The Mindset That Shaped My Approach to Business: Lessons From Childhood

When I was very young—around third grade—I remember sitting on the stairs at home, dreading some upcoming activity. My mother sat down beside me and said something that would profoundly impact my entire life: "David, nobody can ever make you do something you don't want to do."

That simple statement not only comforted me in that moment but evolved into a powerful mindset that has defined my approach to business and leadership. Somehow, I transformed that message into: "Nobody can tell you that you can't do something." This perspective has given me the confidence to question conventional wisdom and pursue solutions others might overlook.

Throughout my career, I've frequently found myself in meetings where colleagues later approach me saying, "We're so glad you asked that question." When I ask why they didn't speak up themselves, the answer is often, "We're not supposed to do that." Essentially, they're hesitant to question authority—something I've never been afraid to do.

This willingness to challenge the status quo has been particularly valuable in my work with cash flow management. Most small business owners and even many financial professionals have been programmed to think in specific ways about money: focus primarily on increasing sales or maximizing profit. But these conventional approaches often miss the critical disconnect between showing a profit on paper and actually having cash in the bank.

I remember one client—the owner of a business doing millions in sales—handing me his financial documents with tears in his eyes, saying: "My accountant says I made $250,000 this year. So where's all my money? I don't have money in the bank, and my accountant can't explain it."

This is the reality gap I help bridge. By questioning established practices and looking beyond traditional financial metrics, I help business owners understand where their money is actually sitting—often tied up in excessive inventory, outstanding receivables, or other non-liquid assets.

My mother's simple lesson about questioning what we're "supposed" to do has enabled me to help hundreds of businesses across 40 countries see their cash flow clearly. Sometimes the most powerful business insights come from the most unexpected sources—even a childhood conversation on the stairs.