Reflections from an Entrepreneurial Chapter

Years ago, I was eager to build something from the ground up. I quit my job at KaVo Kerr and took the leap into entrepreneurship. I co-founded Shott Tech, a consumer product venture selling water-cooling components, from radiators to fans. I led the day-to-day operations—from discussions with vendors and managing inventory to building a marketing funnel and handling accounting. I put my heart into every aspect of the business.

Over time, we gained traction—developing a brand, building a customer base, and generating steady revenue. It was a demanding but thrilling experience. The business provided me with a comprehensive, hands-on education in launching and running a company, an education I wouldn’t have acquired in any other way.

Marketing photos of Shott Tech RAD360C Copper Radiator

Through the process of building this business, I developed skills and insights in

• Product positioning and go-to-market strategy

• Vendor negotiation and product specification

• Website building and digital marketing

• Accounting and fulfillment logistics

• Branding and regulatory navigation

  
  

Although this was a semi-success, we made the decision to gradually wind the business down after several years, based on a few key factors:

1. A Shift in Personal Circumstances: The unexpected loss of my father and my mother’s acute illness led us to reevaluate personal and financial priorities, especially regarding inventory capital.

2. Passion Realignment: These events made me rethink my mission. While I had the chance to talk to vendors and run a profitable business, I realized I lacked the opportunity to contribute to big-picture engineering challenges. The societal impact I could make in that space was limited compared to the potential of solving complex, large-scale problems through engineering.

Contrary to what some might assume, closing this chapter didn’t feel like a setback. The experience sharpened my understanding of how a business operates as a whole. This top-down perspective made me aware of how each division interconnects with the company’s overall success, and has made me more likely to make well-rounded decisions, no matter the role I’m in.

I still remember driving home from work at KaVo Kerr, listening to The Lean Startup by Eric Ries on Audible. One line stuck with me:

“Leadership requires creating conditions that enable employees to do the kinds of experimentation that entrepreneurship requires.”

That quote still rings true. There’s little difference between leading a team or project in a corporate environment and running a startup. Entrepreneurial principles need to be, and should be, applied within organizations to drive innovation and adaptability. At the very least, they’re necessary to run a truly effective one.