You need to show them results before they’ve decided to leave. Put a program together where the 1st is a buy 1 get 1 free or similar campaign.

What does it cost you to run a campaign? Real numbers not some ‘equivalent’ bs value.

If you’re in university you should go talk to the tax accounting prof and see what they can assist you with.

Markup your fees accordingly then use a service. I added 6% to all of mine when I started accepting CCard payments.

Wave fees: Credit Cards

• 2.9% + $0.60 USD per transaction
• 3.4% + $0.60 USD per AMEX transaction

Stripe fees: Credit Cards

• 2.9% + 30¢ per successful card charge

What do you like to do? What do you LOVE to do?

You may not need 100k to start a business, however you may need the 100k to help get you through to that point where you’re earning 100k/year.

That’s always my target when people ask about businesses. If you can see a path to 100k/year that’s a business you can succeed with. It can typically grow to more or you can cruise and still live life.

Again, what do you like/love doing?

I like tech and project management but if I had to do a start up I’d probably get into Property Management and either grow that to more places or grow it into owning real estate or a mixture of both.

Doing PM I can learn what to do and what not to do with my own stuff. I’d grow a great list of trades and I can see if I can automate or host my own software products.

Edit: Oh, and it’s a low(er) startup cost as well.

You have 5 years experience; what did they charge at your last shop? Start there.

I’d figure out what your overhead costs are. For example, my insurance adds ~5% to the cost of everything I do.

You can figure out some of based on what local dealers charge for parts.

Do you work on foreign or domestic?
Average cars or higher end stuff?
Do you have all the scan tools and online tools?

I’d look at some of the better you-tubers who do work and figure out their rates.

What does your lease indicate about payments? Follow those options.
If that doesn’t work I’d reach out to the owner.

I come from a Power Plant background. Historically it was a 4-crew 3-shift rotating business. In the 90’s we moved our guys to a 12-hour schedule.

We evaluated a bunch of options and we went with a modified DuPont schedule.

Check this out.

DuPont Schedule for 24/7 Shift Coverage

We used a modified version of this that worked for us and limited overtime as well as the call-out schedule when folks called in sick.

As an owner/manager I’d put together a few options that cost you less money, then poll my workers on which one(s) they prefer.

I learned early on as an environmental engineer that in order to get my pet projects funded I had to ‘sell’ it to the C-Suite. Once I figured that out I was able to get 14 promotions or raises in 5 years.

My wife implemented a similar strategy in her roll as a programmer at an insurance company. She too was able to leverage this into a good career path.

I then rolled this over to business solutions and I’ve been what I would deem as successful.

I then, and still do, encouraged all of my direct & indirect reports to do the same thing.

You have to have a plan and templates (scripts) are the things that make them repeatable. They should be updated and the playbook should include notes on proven techniques.

As a business owner, if you suck at something you should hire someone who’s really good at it. Then learn from them. That’s why we say to surround yourself with better talent and recognize it.

Perfect.
An extra check is fair and beneficial.

That’s always my goal.

You meet people and ask questions.
Learn to listen.
Don’t just tell everyone everything. You’ve got to learn what you want & need and then listen so you can figure out who will be a good fit before you ask them.
Then you negotiate from a position of strength & knowledge.

I’m allowed myself to get bought out.
2 of 6 us did.
This was several years ago.
The company is basically gone & I used part of the money to purchase one of my lifetime dreams.

You’ve got to know when to get out.

Lesson learned.

Step 1: Count Ordered Items Step 2: QA for Form, Fit, & Function.
Step 3: Resolve Issues/Errors …

You’re friend needs to talk with their attorney and follow those instructions explicitly.

Is his ‘business’ just this book?

Regardless, he should look at doing a pre-sale and/or a print to order option.

Kickstarter or Indiegogo could be huge.

If you still want to fund him look at funding PO’s or earmark specific draws.

If you do this without a contract then treat it as a gift.

Remember the majority of books fail to make any money.

Just some food for thought.

Hmmm. Still may be a fun trip.

Regardless, you need to look for the employees that you can trust to make sure things are sorted (here’s the key part) and will contact you right away when they’re not.

Start with staying on site and have them reach out immediately when things go amiss. Teach them how to identify variances and what to do to correct them.

Do this for several weeks, then go off site during the day and have them do it. Check up on them frequently at first.

Wean them off that dependency. Let them learn to take charge of things. This may take months and it may mean checking out several people.

Your goal is to get it to a point where your only needed on-site for 3 days/week. If you can do this you’ll be set forever.

Remember, you want them to not need you but to be able to count on you to be there. This requires trust and communication both ways.

Andy,

I bet your solution is right there at the plant and you’re just too close to it.

If you’re in the US I’ll come visit the facility and I bet I can pick it out in 2 days, 3 tops. If you’re in a decent location I’ll make the trip at no cost.