay adaptable through such different industries and leadership roles?

To stay adaptable through different industries, it is essential to intimately understand the financials of the business. Sales are nothing more than a vanity metric if you aren’t making money, so live and breathe the P&L.

You also need to make sure you spend a lot of time speaking to the wider team around you. When you’re new to a business or a category, these people will know far more about your customers, organisation and the intricacies of the sector. We have had way more good ideas come from the team members on the front line than ideas coming out of meeting rooms. 

Lastly, it’s important to ensure you have a circle of trusted consiglieres – ideally internal and external – who you can bounce ideas off of to stress test them. 

Furniture is such a tangible, emotional part of people’s homes. How does that influence the way you lead the brand, make creative decisions and stay connected to customers?

Lounge Lovers is fortunate to have a team of very dedicated and hard-working buyers who lead the creative direction of our range. They identify global trends and adapt them to the Australian market. We also have a comprehensive research program to ensure we’re always getting objective feedback. To support this, our retail team is always sharing ideas and thoughts from our customers. This type of feedback proves to be most valuable.

Growing a national retail business can be high-pressure. What keeps you grounded outside of work, and what practices help you reset during heavy weeks?

Honestly, my kids keep me grounded! There’s nothing that brings me back to earth quite like being told I’m a loser because I am not good at handball or the game ‘Tips’.  I also try to get back to the basics of life to disconnect: a long run, a fishing trip or cooking a meal for family and friends.

I’m also fortunate to have a group of friends that I’ve known for 40 years. We all have a mutual disinterest in each other’s careers, so it is nice to be with a bunch of people who couldn’t care less about Black Friday sales or our latest shift in gross margin.

As you look ahead to the next stage of Lounge Lovers’ expansion, what principles guide the way you build culture, support your team and maintain momentum sustainably?

At Lounge Lovers, we want to make sure we don’t lose the essence of who we are as we grow. This means our leaders must remain highly visible, constantly engaging with both our team and customers.

Equally, we also pride ourselves on being transparent with our team, candidly and openly sharing information – whether it’s positive or less positive, especially when it comes to business updates. We resist the temptation to fall into ‘corporate speak’ and avoid associated platitudes. 

We will never be a ‘growth at all costs’ company, which helps us to avoid burnout within our teams. We have a very clear view of what is sustainable, and have no compulsion to push harder than this.

The post Why Your Frontline Staff Have Better Ideas Than Your Boardroom appeared first on Balance The Grind.

We call it the “most wonderful time of the year,” yet December and January register the highest suicide rates in Australia. For author Stuart O’Neill (Just One Reason), the gap between the “curated Christmas” we see online and the family dysfunction many experience is widening. Here, Stuart discusses why you might need to delete your apps to survive the season, how to spot the “exit strategy” signs in struggling friends, and why an afternoon nap is the ultimate measure of holiday success.

We call it the “most wonderful time of the year,” yet the data paints a starkly different picture, particularly for those aged 18-49. Why do you think there is such a growing disconnect between the festive narrative we are sold and the reality of how people are actually feeling right now?

I think it’s hard to argue that family dysfunction has probably never been higher and it means that Christmas Day can be a tricky one to navigate for many – you only have to scratch the surface and most families have some form of issue(s) to contend with. The most obvious example is families dealing with divorce – it can be difficult for children to manage loyalties and possible multiple locations. We all dream of a ‘Myers style’ Christmas but this is not reality for 99%.

We are living in the era of the “curated Christmas”—scrolling through feeds of matching pyjamas, perfectly glazed hams, and happy families. How much of this digital comparison is fueling the anxiety you are seeing? Is it possible to opt-out without deleting the apps entirely?

I don’t think it is possible to opt out without deleting the apps entirely – opting out is all or nothing. Without a doubt there are definitely cohorts who want to keep up their appearance across social media and emphasise traditions, but it’s not the reality. Comparison is the thief of joy and I think it’s essential to do what you want to do – if that is matching pyjamas and all the trimmings then great, but if you’re happier with a few prawns and a cold beer, then do that. 

Your book, Just One Reason, tackles the heaviest of topics. With December and January registering the highest suicide rates in Australia, what are the subtle signs we should be looking for in our friends or colleagues who might seem fine on the surface but are quietly struggling?

I call them forehead red flags. First thing is to have a chat with this person and then secondly, have a proper chat – ask very direct questions. There could be comments that surprise you and provide you with indications that everything is not ok. E.g. If someone announces a change of plans after Xmas and is deciding to give their dog away, or sell their car, or quit their job. If these seem out of the blue, and out of character, then dig a bit deeper as it could be part of their exit strategy. 

It’s interesting that the survey highlights 18-24-year-olds feeling the most lonely, despite being the most digitally connected generation in history. Do you think the definition of “connection” during the holidays needs to be rewritten?

I wholeheartedly think that connection today for the younger generation needs to change or be reframed. Connection for most is simply, WiFi, 5G, Bluetooth – it’s not connection, it’s just technology. It’s important to obtain and maintain those face-face interactions with people, which don’t have to be huge in terms of a time commitment. I think too many people are fearful of rejection so simply don’t bother organising or inviting people to do things in person, as they can’t face someone saying ‘no’. Remember, however, that it’s quite likely if you’re deliberating over sending that message the other person is probably doing the same and will likely be very grateful you reached out.

For someone reading this who is dreading the next few weeks—whether due to family conflict, financial strain, or just general overwhelm—what is one practical boundary they can set today to protect their peace?

I would say ‘honour your instincts’ and be strong with your ‘yeses’ and ‘no’s’.

You’ve spent a lot of time dissecting mental health resilience. How has your own definition of a “successful” Christmas changed over the years? Do you have any personal traditions that are strictly about rest rather than performance?

Success for me is about the people I see on Christmas Day. I understand the concept and the joy that gifts can bring to some people but it’s never done anything for me. If someone forgets to bring/give a present then it really is not a big deal.

In terms of my own traditions, the two I never miss out on are an inordinate amount of prawns and an afternoon nap – showing my age slightly there!

The post How to Set Boundaries This Holiday Season appeared first on Balance The Grind.

With over three decades navigating the volatile world of IT infrastructure and transformation, Roy Lovli knows that while technology moves fast, people often need time to catch up. As Vice President at Kyndryl, he is tasked with guiding major organizations through the AI revolution while simultaneously serving as the company’s Lead Champion for Culture. Here, Roy discusses the critical gap between tech readiness and human capability, why he schedules dedicated learning time for his team, and how riding motorbikes helps him truly disconnect from the digital noise.

You’ve spent over 30 years leading large IT teams and complex transformation projects. What does a typical day look like for you now as VP at Kyndryl? How do you prioritise focus and clarity across such a broad remit?

As VP of Kyndryl Consult and Practices, my focus is on strengthening how we guide customers and how we deliver the work that supports them across Australia and New Zealand. There’s no such thing as a “typical day”; customer engagements shape my priorities and keep me focused on what matters most.     

A big part of my role is ensuring alignment across stakeholders. That means working closely with our Practice Leaders and Consult Partners to understand customer dynamics, their challenges, ambitions, and where they are on their modernisation journey – and then determining how we can complement them effectively.

To help customers move with speed and clarity, we often perform rapid assessments that give them a clear picture of their technology maturity and the next steps they can take. This creates a strong starting point and sets the foundation for deeper, higher-value work.     

We also have a huge amount of expertise and IP inside Kyndryl. My priority is making sure we bring that to customers in a way that sparks curiosity and opens meaningful conversations.

You also serve as Kyndryl’s Lead Champion for Culture. What does that role mean in practice, and how do you ensure culture remains a living part of the organisation, not just a set of values on paper?

Culture is something we bring to life in every part of our work. When we created Kyndryl, we deliberately put empathy at the centre of our culture, The Kyndryl Way. A major part of that is being flat, fast and focused, so everyone has the opportunity to contribute. It’s a culture that grows from the ground-up, not just from leadership down.

I’m also proud of our Kyndryl Inclusion Networks (KINs). These are company-sponsored, employee-led resource groups that create safe spaces for connection, support and advice. They play a vital role in building community, both internally and externally. They help people feel their work has purpose and aligns with our values. Collectively, the team has volunteered approximately 1,200 hours of their time in the last 12 months to support various causes and communities.

Technology moves fast, but people and systems take time to evolve. How do you balance innovation and execution — making sure your teams move boldly without burning out?

Technology moves quickly, but people and systems need time to adapt. Kyndryl’s 2025 Readiness Report shows this tension clearly: while 92% of Australian leaders expect AI to completely reshape jobs within the next year, more than half say their organisations are struggling to keep pace. The most pressing concerns centre on people – building their skills, strengthening human capabilities, and supporting employees whose roles are being reshaped by AI.

In my role, I focus on ensuring our teams don’t lose sight of Kyndryl’s heritage in innovation and execution. We run mission-critical systems and hold decades of deep engineering expertise. Maintaining that strength requires both bold moves and thoughtful pacing.

To support this, we deliberately create bandwidth for learning. We’ve introduced dedicated time each week for training and education, particularly in fast-moving areas like AI, so learning becomes part of the rhythm of work, not something added on top of an already busy schedule.

We also focus heavily on learning by doing. We bring in experts in evolving domains and form growth squads, enabling people to build capability on the job by working alongside specialists as new technologies are introduced.

For our customers, Kyndryl’s new advisory and implementation services, underpinned by the Kyndryl Agentic AI Framework, are designed specifically to help organisations pair innovation with organisational change management. By helping customers redefine workflows, build confidence and capability, and create engaging interactions between people and AI agents, we guide leaders through the cultural and operational shifts required to scale agentic AI responsibly.

You’ve led through multiple eras of digital change, from legacy infrastructure to AI and cloud transformation. What habits or mindsets have helped you stay adaptable and curious over the years?

Maintaining a customer-first mindset is what leads me to where I am today. Early on, I learned the importance of complementing the customer’s agenda rather than pushing a particular technology.

Throughout our work in complex integrations, I’ve always believed in staying technology-agnostic. That was a major strength when we first built trust with customers, and it remains essential today – bringing the right technologies to bear gives you freedom in the conversation and keeps the focus where it should be: on the customer’s outcomes.

A growth mindset has been equally important. Rapid change can feel intimidating or energising; I choose the latter. I’m curious about what new technologies can actually deliver, and I focus on the bigger picture of how they create value over time.

That mindset has also shaped how we operate in A/NZ. Instead of being constrained by a fixed set of technologies, we’ve now built a strong partner ecosystem that enables us to stay agile and innovative in supporting our customers’ transformation journeys and unlocking new opportunities for them.

With a career advising and managing technology for major organisations, what lessons have you learned about leadership and resilience in high-pressure, high-change environments?

I believe that remaining authentic and consistent are what enable you to thrive in high-pressure, high-change environments. When you’re true to yourself, you’ll be true to others regardless of pressure.

Outside of work, what helps you decompress and maintain balance? Are there routines, hobbies, or small daily practices that keep you grounded amid the constant pace of tech?

I make a very conscious effort to keep working at work. For me, maintaining balance starts with being present outside of work and protecting time with loved ones. 

I also have a few hobbies that help me switch off. Riding my motorbike keeps me focused and fully present, and playing guitar gives me a creative outlet and a way to reset.

Whenever possible, I spend as much time in nature as I can. Whether that’s getting outdoors for a ride or simply stepping away from screens and noise, it helps me recharge and maintain balance so I can return to work focused and energised.

The post Why “Empathy” is the Secret Weapon in IT Transformation appeared first on Balance The Grind.

For Matthew Boyle, Honey Biotics began as a simple market stall side hustle—a way to make pocket money. But when customers started returning with life-changing stories of healed skin, the mission shifted from sales to service. Now leading a brand that challenges pharmaceutical giants, Matthew opens up about the steep learning curve of leadership, why he protects his mornings from the “reactive” trap, and the specific habit he uses to stay grounded when the pressure peaks.

You mentioned that this started as a way to make pocket money at local markets before you realized the life-changing impact it was having on families. How did your personal routine and mindset have to change when you went from a market stall holder to the Managing Director of a brand challenging pharmaceutical giants? 

When I first stepped into the role, one of the biggest adjustments was learning how to manage my time and energy properly. Finding a healthy work–life balance was harder than I expected, and I quickly realised that being organised and deliberate with my days was essential. What hasn’t changed is how customer-focused I am. Hearing real stories from families living with chronic skin conditions is what pushed me to grow Honey Biotics beyond a market stall. Making a sale is one thing, but witnessing genuine improvements in people’s lives—that’s what keeps me motivated, grounded, and committed to building the brand with integrity. 

At Balance the Grind, we’re obsessed with how successful people start their day. Do you have a morning routine or a set of non-negotiable habits that helps you prepare for the unpredictability of running a business? 

Because I’m often working late, I treat mornings as protected time. They’re about resetting and preparing myself for whatever the day brings. I’ll usually exercise while listening to a podcast or audiobook—it helps clear my head and shift my mindset from reactive to intentional. That consistency, even if it’s a small window, gives me clarity and perspective before the pace of the day kicks in. It means I’m less rushed, more present, and better equipped to handle the inevitable unpredictability of running a growing business. 

You spoke about your grandfather Lindsay’s persistence being the lesson that stuck with you. In the startup and SME world, there is a fine line between persistence and burnout. How do you recognize when you need to step back and recharge? 

I’m still learning where that line is, to be honest. I went into business for myself because of the freedom it promised, but I don’t think I fully appreciated how much responsibility and commitment that freedom would require. What keeps me going is purpose. Honey Biotics exists to genuinely help people, and I believe deeply in what we’re building. That belief becomes a powerful motivator—but it also means I need to be mindful of pacing myself. I’ve learnt to pay attention to when my energy dips and to step back when needed, because long-term impact requires sustainability, not burnout. 

Given the brand is so deeply tied to nature—specifically the bees and sustainable farming—does nature play a role in your own downtime? When you aren’t working, how do you switch off? 

Absolutely. I tend to keep things simple. Stepping outside, watching the bees, spending time in the garden, or going for a walk can be incredibly grounding. Being surrounded by nature helps put everything into perspective. It’s a reminder that there’s a rhythm to life beyond emails, deadlines, and decision-making. That pause is important—it reconnects me to the values behind Honey Biotics and why balance matters, both personally and professionally. 

We know the summer rebound effect is a major focus for the brand right now. On a personal level, as we head into the Australian heat, are there any specific wellness hacks or changes you make to your own diet or lifestyle to handle the summer season? 

I try not to overcomplicate things. I drink more water, eat lighter meals, and plan outdoor activity early in the morning or later in the evening when it’s cooler. Mentally, I also let the season set the pace. Summer naturally invites slightly slower mornings and more downtime, and I lean into that rather than fighting it. Listening to your body—and respecting the season you’re in—goes a long way in maintaining energy and overall wellbeing. 

You’ve mentioned that customer testimonials, like the woman who said you made her smile again, stick with you. On the really hard days—when logistics fail or stress is high—is there a specific practice you use to remind yourself of that greater purpose? 

Customer stories are everything to me. They’re the heartbeat of the brand. On difficult days, I often go back and read them—I actually keep a folder of messages and testimonials for that reason. It’s a simple practice, but it’s incredibly powerful. It restores perspective and reminds me that no logistical issue or stressful moment outweighs the real-world impact Honey Biotics is having. That sense of purpose is what keeps me moving forward, even when things get tough.

The post Why You Need a “Break Glass in Case of Emergency” Folder for Bad Days appeared first on Balance The Grind.

Andrew Raso started Online Marketing Gurus (OMG) with just $500 and a desire to be everyone’s friend. Today, running a $30 million global agency, he’s traded the “nice guy” approach for brutal honesty, elite biohacking, and a leadership style inspired by top-tier sports coaching.

From nearly going broke after buying luxury cars to investing $70,000 a year into his own longevity, Andrew opens up about the high stakes of entrepreneurship, why AI will kill the traditional Google search, and why losing it all taught him more than winning ever did.

You started Online Marketing Gurus with just $500, and it’s now a global business generating over $30 million a year. What do you remember about those early days, and what’s changed most in how you lead today?

When I first started the business, I wanted to make everyone happy and treat team members as personal friends. Over time, I realised that approach simply doesn’t work. I’ve had to fundamentally shift how I lead the team, and that change has been crucial to our growth.

I firmly believe that honesty—especially when it’s hard—makes both people better, and usually leads to a positive outcome. The saying “I would rather be respected than liked” has become a core principle for me. My goal is to be seen as a fair, approachable, and consistent leader.

In the early days, I was also terrified of confrontation. But I’ve learned that you can’t be everyone’s friend, and, truthfully, being overly friendly can sometimes open the door for people to take advantage. I’ve even experienced this when hiring close friends, which was a difficult but important lesson.

Our team needs to see a leader they can look up to. When they see me working hard, presenting well, and maintaining a positive attitude, it lifts the entire workplace. That energy motivates them and inspires better outcomes for themselves and the business.

In my view, the days of not training, eating poorly, or showing up as anything less than your best self are behind us. Young team members want a leader they can admire, and I strive every day to be that person. This is what I believe gets the greatest outcome in terms of performance.

You’ve been open about the mistakes and near-misses along the way, including times you almost went broke. What did those moments teach you about risk, ego, and resilience in business?

There are always people better than you in business – always. I thought I was unstoppable and everything I touched turned to gold. The irony is, life can humble you very quickly, it is these moments that have taught me the importance of always staying grounded. 

Don’t overcomplicate things. Stick to things that work and strategies that have always worked based on past experience. One of the biggest lessons I’ve learned is knowing when to cut your losses. You can’t fit a square peg into a round hole, and if something isn’t working, take the lesson, let it go, and move forward.

When you have momentum, you need to ride it as hard as possible and don’t jump off that wave to look for new opportunities. This is where I went wrong. I always looked for greener pastures, instead of maximising what was already working. 

Another lesson: You also can’t step back and let other executives run everything without your oversight. Sure, you need capable team members to drive different areas of your business, but I believe you need to stay close enough to know what is happening and drive the business in the right direction.. They may be right, they may be wrong, but even Cristiano Ronaldo needs a coach. I believe you will get the best of your team with the right coaching and accountability. 

Different stages of life require different risks, BUT it’s best to always stick to the basics.

AI is reshaping digital marketing faster than ever. How are you using it inside OMG, and where do you think it’s heading next — especially when it comes to the future of search?

We use AI in very different ways across the business, and what’s working today doesn’t mean it will necessarily work tomorrow – it’s constantly adapting. AI itself isn’t new—what’s new are the platforms that make it more accessible and practical. We rely on AI to evaluate client performance, measure staff effectiveness, and support countless other functions across the company.

The way people are searching is also changing dramatically. AI is changing how people search, and it’s very different to how they were searching a few years ago.With the release of our AI product and the ongoing optimisation of our clients’ businesses, it’s our responsibility to ensure they appear where people are actually searching.

We were the first company in AUS to release a product directly optimising for ranking in Chat GPT and other platforms, and this is not going away. My prediction is that within five years, people are going to get their answers more from AI results than from Google results. This evolution has been a game-changer, and I have an awesome team to thank for that.

You describe your leadership style as straightforward and no-BS. What does that look like day to day, and how do you balance honesty with empathy when leading a large team?

This is always going to be a hard one, because you need to recognise whether you need to show empathy, or if someone is simply taking advantage. This is what leaders don’t talk about enough. You need to have trust, but this needs to be balanced with accountability. I’ve only ever shown empathy in certain situations.

I know I am bloody hard on people, but I want to get the best out of them – that’s the hard truth. I want the best of the best team, and deep down, they want to be the best they can be, too. I think of it like an elite sports coach. If you guide, train and hold them accountable, you can have a great outcome. 

I will always forgive someone who has tried and failed a million times, rather than someone who doesn’t try at all. This is for all things in life.

You’ve said you spend around $70,000 a year on your health. What does that investment look like? How has it changed how you emerge as a founder and leader?

I moved to Dubai for a while and while living there I changed the way I viewed (and invested in) my health. I spend $2,400 a month on a gym membership, which is not cheap, but I’m a creature of habit. I also invest heavily in peptides that help performance, longevity, and mindfulness. I personally think these are game changers. I also spend a significant amount on supplements, which I believe to tackle all elements of my health. 

Let me break it down even further and how it helps with performance. 

The peptides that I take not only help with how I look but also how I feel. If I can feel better, sleep better and have better concentration, then I will show up better at work. My decision-making improves, and I function at a much higher level. Different peptides affect different receptors, and because I have seen the impact, I now take everything I can get my hands on. I measure it based on how it impacts specific aspects of my life. 

I also get monthly blood tests that measure different markers. Once I see something is wrong, I know what supplements to take to fix it. I take so many different supplements right now, it’s actually a joke, but it helps me perform better. If I’m sick or have liver or kidney problems, it affects my mind and in turn, affects my work and output. Besides supplements, eating healthy and nutritious food is very important. If you look good, you feel good. And in the end, we all want to live longer. 

The amount I invest in my gym membership is pretty new. However, it’s one of those things that you don’t know what you have until you don’t have it. The gym I joined in Dubai was incredible. They prepared your meals and measured all the macronutrients, offering everything to make you feel your best. Everything I do is about being 100% because if I look and feel my best, my decisions are the greatest. 

All things considered, I actually don’t see investing in your health as something you can put a price on.

You’ve had big wins and some expensive lessons — from global growth to luxury purchases that didn’t pan out. Looking back, what do you wish more entrepreneurs understood about success and what it actually costs?

First and foremost, you don’t appreciate anything until it’s gone. 

Secondly, if it comes too easily, you don’t appreciate it.

For a few years, I was making so much money, I didn’t even know how to spend it. I bought a G Wagon and a Lamborghini Urus because I heard it in a song. It wasn’t until it got taken away from me that I truly appreciated it.

All entrepreneurs should appreciate the journey. Riding the wave is the best part, and everyone should soak those memories in. That’s what I didn’t do. The cars stopped having meaning after a while, the properties were the same thing. I just wanted better and bigger cars. 

You can’t appreciate the sunshine until it rains. Almost going broke was the best thing that ever happened to me.

The post Why Almost Going Broke Was the Best Thing That Happened to This Founder appeared first on Balance The Grind.