Russell sergent discusses the challenges that come with running multiple companies

Russell Sergent Discusses the Challenges that Come with Running Multiple Companies Operating one company alone is a challenge that some people cannot do successfully, or for more than a year. However, there are certain people in the world that not only take on the challenge of running a company, but do so for more than three, pursuing the impossible by making a successful operation strategy for each of them. This is a very hard task to do, and depending on how the company’s industries cross over, several obstacles come up concerning how they will individually operate. Russell Sergent is a 20 year veteran in entrepreneurship, and has run four companies over his career, all of them being simultaneously pushed towards success. The tips that he gives people looking to run multiple businesses have helped many achieve greater results with their ideas.

Before many companies can be successfully managed, Russell Sergent pushes business professionals to master the art of running their first business. Piling on too many businesses causes more harm than good to entrepreneurs who can’t handle the load, because when one business adds on, slack builds in all of the remaining businesses, until all of them lose grip on the element of profitability. Just like a gardener would not plant more flowers than his/her ability to maintain them, a business person should not pursue more businesses than they have the capacity to properly manage them. Sergent’s other three businesses came almost a decade after his first one, where he spent 80 hours a week sharpening his ability to successfully operate Pro-Source Distributors.

Once the first company created becomes habitual, the next step is to take elements of the first company and integrate it into the second company. Testing will need to be done to find the optimal strategy for this new and unfamiliar company, and Russell Sergent admits that this is the hardest part. No company can be run the same, meaning that different strategies may not work at all for a second company. Testing the waters with different approaches and protocols will ensure that the second company can thrive in its industry. While the first one should be a habit, the next task is to make the second company’s operations a habit as well. Sergent stresses the need to make operations a habit each and every time a new company is adopted, to prevent things from becoming overwhelming. This same process will become exponentially harder based on each new company added, but using this process will help to establish a grounds for the person’s entrepreneurial limit.