1. What have you found most challenging as a leader of a small or medium enterprise?

There's no one challenge or a single most challenging aspect of small business - rather it is a bunch of little things that go into the first few years of a business: refining the message, getting past the growing pains of a solution, reaching a market, scaling, etc.

2. How did you become a leader of an SME? Can you please briefly tell the story?

By creating the initial idea and bringing it to market. In all the companies I've lead I was the person who created the solution to the problem the market was experiencing.

3. How do you structure your work days from waking up to going to sleep?

It starts the day prior: before going to bed I review what I hope to accomplish the following day. I check my ToDoist, my calendar, and ensure my inbox is as clean as I can make it.

I wake up around 6am and have "end of day" conversations with the people I have working internationally. I then catch up on all social media (and the news) and then begin working around 730am. I then try and work on the harder things of the day before the rest of the employees start. The morning is my "thinking" and strategizing time.

Every day is different - I have meetings, demos, numerous discussions, and always try and find time during the day to cultivate relationships with those in my network. On Tuesday and Thursday, I also teach a strategy class at BYU.

Lunch is usually 30 min max and then back to work.

The afternoon is, again, varied but I hope to finish around 530pm. I usually workout and then eat dinner. After dinner, I spend time with family and then finish up the day with another 1-3 hours of work before bed at 930.

Again, at the end of the day, I spend time planning what I'll do tomorrow.

4. What's the most recent significant leadership lesson you've learned?

Hire people that possess skills you don't. Hire people that are smarter than you.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Speed of Trust by Covey. I've found as a business owner working with partners or employees, it's always easier to go into a relationship with a level of trust instead of worrying about distrust or "what could happen" because the relationship was new. We can build business and relationships faster, and thus, the business gets done sooner.

6. How do you build leadership capacity in an SME?
Provide people the opportunity to lead others or lead projects. Allow people to fail without fear of reprisal. Provide support and training.

7. What is one meaningful story that comes to mind from your time as a leader of an SME so far?

With my previous company, it was a difficult decision but the choice to sell my company knowing there was another company that could take our products and employees even further.