CT Entrepreneur Talks Reinvention and Self Discovery

January 21 2019 Innovation Destination: Hartford Startups 0 comments Tags: Connecticut, CT, entrepreneur, entrepreneurship, small business, woman-owned business

Home to Home Moving Specialists founder Susan Rabinovitch says it’s never too late to reinvent yourself. (Photo courtesy Justin Schwalbendorf)

Connecticut entrepreneur Susan Rabinovitch launched her business SR Consulting and Moving Services LLC (dba Home to Home Moving Specialists) in December 2010. Her life lesson: It’s never too late to reinvent yourself.

Innovation Destination Hartford Website Curator Nan Price spoke with Susan about launching a new company taking another leap into entrepreneurship later in her career.

NAN PRICE: How did you develop the business concept for Home to Home Moving Specialists?

SUSAN RABINOVITCH: It was by accident. I was actually trying to find a job. My background is in real estate and relocation. In 2010, work in that industry was scarce unless you were in Washington, Chicago, or New York—and I did not want to relocate.

The opportunity to start helping people move came from my mother. A member of her church needed help moving into a retirement community. He was paralyzed with fear and couldn’t figure out what to do. My mother told him: Susan will come take care of it.

I met with him and he hired me to manage every aspect of his move. My background came in very handy in the process.

As I was walking out of his house with the last box, I got a call from someone else who needed help. And it began to mushroom. A marketing person from Duncaster Retirement Community in Bloomfield started referring me to residents who were moving. And, before I knew it, the idea grew into a business. Then I had to form an LLC, take out insurance, open bank accounts and develop a team.

It was almost happenstance. I had been in the real estate and relocation industry for almost 20 years. Starting to reinvent yourself at the age of 60 is not easiest thing to do. I hadn’t given any thought to this type of business until the opportunity came along.

NAN: At what point did you realize you had a viable business?

SUSAN: I wasn’t aware there was such a tremendous need. Most of my business is focused on working with seniors transitioning into retirement communities. There’s a large population starting a new phase in their lives.

The real indicator was one of the communities I worked in wanted to know if my company was insured. I hadn’t done that because, in the beginning, I was just helping people move. It suddenly dawned on me: Okay, if I need to be insured, what else do I need to do for this is be an actual business?

NAN: Tell us a little about that process.

SUSAN: My son-in-law Avi Smith-Rappaport, who owns We Care Computers, recommended an attorney. Avi does a lot of networking. My husband and I owned other businesses, including a delicatessen and bakery we ran for seven years many years ago. But this was the first time I was responsible for the legal aspect of developing a LLC.

I know you can do those things online. That’s not my nature. I like hiring people for their specialty rather. I prefer to spend my own energy doing what I know I do well. So, I met with an attorney who did all the paperwork and filing for the state.

It felt good to make the business official. Before that, everything was comingled—bank accounts, etc. I also felt much more secure knowing we were insured. At the beginning, we weren’t as involved with physically moving clients’ precious possessions, so I didn’t feel the need to be insured. But, once we started to handle people’s crystal, china, and $20,000 paintings, there was a definite need.

NAN: How are you marketing?

SUSAN: Mostly word-of-mouth and referrals from marketing professionals at many of the major retirement communities in the area. They share my information and process with new resident who are moving. I also get a lot of business through referrals from clients we’ve moved.

Right now, I’m having the first lull I’ve had in the eight years since I started the business. It’s speaking to the fact that I need to broaden my base. So, I started developing lists of different professionals I can work with. I plan on making direct contact with real estate agents—I have a large network based on my background. Geriatric doctors and attorneys working on estates can be another source.

NAN: What other types of challenges have you encountered as a business owner?

SUSAN: Putting systems in place for scheduling was a big challenge for me. When my team grew to five, it was hard to do invoicing and keep up with everyone’s hours. When it was just me, it was okay because I could do a little at a time. As the business was growing, it became obvious that I absolutely had to have systems in place. I was spending too much energy doing things the archaic way and it was taking away from my ability to provide services to more clients and our growing business.

I also needed a system to manage the materials we work with. Managing inventory is critical. Now I have a system to manage materials— and I’m sure I’m losing less money.

NAN: In our follow-up, Avi and I discussed the importance of having systems in place.

SUSAN: It’s huge. But I don’t know that you can really have all systems in place ahead of time. I think you need to be immersed into the business before you can identify your needs. It is a fluid process.

The important thing is to start assessing early on. For me, it was asking myself: Now that I’m up and running and I have the business flowing, what do I need to make it run more efficiently?

It’s helpful to reach out to others to help you with that. I’ve been very fortunate because I have a lot of people in the family who are business experts. But, reaching out to resources and sometimes spending a little money can help you make a lot more money.

NAN: Is that the biggest lesson you’ve learned along your entrepreneurial journey?

SUSAN: That and patience. I can be very strong-willed. I would say it took me a good year to be able to step back and allow my clients to make decisions for themselves about what will and will not work. And if their decision doesn’t work, we just find another solution. So, I’ve learned to listen and follow through on clients’ wishes. It’s changed the way I work with clients—and it’s made them much happier too.

We’ve moved more than 100 people in eight years and, in that time, we’ve only had two clients I didn’t enjoying working with. Otherwise, I enjoy going to work every day. What I get from my clients very often is far more than what I give. My clients are appreciative, engaging, and interesting—but every so often you hit a little challenge.

NAN: Tell us a little about the evolution over the past eight years. How has the business grown?

SUSAN: I started with only me, because there was just enough work for me to manage. We truly do full service: We pack, load, unpack, and set up. It’s taking clients from one home and creating a new home for them. I had to bring people in as the referrals came in and business started to grow.

It’s a family business, so I work with my brother, my daughter, and my husband. In May 2018, we brought in the first employee who’s not a family member. That was another challenge. This business is so hands-on and intimate, I’m reluctant to just hire someone. I only want to work with people I have confidence in, who know will take care of our clients’ needs.

NAN: In what ways does your business help support the local economy?

SUSAN: We support local businesses versus big-box corporations. Right now, we work with 15 local individual business owners, including a plumber, a handyman, a carpet/home furnishing supplier, a painter, an electrician, and a moving company. What I love about this business is, it doesn’t just support our core group, it supports a lot of individual businesses in the area. It feels good to support their economic growth.

NAN: Anything advice for others?

SUSAN: Life throws you some challenges—especially at my age. The market I had known for years, where I developed my professional success changed. I had to think of a way to reinvent myself.

I never even thought about being able to reinvent myself at this age. We’ve had several different businesses, but I hadn’t thought about stepping back and thinking about creating something new.

So, if I were to give advice to anyone: If you’re at a crossroads and trying to figure out what to do in the next phase in your life, think outside the box. Get out of your comfort zone. And change your thinking. You may think something is just a one-time opportunity, but you never know. It could blossom into something much bigger.

Learn more about Home to Home Moving Specialists

VISIT: www.hometohomect.com

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Stanley Black & Decker and Techstars Announce Focus for 2019 Accelerator

January 15 2019 Innovation Destination: Hartford Innovation 0 comments Tags: advanced manufacturing center, Connecticut, CT, Hartford, Industry 4.0, manufacturing, Stanley Black & Decker, startup accelerator, Techstars

Stanley Black & Decker and Techstars announced the opening of applications for the second year of the STANLEY+Techstars Accelerator at Stanley Black & Decker’s new Manufactory 4.0 Center in Hartford, CT.

Following a successful inaugural year in which 10 startups from around the world were selected to accelerate their businesses via funding and mentorship in the program, the STANLEY+Techstars 2019 accelerator is well positioned to draw world-class applicants again. For 2019, the STANLEY+Techstars Accelerator will consider startups working on additive manufacturing or sustainable packaging.

“We are working to identify the most promising companies developing solutions related to additive manufacturing or sustainable packaging that can help move the manufacturing sector forward” said Claudia Reuter, Managing Director of the STANLEY+Techstars Accelerator.

“We are confident that we will continue to attract world-class additive manufacturing companies and Stanley Black & Decker’s commitment to sustainability, as demonstrated by their recent pledge to make all of their plastic packaging reusable, recyclable or compostable by 2025, will strengthen our search for companies working on sustainable packaging solutions,” she added.

In 2018, the STANLEY+Techstars Accelerator focused solely on additive manufacturing or 3D printing companies. “Additive manufacturing is one of the most important areas of technological transformation today and has the potential to influence the future direction of the industries in which our businesses operate,” said Marty Guay, Vice President, Business Development at Stanley Black & Decker.

He continued, “We developed this accelerator program with Techstars to help empower these startups to continue challenging the status quo and look forward to providing them with the guidance and support they need to thrive and bring their ideas and technologies to fruition. We’re also proud to do this in Hartford, CT, and are confident that programs like this will create a robust entrepreneurial community right here in our capital city.”

In 2018, Stanley Black & Decker joined with leading businesses and governments to sign The New Plastics Economy Global Commitment, an initiative of The Ellen MacArthur Foundation and United Nations Environment Programme. The Global Commitment represents a plan to eradicate waste and pollution driven by plastic packaging and includes 250 signatories that represent approximately 20% of all plastic packaging produced globally. As part of its efforts, Stanley Black & Decker intends to make all of its plastic packaging reusable, recyclable or compostable by 2025. In addition, the company will aim to make all of its non-plastic packaging and packaging components reusable, recyclable or compostable by 2025.

“We believe it is our responsibility as a company to help build a more sustainable world,” said Stanley Black & Decker’s Vice President of Environment, Health & Safety and Corporate Social Responsibility Deb Geyer. “We believe that a world without plastic pollution is possible, and we are committing to taking action to ensure we are part of that solution.”

The STANLEY+Techstars Accelerator aims to accelerate the growth of companies in both of these advanced manufacturing areas.

Stanley Black & Decker currently operates more than 100 manufacturing facilities globally, including approximately 35 in the U.S. and three in Connecticut. Three of the company's locations are designated as “Lighthouse Factories” that have partially implemented Industry 4.0 across their facilities from manufacturing execution systems (MES), to 3-D printing, virtual reality, robotics, and artificial intelligence. Its Advanced Manufacturing Center of Excellence in Hartford is aimed at identifying technologies and processes that will form the core of the next industrial revolution and deploying those methods across the company’s manufacturing landscape.

The STANLEY+Techstars Accelerator is focused on additive manufacturing and eco-friendly sustainable packaging solutions, with interest in companies developing innovative solutions in either of those two areas, and they may have software, hardware or material solutions. Some specific areas of interest include 3D printing, rapid prototyping, generative design, tooling, direct digital manufacturing, layered manufacturing, additive fabrication, sustainable materials and improved consumer packaging solutions.

Learn more about Stanley Black & Decker

VISIT: www.stanleyblackanddecker.com
FOLLOW: Facebook | LinkedIn | Twitter | YouTube

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YUPntwk Encourages Connecticut Creatives

January 14 2019 Innovation Destination: Hartford Initiatives 0 comments Tags: artists, Connecticut, Connecticut Public, creative, CT, young entrepreneurs, YUPntwk

Innovation Destination Hartford Website Curator Nan Price met with the team spearheading the YUPntwk, a new division of Connecticut Public dedicated to showcasing stories about young multicultural creatives in Connecticut.

Lauren Komrosky – YUPntwk Leader, Head of Business Management, Research and Analytics, Technology
Megan Fitzgerald – YUPntwk Director of Operations, Process Development, and Production
Mallory Mason – YUPntwk Creative Director and Head of Engagement and Outreach

The Push pitch event, hosted by YUPntwk. (Photo courtesy Langston Bowen)

NAN PRICE: Give us a little background.

LAUREN KOMROSKY: YUPntwk is focused on audience development and the creation of new, fresh, original, authentic content to introduce new voices and represent new perspectives.

NAN: Who’s the target for YUPntwk?

LAUREN: We’re engaging with multicultural creators ages 20 to 35. They’re influential, aspirational, and inspirational for younger people in many ways.

When I say creators, I mean videographers, photographers, editors, producers, musicians, artists, dancers, DJs, and entrepreneurs.

MALLORY MASON: We’re specifically servicing and targeting people of color because, in terms of media, people of color are generally marginalized, and their narratives are often one-dimensional. So, we think there’s a big opportunity, especially as public media.

Public media’s mission is to give voice to the voiceless and represent the public and we think, in general, over the years, we haven’t necessarily done a good job of representing all the different cultures, ethnicities, and races here in Connecticut. That’s fundamental to what YUPntwk is doing.

LAUREN: The ultimate goal is to show this age group that they can stay here and flourish here. It’s sustainable. We want Connecticut to become a destination, not just an education corridor between Boston and New York but also a creative corridor. We’re uniquely positioned that way geographically. So, how do we build and capitalize on that and really showcase Connecticut and change the way people view it right now?

MEGAN FITZGERALD: As we started talking to different creators, we realized they were trying to find ways to stay in Connecticut and be sustainable doing what they love. We needed to figure out how to work with them and sort of wrap our arms around what they’re doing. And we didn’t want to just do a flashy campaign. So, we started by getting connected and getting to know people, because the YUPntwk is really about gaining trust and creating new space on a very deep level.

Our aim is to be a digital platform to showcase new content. We’re co-creating with the community, but that takes time. Before we can even get to that place, we have to develop trust and ability. We have to provide space or opportunities for young creatives to hone their abilities and craft—and not feel they’re being exploited. And they need to know we’re in it for the long-haul in terms of our dedication to wanting to share these stories about an audience we truly care about.

LAUREN: We also observed all the local creativity and energy that hasn’t had a spotlight put on it or received that boost to get the much-needed exposure or attention or investment. We saw these young people who are so passionate and good at what they do. Some of it is happening in pockets and we thought: That’s right in our wheelhouse. As a creative media organization, we should be able to figure out how to provide support or at least contribute to the infrastructure with other partners.

Also, how powerful could it be to figure out how to bring all those pockets of energy and creativity together and start to break down the walls that exist organization to organization, institution to community, or even individual community members to community members?

NAN: When did the YUPntwk launch?

LAUREN: We officially launched the NTWK September 12, but the journey started about two years ago. We came together as a team from different departments within Connecticut Public. We began doing research and development by talking with this community, showing up to their events, and listening—really trying to understand what they want, what they need, and how we as a media organization can support them.

We spent time building relationships and listening to the community. We’re very cognizant of the fact that there are other arts and media organizations in this space trying to do similar things with similar missions, so we wanted to be sensitive to that and learn from those partners. How are other organizations doing it? Where are there gaps? Are there opportunities where we can align or collaborate?

NAN: Let’s talk about the NTWK. How many members are there and how do they benefit from membership?

LAUREN: We have almost 500 members. With the NTWK membership, we specifically try to support and amplify creators by offering equipment, space, access to freelance gigs, and “micro investments” to help members create content.

NAN: Where are the financial investments coming from?

LAUREN: Connecticut Public has invested in terms of dedicating three of its full-time employees to work on the initiative. We also receive some funding from Knight Foundation, the Graustein Memorial Fund, the Kitchings Family Foundation, and some major donors. But we designed this program to be able to give back and invest in these creators who will, in turn, be able to create content. We want to give them more opportunities to do what they’re already doing, which is creating vibrancy in this city.

NAN: Was that part of the reason the YUPntwk convened, to provide opportunities?

MALLORY: Yes. Once we recognized there was a big gap in the presentation in our platform, the focus quickly became: How can we help? As public media and a public service, how can we create a pathway and start to include people?

I said from the beginning: We don’t even need to think about innovating. We just need to be inclusive. That’s step one. And that’s an innovation in and of itself.

NAN: How are you making connections and meeting local creators?

MALLORY: We’re not reinventing the wheel here. The first thing we did was to look at our networks. Who do we just know personally? We started there and then part of our process was to ask people: Who would you recommend we talk to?

MEG: And we’re constantly meeting new people. We’re a statewide company, so the idea is that this impacts Connecticut overall. With our offices in Hartford, it was easy for us to start with our network here. But we’ve also met some great people in Bridgeport, New Haven, New Britain, and Waterbury. The goal is for us to be able to serve creators throughout Connecticut and build an audience and following with people around the state.

LAUREN: Every time we meet someone or go to an event, we put ourselves out there and introduce ourselves. We ask questions and really take the time to understand someone and their story.

Also, once we started to snowball—people started to know who we were, and they started to see our faces regularly—we realized we needed a way they could regularly access us. So, we devoted one day a week where Mallory is out in the community and meeting with current NTWK members as well as new faces. Part of our strategy is to expand our reach and meet more people in more cities across the state.

NAN: How are the collaborations you’ve made helping the NTWK?

MEG: One of the things we thought was going to be fundamental to what we were building was finding ways to help convene people. Whether that was around something educational—like helping creatives hone some of their crafts—or simply fun. We want to help develop a sense of pride of place, knowing there is space for creators and things for them to do that felt for them and by them.

We started providing some space at Connecticut Public. For example, we hosted a video premiere for someone who was managing an artist. Another artist was experimenting with a podcast. He had done it in New Haven and he wanted to do it in Hartford with a Hartford-based artist who is coming out with an album. We did the podcast in our building and had our staff help with some of the recording.

And we started building partnerships with some local organizations including Breakfast Lunch & Dinner, which is obviously in the space, and Tainted Inc., which is another group trying to figure out how to service creative people and make space available for them to host events and do what they do.

R.E.A.D. I Music Conference (Photo courtesy Passion Pushers Consulting Agency)

We knew convening was key to our idea of collaboration and getting creatives from those different pockets in the room together, not only from a place of networking and fun, but a place of inspiration. The hope is that those convenings help on the other end too, when it comes to young people creating content or thinking about project—whether they’re collaborating on events with other creatives, or bringing artists or musicians into events happening in the city—so they’re supporting each other and finding new people to support creatively.

And then on the backend, that becomes an inspiration springboard for new stories, new ways to think about stories, and new ways to talk to us about projects they’re passionate about and ways we might think about creating content around that that feels relevant to this audience.

That’s how we’re coming into this space. We’re trying to find ways to create pathways and activities to support this group and enable them to create or co-create and coproduce things that are relevant and important to them. It’s not something that can happen overnight.

NAN: YUPntwk also showcases local creatives through events. Can you tell us about some you’ve hosted?

LAUREN: Sure. We wrapped a bunch of events toward the end of the year. Our big event, The Push, is a pitch competition. The winners received a financial award as well as support from us to develop both a content and an event idea, so we’re going to see those through fruition.

We also have an ongoing series called F*ck Up Nights we’re doing with TheaterWorks, which celebrates entrepreneurial fails. The next event is happening February 7.

NAN: What’s next for YUPntwk?

LAUREN: The question is: Now that we launched and have a growing membership, how do we scale that while consistently adding value? And how do we still manage it as three individuals? We’ve brought in people from the community as part-time employees to support different things, and we’ll continue to do that. But for now, our focus is really how do we scale and gain the support to be able to continue?

MEG: We’ll continue to service the community and develop new content. We’re also planning events and thinking about developing more partnerships, because we know partnerships are everything. So, it’s about really exploring what makes sense and how not to take on too much, but really deliver value.

Also, we’re using social media to deliver on the look and feel we want the YUPntwk community to respond to. Through their feedback, we’ll continue to shape our mission.

LAUREN: We’re constantly reflecting on what’s working and what isn’t – that’s part of our ethos: Test iterate. Test iterate. Don’t do it if it’s not working. We’re taking some time to think strategically going into the new year. We know though that one of these big outcomes is going to be content.

The way we have structured it right now, we’re investing in individual creators or small companies, acquiring existing content and building pilot episodes for short-form digital content or web series. We’re always looking for content. And we are going to be continuously figuring out ways to structure and design programs to create content with the community. That’s ongoing. How that actually manifests itself may evolve. But what’s coming down the pike is launching the content pipeline we’ve been building up and will consistently push out. We’re excited to announce that we’re launching our content in early February, so those interested should follow our Instagram to stay updated!

Learn more about YUPntwk

VISIT: yupntwk.org
FOLLOW: Facebook | Instagram| YouTube

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CT Entrepreneur Founds Creative Marketing Company

January 09 2019 Innovation Destination: Hartford Women In Business 0 comments Tags: Connecticut, CT, entrepreneur, entrepreneurship, Greater Hartford, small business, woman-owned business

Connecticut entrepreneur Deirdre Tindall launched her startup Tind-All Creative Marketing in September 2018.

Tind-All Creative Marketing Founder Deirdre Tindall spoke with Innovation Destination Hartford Website Curator Nan Price about her entrepreneurial journey and her experience recently launching her own woman-owned business.

NAN PRICE: Have you always been entrepreneurial?

DEIRDRE TINDALL: I come from a large family of entrepreneurs. My dad was an entrepreneur. There are 12 kids in my family and most of my brothers and sisters own their own companies. I grew up around that kind of spirit and drive. So, I’ve always known I needed to be working for myself and be an entrepreneur.

I think when you’re an entrepreneur and you have that drive, you’re not meant for a corporate environment. It’s just taken me all these years—I’ve always had a dream of doing my own thing but, as a female, sometimes you lack that confidence to go out on your own. I feel I’ve been living the “safe life” for some time as it relates to my professional career.

NAN: You’ve obviously had some built-in mentors. Have you connected to people outside of your family?

DEIRDRE: Yes absolutely! They’ve been my key to success. So many amazing people have invested in me, saw my talents, gave me opportunities, and continue to help me today.

NAN: Is this your first startup?

DEIRDRE: This is my second startup. I started a company a year and a half ago with a business partner. I probably should’ve trusted in myself and my abilities in the very beginning and known not go that route. I think there’s always that fear. Fear prevents you from doing a lot of things.

But I have to say, it wasn’t a negative thing because it gave me so much more confidence in who I am as a person—and I learned a ton. I believe everything happens for a reason, so I looked at it as something I needed to go through to become who I am today.

NAN: When did you branch out on your own?

DEIRDRE: September 2018. I left the other company and I started my own business within about two months. I’m doing the exact same thing I always had a vision for, but this time just by myself and for myself. I alone can control my destiny.

NAN: How did you develop the business concept?

DEIRDRE: It started organically. I was working full-time for other people and people saw value in my skillset and my work ethic. Over the years, through those connections, people started asking me if I could help with their public relations, business development, and marketing. I started consulting on the side from full-time work and found that doing that really inspired me to take this journey. I realized this is what I wanted to do. Fear is a powerful inhibitor. It stops you from doing many things. I was a single mother and felt it was selfish going from a full-time salaried job to starting my own business.

Off line, you and I were talking about how much we love that part of our jobs—making connections and helping others without expecting anything in return. The most powerful and impactful book I’ve ever read was The Go-Giver by Bob Burg. It underscored my philosophy that it’s better to give than receive. And, like you, that’s what fills my cup. I enjoyed working for other people but consulting on the side made me feel alive and filled that part of my life that I needed that at the moment.

A lot of things happened to get to the point where I said: I could die tomorrow. I’m not living my dream. I’m not living the authentic self.

So, I decided to take the jump and start my own company. I have been blessed with authentic relationships that have been developed over the years and it’s those relationships that are helping me be successful in my new endeavor.

NAN: Did you have prior business experience?

DEIRDRE: Yes. I don’t think it was hard to rebrand or relaunch because I’ve been in business for a very long time. I’ve learned to be resilient and get back up no matter what. I started working in my dad’s business at a very young age, which has shaped me. I learn best under fire. I’m not classically trained. Being forced to learn, you figure it out. You just do.

NAN: There’s no alternative.

DEIRDRE: Right. There’s nobody else to save you. So, I’ve basically taken my experiences over the last 16 years learning how to run businesses and working closely with business owners, especially what I learned from launching a startup with a partner, and just put in the same processes and procedures. Because, if your business has efficient processes and procedures in place, you don’t have to worry about all the excess. You can work smarter not harder.

I’m finding that, because of my experience, you put those processes in place and you’re up and running. I’m not going to say it’s easy. It’s not. But I also think as an entrepreneur you work all the time. That’s just the nature. And it’s awesome! Because you wake up and you’re doing what you love. And I’m doing something that fits around my son’s schedule.

NAN: How are you marketing and building your clientele?

DEIRDRE: I don’t ever worry about business. God plays an integral part in my success. In addition, I’ve spent my life and my career building real, lasting relationships. I’m involved in multiple chambers, which I'm a huge advocate of for any business.

Tind-All Creative Marketing Founder Deirdre Tindall (center) at a ribbon cutting for new member of the Connecticut River Valley Chamber of Commerce.

I’m mainly involved with the Connecticut River Valley Chamber of Commerce in Glastonbury, which has had a huge impact on me personally and professionally. I was lucky that my gift is making connections and connecting the dots.

I also believe that it’s our responsibility to give back in the community and so I am on the board of two non-profits Carry My Brother and The Greater Waterbury Interfaith Ministries, which align with my philanthropic goals. I hope to someday make my company a social enterprise and continue and mentor young women who struggle to get into business.

NAN: Social responsibility is close to your heart.

DEIRDRE Yes. The concept of being a social enterprise is a key part of my philosophy—being able to make profit, but also being able to do good for the community and the environment. And I think it’s really awesome to work with clients that believe in the same philosophy as me. They’re also committed to giving back and volunteering.

NAN: Tell us a little about your experience with through mentorship.

DEIRDRE: I became involved with several different organizations. I worked with the Hartford Consortium for Higher Education through the MetroHartford Alliance. I became involved at some the local schools with their college readiness programs. You not only mentor in the classic sense, but you help with the college application process.

NAN: As a marketing company, what’s your differentiator?

DEIRDRE: A lot of times marketing companies just do marketing. I take a more holistic approach. It does no good to do marketing if your client’s house isn’t in order. I tell my clients: Don’t hire me to do marketing when your business isn’t in order because you won’t get the results you want.

I spend a lot of time at the beginning helping and guiding clients on processes from a strategic level, to put them in position to be successful from a marketing standpoint. I help clients understand who their target customer is—their buyer persona—and help them update their business development and relationships. For most businesses, it’s outdated. How am I going to do email marketing or send a newsletter if your information is outdated?

I refuse to take business for the sake of chasing dollars. I think when you don’t chase dollars and live your passion, the money always flows in the end. I think that’s a huge differentiator.

NAN: Are you a solopreneur or do you have a team?

DEIRDRE: I have two graphic designers and two web development team members. They’re independent contractors at this point although I would love to hire them full-time. That will happen in time.

NAN: How has that been, learning to manage people?

DEIRDRE: I’ve been in management positions in many positions I’ve been in. I always tell my son: Everybody has personality profiles. You can’t manage each person the same way. You have to find methods for dealing with each person individually to maximize their fullest potential, so they’re effective and work smarter. I don’t believe in micromanaging.

NAN: Who is your target clientele?

DEIRDRE: My current clients are small- to medium-sized businesses. A lot of firms won’t work with small businesses, but I love it.

NAN: What’s next?

DEIRDRE: I don’t really worry about it. I try to get the most out of living in the moment. I probably should have a 5- to 10-year vision for the business, but I don’t. I just want to continue doing what I’m doing because I love it. I wake up every day jazzed about what I do.

I want to continue to grow my skillset because you have to learn every day. Technology and marketing are changing, so I have to keep up with the trends. If I continue to do what I’m doing right now, in terms of the amount of revenue and clients coming in, I’ll be happy.

Learn more about Tind-All Creative Marketing

VISIT: tind-allcreativemarketing.com
FOLLOW: Facebook | Instagram | LinkedIn | Twitter

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Hartford is a Fit for Entrepreneurs, Artists, and Developers

January 07 2019 Innovation Destination: Hartford CT Lifestyle 0 comments Tags: artists, Connecticut, CT, developers, entrepreneurs, Hartford

The Top 8 Reasons Entrepreneurs, Artists, and Developers are finding a perfect fit in Hartford, Connecticut.

Hartford's "Stegosaurus" located on Prospect Street in downtown Hartford.

This story originally appeared on Medium December 19, 2018.

We all love a good comeback, and Hartford, CT is in the midst of an exciting rebound right now.

While, historically, Hartford, CT has not been a city with which most entrepreneurs are deeply familiar, I’m confident they will be soon. There are 46 Techstars accelerators around the world in cities including Los Angeles, New York, Boston, London and Lisbon and Hartford. As the Managing Director for the STANLEY+Techstars Accelerator in Hartford, I think it’s important for founders to understand why they should consider building their business in Hartford, CT, a city which just made Inc’s “50 Best Places to Start Your Business” list.

At the center of Connecticut, a state with a rich history in innovation, mid-way between Boston and New York City, Hartford has made great strides in the urban revitalization of its core in the past few years and is attracting artists and entrepreneurs, investment from real estate developers, and a continued commitment from large U.S. corporations including Stanley Black & Decker, which recently placed its Manufactory 4.0 at One Constitution Plaza in downtown Hartford.

Here are the top 8 reasons why entrepreneurs, artists, and developers are flocking to Hartford, CT.

1. A CENTRAL LOCATION, CLOSE TO EVERYTHING

For those unfamiliar with Hartford, I’ll start with the basics. Hartford is the capital city of Connecticut, a New England state with a rich history of innovation and manufacturing, with borders touching New York, Long Island Sound, Rhode Island, and Massachusetts. Just a 2.5 hour road trip to NYC or 1.5 hour road trip to Boston, Hartford is at the center of the Northeast technology corridor. As described on the MetroHartford Alliance site, you’ll find more than 23.5 million people within 2 hours of Hartford and within 200 miles “you’ll find 21 million jobs, 2 million companies, 13% of the US economy and 66% of the Canadian economy.”

2. EASY TO ACCESS

By Air: Hartford’s Bradley International Airport provides flights to a number of cities including direct flights to Dublin, Ireland on Aer Lingus.
By Rail: Hartford’s Union Station offers train service to multiple destinations including New York and Washington DC along commuter lines and access to Amtrak.
By Bus: There’s Wi-Fi enabled bus service to cities including Boston.
By car: The U.S. Highway system provides paths to Boston in just 1.5 hours. to New York City in just 2.5 hours, to ski resorts in New Hampshire and Vermont in 2 hours and to the beaches of the Atlantic Ocean in just 1 hour.

3. EXCEPTIONAL HIGHER EDUCATION RESOURCES

The University of Connecticut’s innovative new Engineering and Science Building. (Photo courtesy Sean Flynn/UConn Photo)

Connecticut has an exceptional number of college graduates in the state, and has 39 universities and colleges including Yale University, the University of Connecticut, the United States Coast Guard Academy, Trinity College,the University of Hartford, Wesleyan University, and Connecticut College, to name a few, and 12 community college, many of which have advanced manufacturing programs like Goodwin College in East Hartford. The concentration of higher education programs provides a foundation for potential employment and for the highest caliber mentors.

4. WORLD-CLASS CORPORATIONS

Connecticut is the headquarters location for 17 Fortune 500 companies and many other notable organizations including Stanley Black & Decker, Aetna, United Technologies, Charter Communications, XPO Logistics, Amphenol, Xerox, and Henkel.

5. A THRIVING CENTER FOR MANUFACTURING

In addition to corporate facilities, there are several manufacturing centers in Connecticut. According to the National Association of Manufacturers, manufacturers in Connecticut account for “10.7% of the total output in the state, employing 9.3% of the workforce. Total output from manufacturing was $28.01 billion in 2017.”

6. LOADS OF CULTURAL OPPORTUNITIES

A view from inside the Wadsworth Atheneum Museum of Art in Hartford, CT.

Hartford is home to many cultural and entertainment destinations including the Mark Twain House, the Harriet Beecher Stowe Center, the Wadsworth Atheneum, the Tony Award-Winning Hartford Stage, the Connecticut Science Center, Bushnell Park, and Elizabeth Park, just to name a few. There are also opportunities for sports enthusiasts to see the Hartford Yard Goats play at Dunkin Donuts Park, and the new Hartford Pro-soccer team, Hartford Athletic, play at Dillon Stadium in 2019.

7. VALUABLE RESOURCES FOR ENTREPRENEURS

Beyond tapping into the large number of corporations, having simple ways to navigate across the tech corridor, resources from the academic communities, and several cultural opportunities, there are many systems to support entrepreneurs as they scale and develop their businesses.

As the Managing Director for the Techstars program, run in partnership with Stanley Black & Decker, I see an enormous opportunity for entrepreneurs in Hartford. Beyond the Techstars network and program, founders who are accepted into the STANLEY+Techstars accelerator benefit from gaining an inside view into Stanley Black & Decker and access to mentorship of the highest caliber. In our first year, we had companies from countries including Israel, Ireland, Canada and the Ukraine participate, and 4 of the 10 have opted to make a permanent presence in the state. You can read more about some of the exciting developments from our first year here.

In addition to the STANLEY+Techstars program, there are many co-working spaces such as Upward Hartford available to founders. There are also organizations including the Crossroads Venture Group (CVG) and CTNext, which exist to support entrepreneurs in the region, and global competitions such as Connecticut’s $5 million Venture Clash. For insurance-focused startups there is also an accelerator focused on innovations in insurance technology in Hartford.

8. INCREDIBLY AFFORDABLE REAL ESTATE

Financial resources for young companies and artists are often limited. So many founders and artists are attracted to Hartford for its competitive price point. With many of the same architectural bones as Boston and New York, with brownstone buildings, and factories primed for loft space, the price points in Hartford are pretty astonishing in comparison to neighboring cities.

For example here’s a recent listing for a brick Victorian in Hartford near downtown with over 3,000 square feet for $275,000.00 Here’s an example of what you would expect to pay in Boston for a brick building with more than 3,000 square feet: $3,895,000.00. From a real estate perspective, it seems like an opportunity for artists and developers on par with previous developments in places like Boston’s South End; Hoboken, NJ; or Park Slope, Brooklyn.

In summary, if you’re an entrepreneur looking for a city with proximity to large corporations for business development, access to world-class academia, cultural and entertainment options, with easy access to Boston and New York, at a comparatively affordable price, you must consider Hartford.

About the Author
Entrepreneur and lifelong learner Claudia Reuter is a Board Member and Managing Director at Techstars (Stanley+Techstars Accelerator).

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The Stark Building Encourages Businesses to Start, Grow, and Stay in Hartford

January 03 2019 Innovation Destination: Hartford Initiatives 0 comments Tags: business growth, Connecticut, CT, Hartford, startups

The Stark Building at 750 Main Street in Hartford, CT.

Innovation Destination Hartford Website Curator Nan Price visited The Stark Building at 750 Main Street in Hartford and spoke with Adam Stark, President of Stark Office Suites, about the importance of supporting a community of business owners in Hartford.

NAN PRICE: Stark Office Suites has 11 different locations throughout New York and Connecticut. Why did you choose to create a presence in Hartford?

ADAM STARK: Our other locations focused on the individual “executive office suite” market, which are mostly one- to four-person businesses. We served a few larger companies and some satellites, but we’ve mostly been focused on the smaller side.

One of the things we saw with a lot of growth companies is, they would move in and it worked out well and they loved it. But, as they continued to grow, we couldn’t scale them in a meaningful fashion and the relationship would ultimately come to a natural end.

We stay in touch with our clients and many would tell us they missed a lot of the things Stark Office Suitaes provided. They wished there was a solution that made sense, so they could have continued to grow with us.

That got me thinking: It would be nice if we could provide something that would enable us to follow a company’s growth cycle. That’s challenging to do that when you’re a tenant subleasing space. The economics don’t make sense. In all our other locations, we’re a large tenant, but we’re still a tenant in a building.

I realized to be able to expand the concept, I needed to own a building. I spent a lot of time researching buildings. Since most of our locations are in metro New York, I started in that area, but I couldn’t find the type of building I was looking for. At one point, my broker asked if I’d thought about Hartford? I hadn’t. I said: Why not take a look?

When I came to see Hartford and saw this building, they both were much better than I expected! I liked what was going on with downtown. There’s an energy here. It felt like a city that was in transition.

This building at 750 Main Street was noteworthy for a few reasons. It’s a 130,000 ft.² building with 102 suites. It was set up the way I wanted a building to be set up, with a lot of small floor spaces and small interlocking suites, which would enable us to accommodate companies in different growth phases. You could add and subtract and move people around.

It seemed like there was a real opportunity to restore the building into something special. There really was really nothing else like it in Hartford. I thought I could accomplish what I wanted to accomplish, which is to be able to provide our offerings not just for single offices, but all the way up to larger 8,000 to 10,000 ft.² spaces.

NAN: When did you purchase the building?

ADAM: November 15, 2017.

NAN: One of your goals was to create a home for new, emerging businesses.

ADAM: Yes. This building seemed like it could be appealing to a broad range of startups, particularly tech startups. We can take away some of the challenges businesses face when they’re starting out. We do our own managed networks. That makes it appealing for startups to be able to come in and have everything set up for them, so they can focus on developing their products or services.

NAN: What types of companies are located in the Stark Building in Hartford?

Night time view of the Stark Building at 750 Main Street in Hartford, CT. ©Photoflight Aerial Media

ADAM: We’ve got a variety of organizations including a few not-for-profits, some tech companies, and several midsize law firm as well as individual attorneys. We focus on anything from a single office up to 8000 ft.², that’s our niche.

On the real estate side, we’re not just renting a space. Having space ready for use is not the same thing as having the space available. We can make the spaces move-in ready and expand with companies.

All our locations are equipped with state-of-the-art technology—but also have a traditional flair, because the people we often appeal to like something classic. This building, before we got here, was old. We wanted to convert old into classic.

The other thing is, we give our tenants access to our other locations. For example, if a tenant wants to hold a board meeting in New York City, we have 10 conference rooms at our suites across the street from Grand Central Station.

We don’t just cater to the tech-type startups, but professional startups. Many professionals are breaking away and starting their own companies. They’re entrepreneurs too. If you’ve been part of a law firm and you’re going out on your own and starting your own practice, you are creating something.

These professional practices aren’t going to be the next Amazon—that’s not what the plan is for them. Not everyone can be and not everyone wants to be. A lot of people just want to have their own operation. I can relate to that. I wanted that.

NAN: How so? Tell us a little about your entrepreneurial experience.

ADAM: I worked in the mergers and acquisitions industry for several years, which was great. I got to see a lot of different types of businesses. I got to see what worked and what didn’t; what was valuable and what wasn’t.

In 2004, I had an opportunity to take my chips off the table and try something different. I live in Westchester County, New York. At the time, I noticed White Plains was starting to undergo a rebirth and I wanted to figure out how to get involved with it.

I thought it would be interesting to provide a place for professionals to set up shop. That concept isn’t unique. But generally, the focus had been on providing a temporary solution.

Well, what if instead of it being a temporary solution, it was a community? When you’re out on your own, it’s lonely. I thought it would be nice to create an environment where there were colleagues without being an employee or co-worker. I wanted to try and create something that was higher-end, where people would feel comfortable and they would feel there were folks in similar types of professions around to develop a community feeling.

I started out with a 7,200 ft.² building that was probably the emptiest building in Westchester county at the time. I remember thinking: This is either really smart, or really dumb and I’m going to find out soon!

Fortunately, things worked for the city, the building, and us. And it grew out from there.

NAN: According to your website, your tenants “become part of our unique networking community that encourages entrepreneurship and business growth.” In what ways?

ADAM: We host community events throughout the year where our tenants can network. But we found the events aren’t what creates the community—it’s the people in the building.

We realized, aside from our orchestrated events, people were really developing the community around the kitchenette or by the water cooler.

Our spaces start to develop a life of their own. I can’t tell you how many people have done business together by being neighbors—whether it’s a real estate attorney who met a developer on another floor, or an emerging tech company who got to know the accountant down the hall.

That’s what we’re hoping to develop here in our Hartford location—the sense of building community. We also use social media to help our tenants get to know one another. We’re careful to balance community with privacy.

NAN: How are you marketing and making people aware of the available space?

The lobby at the Stark Building in Hartford, CT.

ADAM: Some quality tenants were already here when we came into the building. Our goal has been to try and populate the rest of the building with vibrant, growing businesses.

We’re marketing through brokers and online directly to try to create a presence. The focus has been not so much occupancy percentage, but life. How do we get more people in? Because people beget people.

The challenge in all our locations is getting that critical mass going. Once you have the critical mass, people have friends, they bring in people, it all feeds on itself.

NAN: Let’s talk about the importance of fostering entrepreneurship here in Hartford.

ADAM: My feeling is that for Hartford to continue to develop, it has to attract a diverse group of people and organizations.

If there are different types of businesses that all want to be downtown, it creates a fabric where people feel it’s desirable to be here because there are other businesses they want to do business with here. It creates a whole ecosystem of people doing business with one another—people meeting in local coffee shops and going to restaurants downtown.

I think on the professional side, that’s where The Stark Building could play a role, by creating another home in downtown Hartford that could cater to these types of businesses. And, as these businesses continue to grow, they wouldn’t have to leave Hartford.

My thought was that this building would maybe thread that needle for businesses to start here—and want to stay here. It’s also a place for them to grow in Hartford and continue to become part of the community.

Learn more about Stark Office Suites and The Stark Building

VISIT: starkofficesuites.com and starkofficesuites.com/hartford
FOLLOW: Facebook | LinkedIn

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Creative Entrepreneur Opens Seven Ravens Tattoo

December 24 2018 Innovation Destination: Hartford Startups 0 comments Tags: Connecticut, CT, entrepreneur, entrepreneurship, Glastonbury, small business, woman-owned business

Creative entrepreneur Erica Lynn launched Seven Ravens Tattoo in July 2018.

Creative entrepreneur Erica Lynn launched her own company Seven Ravens Tattoo in July 2018. Innovation Destination Hartford Website Curator Nan Price touched base with Erica to find out what it was like to start working for herself and why it’s sometimes beneficial to be a solopreneur. (Hint: It’s an energy thing.)

NAN PRICE: Have you always wanted to own your own business?

ERICA LYNN: It was something I’d thought about. Early in my tattooing career, I had the opportunity to join with someone who asked me to open a shop, but I really didn’t want to at the time. I wanted to focus on the actual craft and get technically sound before I did that.

I was thinking it would be a few more years before I opened my own shop, but it all kind of unfolded. When my fiancé found the property here in Glastonbury, I thought: I’ll just go down this path and see what happens. If it’s meant to be, it will work out. If it’s not, then whatever. And it all just worked out.

NAN: How did you get started? What was that process like for you?

ERICA: I have a degree in business management. I think that helped me understand how to present myself professionally and figure out the paperwork for the business end of things.
Working at other tattoo studios, I had some insight as to how the zoning requirements worked. Every town is different. Tattoo shops are regulated differently on a town-by-town basis

I went to the town of Glastonbury to get approval to be here. I visited the town’s planning and zoning and asked what to do. They didn’t really know what to do with me because they didn’t have any tattoo shops on record.

I had to get all this paperwork together including information about floor plans. Every time I would have made a phone call, I just showed up to the town hall and made sure they saw my face and knew I was serious about my business.

NAN: How long was that process?

Sample of work done by Erica Lynn, Founder of Seven Ravens Tattoo.

ERICA: It went pretty fast. I started in April and I got the approval in June. I was supposed to go in front of the board on June 13 to get the permission granted. I received a call on June 6 telling me I’d done everything the town asked me to do. The town had reviewed and approved it. They told me: You’re all set, go forth and tattoo.

NAN: Was that the most challenging part of being a startup?

ERICA: I think it was the most stressful part. Because I was trying to get all the pieces together on a tight deadline.

NAN: What would you say has been the most challenging?

ERICA: My own time management. In my head, I always think I can get a million things done in a day!

NAN: How did you transition from a business management degree into tattooing?

ERICA: I always had an artistic side. I’ve tried every medium—I’ve worked with wood, painting, crafting and music was huge for me for a long time. But the way I grew up, we didn’t have a lot of money and I didn’t think being an artist was a wise financial decision.

I also went to college at night and, at that time, the only thing that offered with business management. It wasn’t really intentional. I was good at it and I made good money, but I didn’t feel authentic.

I was working for a financial publications company in Bloomfield in 2008 when the stock market crashed. The business owner was trying to figure out how to cut costs. I remember basically asking him to lay me off. I knew I wanted to do something else. So he did and I went back to school for art therapy. I was there for a few semesters when I realized what I really wanted to do was tattoo.

NAN: Had you always had that interest?

ERICA: I got my first tattoo when I was 16. So, it wasn’t a new interest. I just never thought I could do it. But I thought: Okay, if the “safe” thing I tried to do going into business isn’t safe because the economy is crashing, why don’t I just do something I enjoy?

Art therapy was a little too intense for me, the professional work is mostly in hospitals or clinics. And I like fine arts! Besides, I was still trying to do the same thing, finding a “safe” profession.

And then, about seven years ago I started my tattoo apprenticeship and I thought there’s no way I can do both. I had to choose. I knew the first time I used a tattoo machine, out of all the mediums I’d used, I wanted more. I didn’t finish the art therapy degree. I just went for it with tattooing. And here we are.

NAN: You obviously had clients before you went out on your own. How have you been marketing and getting your name out?

ERICA: I’ve been very lucky. Tattooing itself is a unique thing. If you see a tattoo you like on someone else, you can ask who did it. So, I’m basically marketing any time I do a visible tattoo on someone. I get so much business from word-of-mouth.

And, because I was already involved in the arts community around here, even when I started my apprenticeship, I couldn’t believe how many people were willing two let me tattoo to them when I was brand new. I really haven’t struggled in that avenue.

I’ve also been using social media to spread the word about my new business.

NAN: Let’s talk future plans. Would you eventually like to have an assistant? Would you bring in a second tattoo artist?

ERICA: It’s just me. There’s one room. And that was intentional. I work well alone. I really like when I’m working with a client and it’s just our energy.

Financially, I know I could make a lot more money if I opened a shop with more artists, but that’s not something I want to do right now.

Another sample of work done by Erica Lynn, Founder of Seven Ravens Tattoo.

NAN: How did you end up in Glastonbury?

ERICA: Glastonbury is the area where my fiancé and I want to settle down. And I want to be accessible to everyone, so Glastonbury is perfect. I had worked in Berlin, Hartford, and Manchester. You accumulate clients after time, and they can still reach me here.

NAN: What have you learned most about going into business for yourself?

ERICA: Well, I was already in business for myself. Tattooing is similar to hairdressing and massage therapies in that you’re usually renting space or paying a percentage of what you earn to a company. The only difference is now I have my own location. I’ve always handled all my clients and did my bookings, etc. so it didn’t seem like this major shift. But I love it. I think more than anything I did it to just have a space where it’s about the energy of just my clients and myself.

Learn more about Seven Ravens Tattoo

VISIT: www.sevenravens.com
FOLLOW: Facebook | Instagram

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Hartford Ranks in Top 50 Best Places to Start a Business

December 21 2018 Innovation Destination: Hartford Accolades 0 comments Tags: Connecticut, CT, Hartford, Hartford/East Hartford Innovation Places, Innovation Places, Otis Elevator, Pratt & Whitney, reSET

With the new Surge Cities Index, Inc. and innovation policy company Startup Genome ranked the top 50 metro areas in the United States on seven key indicators—from early-stage funding metrics to job creation.

HARTFORD, CT RANKED #46

The Hartford area is on an upswing—thanks, in part, to a rebound in manufacturing. Aerospace company Pratt & Whitney can’t keep up with jet engine orders, and Otis Elevator Company does more than $12.3 billion in net sales.

Pioneering accelerator reSET, which has a social impact focus, has graduated 100 area companies over the past five years.

Toolmaker Stanley Black & Decker recently launched the Stanley+Techstars Additive Manufacturing Accelerator with Techstars. And Hartford/East Hartford was named one of the state’s four Innovations Places.

Read the full report: These Are the 50 Best Places in America for Starting a Business

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10 CT Entrepreneurs Share Tips and Advice

December 20 2018 Innovation Destination: Hartford Entrepreneurial Insights 0 comments Tags: business advice, Connecticut, CT, entrepreneurs, entrepreneurship, Greater Hartford, startups

Throughout 2018, Innovation Destination Hartford continued to meet with dozens of entrepreneurs from all types of industries and all stages of growth. Here’s some entrepreneurial insight from 10:

HAVE A PLAN IN PLACE

If you have an idea, make sure you have a good plan in place. It’s more than just starting up. It’s about creating a business plan for this year—then updating it for the next year, then the following. Longevity is the goal.
– Jim Giuliano, Founder Construction Solutions Group.

READ: Connecticut Entrepreneur Founds Owner’s Representation Firm
VISIT: csgroup-llc.com

LEARN HOW TO FIND INFORMATION

Lacey Banks McGill (standing) is a Business Advisor at the University of Hartford Entrepreneurial Center. (Shana Sureck Photography)

“If your business is growing, moving up market, or expanding, you’re going to be on a learning curve. You shouldn’t feel inadequate because you don’t know something. You’re always going to not know something. One of the best skills you can learn early on is how to find information—it’s not so important to already know everything.”
— Lacey Banks McGill, Business Advisor at the University of Hartford Entrepreneurial Center

READ: Business Advisory Services from the University of Hartford Entrepreneurial Center
VISIT: www.hartford.edu/ec
FOLLOW: Facebook | Twitter

FIND THE RIGHT MENTORS

“Mentors help you when you’re successful—and when you’re not….Finding the right people to talk to is a shortcut to success.”
– Shana Schlossberg, Founder & CEO Upward Hartford

READ: Upward Hartford CEO Encourages Women Entrepreneurs
VISIT: www.upwardhartford.com
FOLLOW: Facebook | Instagram | LinkedIn | Twitter

KNOW YOUR NUMBERS

“My advice to business owners who are just starting out or those who have been around for a while is to intimately know your numbers—your operating expenses, cost of goods sold, revenue coming in, etc. You cannot make any well-informed decision unless you truly know your numbers. And be real and honest about those numbers—the only person you’re hurting is yourself, if you are honest. It’s not always a pleasant exercise, but it’ll make you a better business owner in the long run.”
– Jenn Grace, Founder Publish Your Purpose Press

READ: Connecticut Entrepreneur Founds Social Impact Publishing Company
VISIT: publishyourpurposepress.com
FOLLOW: Facebook | LinkedIn | Twitter
WATCH: Thought leaders successfully transition to published authors with Publish Your Purpose Press

ONLY MARKET TO YOUR IDEAL CLIENT

“While it may be technically true that anyone with money could buy your product or service, from a marketing standpoint, you simply can’t market to ‘everyone’….Understand what makes your clients tick, how they make decisions, why they do what they do, and why they buy what they buy.”
– Mike Keiser, Co-Founder, The Entrepreneur Circle

READ: Improve Your Marketing by Identifying Your Ideal Client
VISIT: mentalcompass.com
FOLLOW: Facebook | LinkedIn | Twitter

MAKE PEOPLE HAPPY

“Word of mouth is your best marketing tool. If people are happy and they know they can trust you, they will hire you.”
– Diana Lamenzo, Director Tutoring You to Excellence, LLC

READ: Connecticut Entrepreneur Founds Tutoring Startup
VISIT: www.tutoringtoexcellence.com
FOLLOW: Facebook | LinkedIn

FOCUS ON THE PROCESS

“Belief and passion are good, but then you need to figure out: How do I establish proprietary positions? How do I establish control over the manufacturing, formulation, and ownership structure so that when we make a product, we get paid? How do we create value for investors? How do we build a business? And that requires a real focus on the process.”
– Richard Andrews CEO Azitra Inc.

READ: Serial Entrepreneur Helps Build Scientific Startups
VISIT: azitrainc.com
FOLLOW: LinkedIn | Twitter

BE READY

“Make sure that you’re ready and then don’t quit and keep going no matter how tough it gets. That’s something that people have said to me….If you really believe in your product, what you offer is going to come from love not fear.”
– Sarah Barr, Founder Washashore Writing

READ: Woman-Owned, Hartford-Based Startup Communications Company
VISIT: www.washashorewriting.com
FOLLOW: LinkedIn

FIGURE OUT WHAT DRIVES YOU

“Many times, when you see a new concept or business idea, you wonder: Why didn’t I think of that? But, you have to change your mentality. Instead of wondering, why you didn’t think of something first, you have to be ahead of the curve. You have to try to understand what the next thing is that will really drive you internally day in and day out. Because you can’t invest in something you don’t believe in.”
– Chirayu Shah, Co-Owner The Coder School

READ: The Coder School Opens in Farmington, CT
VISIT: www.thecoderschool.com/farmington
FOLLOW: Facebook | Instagram | Twitter

DON’T GET TOO MUCH ADVICE

Too much advice will drive you insane and you can make bad decisions. Get a mentor, build your board of directors with people you trust, and look up to those who are successful and loyal—people who want to see you grow and succeed.
– Brenda Mierzejewski, Founder Mizzi Cosmetics

READ: Connecticut Entrepreneur Shares Updates and Hiring Tips
VISIT: mizzicosmetics.com
FOLLOW: Facebook| Instagram | Twitter

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Innovation Places Hartford/East Hartford

December 17 2018 Innovation Destination: Hartford Initiatives 0 comments Tags: Connecticut, CT, East Harford, entrepreneurship, Greater Hartford, Hartford, innovation, Innovation Places

In June 2017, the communities of Hartford and East Hartford were selected as one of four Innovation Places in Connecticut.

Michelle Cote, Instructor & Director, Strategic Partnerships for the Connecticut Center for Entrepreneurship & Innovation (CCEI) at the University of Connecticut School of Business, has been spearheading much of the initiative, serving as Director of Hartford/East Hartford Innovation Place.

Innovation Destination Hartford Website Curator Nan Price checked in with Michelle to learn more.

NAN PRICE: Give us a little background about Innovation Places.

MICHELLE COTE: In early 2017, CTNext issued a call to communities from around the state to develop strategies that would make their places more visible and vibrant hubs of entrepreneurship. A dozen communities responded, and the strategy developed by Hartford and East Hartford was chosen for investment and designation as one of the state’s four Innovation Places. The other three Innovation Places are Stamford, New Haven, and Thames River, which is a partnership between Groton and New London.

Through the Innovation Places program, CTNext will invest up to $2 million each year, for three years, in matching funds ($1:$1 minimum) to other investments made to advance innovation and entrepreneurship initiatives in Hartford and East Hartford.

NAN: Let’s talk about Hartford/East Hartford Innovation Place.

MICHELLE: It all started about 18 months ago, when several community members came together to work on the planning phase of our strategy. The opportunity to receive designation as an Innovation Place helped us zoom out and look our community and understand how our anchor institutions could complement each other in new ways. It’s different than how we normally operate—concentrating on our own distinct missions, visions, and goals. We worked together to identify not only Hartford and East Hartford’s strengths, but also key areas where further investment is needed to achieve our community’s full potential to become a robust hub of innovation activity.

Now that we’re in the implementation phase, we work one-on-one with each project lead to support achievement of mutual goals. We have also created a board and a governance structure to help us stay accountable to our strategic objectives and continue to broaden our outreach process to other key members of the community.

NAN: How has the mission and vision progressed?

MICHELLE: When we evaluated our region’s economic drivers, three pillar industries immediately came into focus: Insurance, healthcare and medical technologies, and advanced manufacturing. All three of these industries are also undergoing significant change driven by new technologies, globally.

We realized we needed to engage these economic pillars of our community in thoughtful conversations about their innovation priorities and find ways to support them in doing so that also served our region’s broader economic and community development goals. By looking for these “win-wins” we would help highlight new opportunities for entrepreneurs, and help our anchors stay relevant and grow within a rapidly changing marketplace.

To our delight, Travelers, The Hartford, Cigna, and Hartford HealthCare responded immediately to help us get things started. In the past year, Stanley Black & Decker and Aetna also became important partners helping drive change in each industry.

We’ve also engaged several of our community’s higher education institutions to help prepare talent for careers in an innovation-driven environment. The University of Connecticut, the University of Hartford, Trinity College, and Goodwin College are all actively engaged, and/or delivering programming that is part of our Innovation Place effort.

And, finally, our partnerships with the Connecticut Center for Advanced Technology (CCAT), reSET, MakerspaceCT, Connecticut Science Center, The iQuilt Plan, Riverfront Recapture, and International Hartford have helped us identify ways new ways to support emerging entrepreneurs and connect them with the broader community.

NAN: Tell us about your role as director of Innovation Places Hartford/East Hartford.

MICHELLE: My primary role is to lead a community-wide strategy to make Hartford a great place to launch and grow a business. I convene and facilitate conversations that help direct investment that attracts and supports entrepreneurs and the talent they need to realize their potential.

We have assembled working groups for each part of our community’s overall strategy. Additionally, I lead a Board of Directors dedicated to defining the strategy, removing obstacles, and championing the innovation efforts in these cities.

For our InsurTech effort, Travelers, Cigna, The Hartford, and Aetna helped provide direction for the design and implementation of Hartford InsurTech Accelerator, which is the first component of the Hartford InsurTech Hub.

The MedTech working group includes leadership from Hartford HealthCare and strong involvement from Trinity College, UConn, Connecticut Health Foundation, and a local serial digital health entrepreneur.

In advanced manufacturing, we’re working with Stanley Black & Decker, CCAT, Goodwin College, and the University of Hartford. Much of that work includes specific interventions to help area manufacturers improve precision and efficiency by incorporating advanced manufacturing techniques and augmenting the talent pipeline needed to meet increasing production demand.

Building an innovation ecosystem in Hartford wouldn’t be complete without investing in placemaking activities and ways to increase “social capabilities,” which is a term we use for improving the efficiency and effectiveness of connections across the ecosystem. We have engaged partners in this space, so our entrepreneurs have a sense of community, support, and a vibrant place to live and or work.

I work closely with each working group and partners across the community to share information about new programs and resources being developed by other partners, track the progress of each initiative and the growth of the community as whole, and identify and recruit new partners.

The progress we’ve made is truly because of the involvement and collaboration of so many community members. We’re finding new ways to work together that will benefit everyone. Seeing how much energy everyone is bringing to that shared goal has been inspiring.

Over the past year, it’s been incredibly rewarding to launch new initiatives with our original partners and find new ways of working with companies and organizations that have been making important contributions to our community on their own.

We get stronger with every new partnership—new perspectives open new possibilities. And as energy is added to our efforts, momentum continues to build. We’re proving to even the most skeptical critics that we have a unique moment to work with right now and by working together, we can reinvent our community.

NAN: Can you share some of the accomplishments since the organization began?

MICHELLE: I’m proud that we have proven we can work together as a community to tackle challenges that are bigger than each of us could address—or make visible impact against on our own.

On the investment side of things, more than 20 different initiatives throughout the community have received some sort of matching funding through the Hartford/East Hartford Innovation Place program.

College students have participated in eye-opening programs and summer internships through reSET and high school and middle school students have gained exposure to new career paths in manufacturing and practiced skills through Goodwin College and Trinity College. Free community workshops in Arduino, and other advanced technology skills have been hosted by MakerspaceCT.

We piloted a new food truck zone outside of Hartford Hospital one day a week over the summer and hope to continue to bring new foot traffic to that part of the city next spring.

Innovation Places also helped to ignite the local InsurTech scene in Hartford, through the development of Hartford’s InsurTech Accelerator. The initiative was developed by the Hartford InsurTech Hub, powered by Startupbootcamp.

The buzz for the accelerator program rippled throughout the community. Most importantly, four of the 10 participating startups found Hartford such a great place to grow their business, they decided to establish an office here. As a result of this success, the city of Hartford received designation from the National League of Cities and Schmidt Futures, as “the country’s premier destination for insurance technology” in conjunction with its new initiative, the City Innovation Ecosystems program.

In the next six months, we’ll see a similar program emerge focused on digital health technologies and we’ll launch an advanced manufacturing thought leadership speaker series with Stanley Black & Decker.

NAN: How are all these initiatives making Hartford have sticking power?

MICHELLE: That’s a good question. We realized from the beginning of our planning process that Hartford’s strongest building block for a robust innovation ecosystem is industry. This is because of the concentration of Fortune 500 companies located here and their ability to serve as critical sources of market feedback and proof-of-concept partners and then, ultimately, customers for early-stage technology companies.

We’ve seen the same benefit provided to startups with the Stanley+Techstars Accelerator and reSET’s Impact Accelerator. Soon we’ll be seeing it in a new digital health program to be announced this spring.

And, we’re starting to develop meaningful partnerships with higher education partners to link students interested in innovation and emerging technologies with opportunities to work with startups and help fill those companies’ need for growth talent.

However, we must be realistic as a community and admit we have a way to go in making Hartford feel like a great place to not only access industry expertise, but also to live, work, and play. It’s one of the reasons we’ve embarked on new partnerships with the Connecticut Science Center, Riverfront Recapture, and iQuilt.

Helping entrepreneurs realize the great lifestyle and recreation assets we have here in Greater Hartford will be key to making it feel like a place more people can call home. And, we think providing opportunities to shape the future of our community will accelerate that process.

NAN: How can Hartford/East Hartford as a community make that happen?

MICHELLE: It’s all about increasing the concentration and visibility of activity that’s happening here. Soon, we’ll have four different accelerator programs attracting top entrepreneurs to our city, often for the first time. The timing of those programs has been designed to ensure there’s overlap amongst each, as well as year-round innovation activity happening here in Hartford.

We’re also working on establishing new partnerships between our educational institutions and industry-led innovation initiatives, so we can develop new talent pipelines that will help fuel growth in next-generation technology and our entire community.

And, finally, we need to continue expanding the number of partners involved in the effort and inviting new participants to contribute to the continuous evolution of our community.

We’re proud of the new partnerships we’ve established this year, but it will take a much broader network to truly scale the initiatives that have started to open new opportunities for Hartford. There’s a place in this effort for everyone and making Hartford a leading center of innovation that drives the 4^th Industrial Revolution will require contributions from many.

NAN: What does this initiative need to continue its success? And how does someone get involved?

MICHELLE: Innovation Places has been trying to engage in conversations with as many stakeholders who have a vested interest in the future of this community as possible. The most important objective of those conversations is always to understand what’s important to stakeholders and discover opportunities to advance mutual goals.

Additionally, in 2019 we’ll be working with a Connecticut-based marketing firm to help us develop an “innovation” branding strategy for Greater Hartford that will include campaigns and communication highlighting all the assets our city has to offer.

More than anything, what we need to grow as a community is creative thinking and a belief that we’re capable of turning our city into the place we want it to be. While it’s true that our region has faced and will continue to deal with several large challenges, new possibilities have also started to emerge. But we need partners to turn the opportunity into reality.

The best way to get involved always starts with a conversation. If you’ve identified something that will help support continued growth in innovation and have ideas about how to do that, we want to talk with you. And, until we roll out our new communication platform in the spring, the best way to connect is to shoot me an email: michelle.cote@uconn.edu.

NAN: What’s next for Hartford/East Hartford Innovation Places?

MICHELLE: We already proved that our community can be a great environment to support and accelerate the development of new, early-stage technology companies. The next step will be building out other resources and the connections between them to prove this is a great place to grow a business.

We’ll focus on creating an environment where later-stage startups and scaleups can still interact with industry, but also benefit from strong connections to talent, capital, new spaces, and a tremendous quality of life. We want those companies to recognize our region as a great environment to support their growth—but recognition from the outside starts with each of us who are already here.

We need to take it upon ourselves to celebrate the progress we’re making and the tremendous assets we have in this region— and share that with people we interact with, whether that’s locally, regionally, nationally, or globally. Our pride will inspire others to join us.

Learn more about Hartford/East Harford Innovation Places (PDF)

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CT Entrepreneur Talks Reinvention and Self Discovery