I am a third-generation entrepreneur, so my journey began back with my great grandparents, who were Lebanese immigrants, and my grandfather, who, after World War II, mortgaged his mother-in-law's house to buy a Ford dealership in Buffalo, New York. My family’s expansion into the South Florida car industry instilled in me a 'slow and steady wins the race' mindset, which influenced how my co-founder Cindy and I approached Silver Mirror's growth and funding.

Entrepreneurship was never a question for me; it was a matter of timing. From a young age, I aspired to work in the music industry, achieving that through college and into my 20s. Simultaneously, I experimented with various ventures, from concert promotions to a t-shirt brand, seeking what might click. My pivot to the beauty and wellness sector came about after going to Wharton. I was driven by a desire for daily interaction with people and a business that genuinely helped and connected with them on a personal level.

I gravitated toward the beauty industry, partly because of my own skincare struggles and dissatisfaction with the solutions available at the time. My experience with big-brand options highlighted the one-sided transaction model, which lacks follow-up or genuine concern for results. Conversely, dermatologists, while essential, didn’t quite fit the advisor role we sought for skin care. This gap led to the conceptualization of Silver Mirror alongside Cindy, who had established Peach and Lily, a trailblazer in importing Korean and Japanese beauty products.

Our collaboration began as Cindy transitioned from Peach and Lily. This led to the creation of a business grounded in authentic, person-to-person relationships and a sustainable revenue model. The path wasn’t a sudden revelation but a gradual journey influenced by our shared vision and entrepreneurial mindset. We aimed to transcend our own personal preferences to create a service that appealed broadly. The challenge is in balancing one’s personal interests with market demands to ensure long-term viability and scalability.

I had a unique job experience when I worked for a small label within Universal Music Group at a young age. I had a lot of responsibility, which came from my hard work and a bit of luck. We had limited budgets, so I learned how to do things without spending money and worked hard to do everything myself. This experience was necessary when I became an entrepreneur and started my business. I learned to grow lean and build a sustainable business model. 

My partner and I bootstrapped the first location and didn't want to raise money. We didn't have any managers for our first few years, and we leveraged financial capital to scale the business. It limited our growth to some extent, but it forced us to build something that had long-term viability. You know, my generation was typically focused on creating something quickly and selling it. However, Cindy and I wanted to build something sustainable and not focused on selling. We wanted to build a business that we could be proud of and enjoy running.

Every night at midnight and every morning at 7 am, I struggle with the balance between risk-taking and risk aversion. My grandfather passed away at 97 three years ago, and my dad is an entrepreneur in the car industry. I feel fortunate to have both of them as mentors. I recently spoke to my dad about the choices my grandfather made in the 60s, 70s, and 80s, which were unconventional but not seen as risky. As an entrepreneur, I find it challenging to follow a similar path because it requires compartmentalizing the risks associated with leveraging financial capital to scale the business. I cannot afford to fixate on that every day, or I will be overwhelmed. Still, I have to acknowledge the risks while finding a balance between my day-to-day focus and the bigger picture. 

Studies show that successful entrepreneurs are not necessarily risk-takers; in fact, they are often more risk-averse than the general population. While some risk is necessary for growth, Cindy and I opted for a strategic approach to scaling our company. We aim to provide valuable services to our customers and be on the pulse of what's cool. We started our business eight years ago and grew slowly in the first five years, but we have been growing faster in the last year and a half. Every day, we learn something new, and we strive to find a balance between having our blinders on and keeping a wider lens. 

When we opened our concept, there was no competition, and we had to do everything from scratch. We had to tweak our services and prices multiple times during the year without any benchmarks. Neither Cindy nor I had run a service business like this before, which made it even scarier. However, we built a fantastic team that shares our entrepreneurial passion, and that's crucial. We love what we do, and we're blessed to have a team that's passionate about it, too.

While I wouldn't claim we've done everything flawlessly, I've been fortunate to have knowledgeable mentors and friends from whom I've learned a great deal. Testing and iterating have been crucial for us, particularly in our early years. We made our share of mistakes but were quick to address and correct them.

Reflecting on our journey, my advice is to address errors promptly. Our approach, which even financial experts have commended, was to self-fund and retain as much ownership as possible. We leveraged our savings to avoid outside funding until our business model was proven and scalable. This strategy helped avoid the pitfalls of becoming overly reliant on external capital, which can lead to unnecessary overhead and a comfort level that may hinder critical growth and operational efficiency.

Building a business, whether in tech, beauty, or music, demands efficiency. Once the business model is validated, the budget should be expanded for further investments, always ensuring that the returns justify the expenditure. This principle is essential, whether using personal funds or external investment.

Market research and understanding your business’s runway are also vital. Early on, we benefited from fortunate location choices and positive press. Still, we recognized that our financial runway was shorter than anticipated, leading to the implementation of additional financial strategies to cover costs until we achieved positive cash flow.

In today’s entrepreneurial landscape, the emphasis should be on creating revenue-generating businesses rather than chasing user numbers or market awareness alone. Real value is demonstrated when customers are willing to pay for your service or product. This tangible measure of value is more indicative of business viability than the potential of a freemium or awareness-based model. Starting small and scaling based on actual revenue generation is key to sustainable business growth.

In each market we enter, we engage in two distinct nonprofit campaigns. For example, we donate a portion of our seasonal facial proceeds to the National Pediatric Cancer Foundation, a cause very close to our hearts. Additionally, we contribute part of our earnings from the hyperpigmentation facial to local charities in each city, like Broadway Cares in New York and Sasha Bruce in DC, supporting a range of community services. In Florida, we've partnered with Lauren’s Kids, an organization that’s doing significant work around abuse prevention and recovery. Our approach is about more than just donations; it's about actively participating and contributing to the community's welfare.

Our commitment extends beyond a single nonprofit; we aim to support and engage with various community initiatives. In Coral Gables, we are active in the Chamber of Commerce and collaborate with local businesses, offering services like free mini facials to foster community relationships and promote wellness education. This hands-on approach reflects our dedication to genuinely integrating and contributing to the communities we serve.

Certainly, sustainability is a personal passion of mine, and it's integral to our ethos at Silver Mirror. Our service model inherently has limitations in sustainability since we rely on existing products, necessitating a balance between cleanliness and reuse. For instance, we opt for cloth towels over disposable ones to reduce paper waste, even though it increases water usage. We're developing new products with sustainability in mind, adhering to California’s plastic guidelines and aiming to reduce plastic and paper use. Most products we use are vegan and meet “Clean Beauty” standards. None are tested on animals. This commitment reflects not just personal values but also market trends towards sustainability and efficacy in skincare. Ultimately, our approach marries personal conviction with a broader community and environmental awareness, driving us to continually seek and implement more responsible and sustainable business solutions.

We’re exploring expansion into more cities while focusing on innovative and health-centric services. Rather than entering the Med Spa market, we aim to enhance our skincare offerings with a holistic approach, including nutrition and sleep wellness components. Our upcoming initiatives are designed to complement our facials and skincare treatments, providing a comprehensive wellness experience. This strategy aligns with our mission to deliver value-driven, effective solutions rather than just follow industry trends.