In this episode of The Inventive Journey, Devin Miller talks with Abbas Mohammed about cold calls, persistence, remote hiring, AI, and business focus that keeps founders from becoming full-time firefighters with laptops.

Abbas’s story starts at 19, when he dropped out of college to pursue real estate. That decision sounds bold in hindsight, but it came with the classic startup starter pack: uncertainty, long hours, rejection, and a calendar that probably needed medical attention. He spent about a year making calls, working long days, and pushing through before landing his first real transaction.

That first win opened the door to growth. Abbas began scaling his real estate business by hiring virtual assistants, eventually growing a larger team of cold callers. By increasing outreach capacity, he multiplied activity without personally doing every single task. That helped him grow substantially and become one of the top RE-MAX agents at a young age.

But real estate also exposed a limitation: geography. Abbas saw that his growth was tied to local markets and location-based constraints. That realization pushed him toward a new opportunity. He started Remote Leverage, first as a cold calling agency for real estate agents, then pivoted into a recruiting model focused on helping businesses hire Latin American virtual assistants and skilled remote talent.

The Remote Leverage model focuses on direct hiring rather than a traditional staffing-agency structure. Abbas explains how this gives small businesses access to capable remote workers while keeping costs lower than many local hiring options. He also highlights why Latin American talent can be attractive for U.S. businesses: similar time zones, strong communication, and collaboration during normal business hours.

A major theme is quality. Abbas is not arguing that founders should hire the cheapest possible help. His point is that the right remote talent can create leverage when the business has clear roles, expectations, and systems. Cheap support without structure can become expensive confusion. Good support with clear direction can become a growth engine.

Devin and Abbas also discuss AI and its impact on virtual assistants. Abbas shares that AI has helped his company increase productivity and revenue, but he does not view AI as a complete replacement for human talent. Instead, AI changes the nature of the work by supporting research, summaries, workflows, and faster execution. Human judgment, communication, accountability, and problem-solving still matter.

The episode also explores business decision-making. Abbas talks about testing ideas, learning from failed experiments, and recognizing when client expectations do not match reality. One lesson involved marketing ROI timelines. Clients sometimes expected results faster than Abbas anticipated. That kind of lesson is painfully useful, which is entrepreneur-speak for “we learned it after the invoice was already emotionally complicated.”

Near the end, Abbas shares one of his clearest rules of thumb for founders: focus on the bottleneck. Many entrepreneurs chase too many initiatives at once. They add products, tools, campaigns, hires, and meetings without first identifying the one constraint most limiting growth. Abbas recommends finding that bottleneck and solving it before scattering attention across everything else.

For startup founders and small business owners, this episode offers a practical scaling playbook: talk to the market, do the hard work early, delegate repeatable tasks, hire for quality, use AI as a productivity multiplier, and keep asking what is actually holding the business back.

Abbas Mohammed’s journey from cold calls to Remote Leverage is a reminder that business growth is rarely about one magic tactic. It is about learning the work, creating leverage, adapting the model, and refusing to let the founder become the bottleneck.

To chat about this one-on-one, grab a free consult at strategymeeting.com

A trademark can become one of the most valuable assets a business owns. It may represent reputation, customer trust, market recognition. But registration is not the end of the process. To keep it active, the owner must meet maintenance deadlines, continue using the mark properly, and ensure the official record reflects the real business.

In this episode, we explain how often trademarks must be renewed, why the answer depends on the jurisdiction, and which deadlines owners often miss.

In the United States, federal trademark registrations generally follow a ten-year renewal cycle. However, there is a critical maintenance filing due between the fifth and sixth anniversaries of registration. This filing confirms that the mark is still being used for the goods or services listed in the registration.

A business cannot simply circle the tenth anniversary on a calendar and ignore everything in between. Missing the fifth-to-sixth-year filing can cause the registration to be canceled before the first renewal deadline arrives.

Between the ninth and tenth anniversaries, the owner generally files a combined Section Eight and Section Nine submission. The Section Eight portion confirms continued use, while the Section Nine portion renews the registration for another ten-year term. After that, the process repeats every ten years.

We also examine international schedules. The European Union, Canada, Australia, and registrations managed through the Madrid System generally use ten-year renewal periods. Even when the cycle is similar, filing windows, fees, evidence requirements, and grace periods can differ.

One important correction for anyone relying on older articles: Canadian trademark renewals are now generally handled in ten-year periods, not fifteen-year periods. Outdated information can create expensive planning mistakes for global portfolios.

This episode explains why renewal should be treated as a brand audit rather than a routine payment. Before filing, the owner should confirm the legal owner, review the listed goods and services, collect current evidence of use, verify licensing relationships, and identify products or services that are no longer sold.

We discuss common hazards, including filing under the wrong business entity, claiming use for discontinued goods, relying too heavily on grace periods, paying misleading private notices, and overlooking related international registrations.

A trademark can potentially remain protected indefinitely. A registration may continue through repeated renewal periods as long as the owner meets the legal requirements and the mark keeps functioning as a source identifier.

The episode covers a practical maintenance process. Start with the official registration date. Record every filing window and grace period. Assign responsibility to a specific person or team. Save prior submissions and specimens. Review ownership after mergers, conversions, or acquisitions. Build reminders early enough to solve problems before the deadline becomes an emergency.

For starup founders and small business owners, this matters because a missed renewal can affect far more than a certificate. It can complicate licensing, fundraising, franchising, enforcement, due diligence, acquisitions, and expansion. A lapse may also create opportunities for competitors and increase the cost of rebuilding protection.

The central takeaway is simple: in many major jurisdictions, trademarks generally renew every ten years, but U.S. owners must also remember the filing between years five and six.

A strong brand deserves more than a sticky note and good intentions. It deserves a reliable maintenance system.

Listen to learn how trademark renewal works, which deadlines matter most, and how to keep a valuable brand from becoming an avoidable legal problem.

To chat about this one-on-one, grab a free consult at strategymeeting.com

In this episode of The Inventive Journey, Devin Miller interviews Sergey Korolev about a founder path that refuses to stay in one lane. Sergey’s story begins with robotics engineering at Bauman Technical University in Moscow, includes competitive water polo, moves into enterprise automation, and then grows into Just Food, a meal kit and delivery business that reached roughly $10 million in annual revenue over about six years.

Just Food was not a cute side project with a logo and three inspirational quotes taped to a wall. It was a real operating business with logistics, customer expectations, influencer marketing, engineering demands, and the daily joy of discovering that food delivery is simple only when someone else is doing it. Sergey and his team grew the company in Russia’s health and fitness market, learning how to build systems, manage pressure, and turn a real customer need into a scaling company.

Then the environment changed. Sergey explains how geopolitical constraints made it difficult to build the kind of global company he wanted from Russia. He eventually moved to Portugal and stepped away from running the food tech company. That transition forced a bigger founder question: after building one successful company, what comes next?

Sergey did not want to simply recreate the same model in a different wrapper. He wanted a company that could be global from the beginning, a category with meaningful technical depth, and an engineering partner who could bring serious domain expertise. That search led him into mobile application security and to the creation of Oversecured.

Oversecured helps enterprises find vulnerabilities in mobile applications. The company focuses on a problem that is becoming harder for businesses to ignore. Mobile apps are not just tiny brand brochures anymore. They handle authentication, payments, private data, location, workflows, and connections to backend systems. When mobile security is treated as an afterthought, the risks can become very real, very fast, and very unpleasant for everyone except the attacker.

In the conversation, Sergey also shares one of his toughest founder lessons: underestimating emotions in negotiations. Founders often want to believe that business conflict is rational because there are contracts, spreadsheets, and people using phrases like “alignment.” But negotiations are full of pride, fear, trust, control, timing, and incentives. Ignoring the emotional side can turn a business disagreement into an expensive lesson with legal paperwork attached.

Sergey’s advice to founders is memorable: act more and think less. The point is not to be careless. The point is to stop mistaking private overthinking for progress. Startups learn by testing, selling, shipping, listening, and adapting. A founder who takes action creates feedback. A founder who only plans creates prettier uncertainty.

This episode is especially useful for startup founders and small business owners thinking about pivots, market constraints, cofounder selection, enterprise sales, or how to build after a previous chapter ends. Sergey’s journey shows that a pivot is not automatically a failure. Sometimes it is the most honest response to what the market, the world, and your own ambition are telling you.

Listen for a conversation about reinvention, global company-building, cybersecurity, zero-day vulnerabilities, negotiation mistakes, and why the founder path often looks obvious only after you have already survived it.

You will also hear how Sergey approached the zero-to-one stage differently the second time around. His criteria were clearer: build with the right technical partner, avoid regional limitations, and choose a market where deep expertise could become a durable advantage. That is useful perspective for any founder who has outgrown one chapter but has not yet named the next one.

To chat about this one-on-one, grab a free consult at strategymeeting.com