The other night over dinner, I found myself in an unexpectedly invigorating conversation with a 23-year-old entrepreneur who was part of an 8-person startup. Their team had recently secured US$60,000 in seed funding from a university alumnus to develop an AI-powered device that helps blind and low-vision users better navigate the world around them.
As he enthusiastically shared their mission, I couldn’t help but slip into consultant mode— something both Nic and I have done for years. Consulting, while time-consuming, has been one of the most valuable ways we’ve sharpened our own business and marketing muscle. It’s a two-way street: we gain insights into other industries while offering a fresh perspective to the people we help.
I started asking questions:
- How do you plan to market your device?
- What’s your go-to-market strategy?
- Are your hardware components affected by U.S. tariffs?
As the questions flowed, he began to see angles he hadn’t previously considered. For example, he mentioned the device could also benefit the elderly—a valid market—but I advised him to focus on one audience first. Trying to serve too many groups with limited resources can dilute your efforts and message.
I also suggested a low-cost yet impactful approach: send the device to blind influencers or community leaders who could provide feedback, or even advocate for the product. I learned this from one of my podcast guests – she was a fashion retailer who started sending her clothes to influencers. She didn’t nudge them to wear or write about her clothes; not everyone did but those who did helped her grow her business. Real-world testimonials from real users are often more powerful than paid ads especially in niche spaces.
When we discussed pricing, he said they planned to sell the product for US$100. While it’s affordable compared to other AI-based solutions, I cautioned him not to underprice. “Don’t price yourself out of business,” I said. Accessibility is important, but so is sustainability. Profit allows you to continue creating impact.
Another point I raised was about building relationships. I recommended joining an incubator—not just for the knowledge, although that’s certainly valuable but for the community and connections that often prove critical during the startup journey. He mentioned that his founder CEO had tried one but didn’t see much benefit. I encouraged him to look again. Sometimes the true value of these programs lies not in what’s taught, but in who you meet along the way. Personally, much of my growth has stemmed from the people I met in leadership programs that I have joined over the years.
Lastly, I encouraged him to work on telling a compelling story about his founder CEO. People connect with people. A strong founder narrative often becomes the heart of a startup’s brand and can drive both media attention and customer loyalty. I asked if his CEO had a blind sibling or parent as this could have been the reason he began his startup. Uncovering a personal story works wonders for marketing and this is why we teach storytelling to business owners.
This dinner reminded me of how energizing it is to offer guidance to younger entrepreneurs. They bring fresh ideas, and in return, they remind us to stay curious, open and relevant.
If you’re in business and have gained some years of experience, find opportunities to share what you’ve learned. You might just discover that helping others grow is one of the best ways to grow yourself.