Not Being Surprised Is Not the Same as Being Prepared

When new tariffs were announced last Wednesday, my clients – especially those who own and operate product-based businesses – weren’t surprised.

One of my clients was not only NOT surprised, he was also prepared.

He had recently acquired a small but highly respected specialty retail brand in NYC. When he and his team officially took over operations, the store’s revenue compared to the same period the year before jumped almost 70% – despite a winter that hurt foot traffic across the city.

But his business depends heavily on top-quality imports that need to arrive on time and in excellent condition. He understands just how exposed he is if these tariffs remain in place.

He also knows something even more important: waiting for Washington to “do the right thing” isn’t a strategy. It’s up to him to develop and execute a plan that reflects today’s reality.

And he’s learned – through experience – what happens when you’re not prepared for events outside your control.

At one point in his career, he had part of a four-way partnership. They were – and still are – very good businesspeople who ran a successful business for many years.

But then the unexpected happened. Having adapted the business and survived COVID, their market(s) took off and they were not prepared:

• No one felt truly in charge.
• Governance was unclear.
• They made impulsive decisions or, worse, couldn’t agree on the decisions that needed to be made.

It nearly brought the whole enterprise down.

Fortunately, my client’s acquisition of this new business came at exactly the right time. He was able to turn his considerable talents and experience to a business that only he ultimately was responsible for, albeit working closely with an excellent Board.

While my client chalked up his initial success to luck, I reminded him that luck doesn’t train staff, restock shelves, rebuild a brand – or prepare a business for a shock like exorbitant tariffs.

By the end of last week, he had already reached out to all his suppliers – in China, Europe, Canada, and Mexico. Not with demands, but with an invitation: Let’s sit down and see what we can figure out together.

His approach is rooted in pragmatism and partnership. Rethinking terms. Exploring shared costs. Finding efficiencies. Prioritizing relationships over short-term wins.

In a time when policy decisions in Washington are like the weather – unpredictable and unavoidable – this kind of thinking stands out.

It’s not about fighting back. It’s about thinking differently. And acting fast. If you’re facing similar challenges, I’d welcome starting a conversation. Book some time by clicking here to access my calendly. The chat is free and without any commitment from either side.

Let’s compare notes and share what’s working!