When I acquired my father’s business, the company was still young. And so was I as a leader. I was a first-time CEO with no formal business training, so I relied on common sense to set priorities: innovate and diversify our product line, protect our IP, expand into new geographic markets, and broaden our demand funnel through robust marketing.

My father has a remarkable gift for innovation. Thanks to his mentorship, I gradually developed my own mechanical design instincts. As the company matured, we expanded our product line across multiple models and price points and ultimately secured more than 95 patents.

Building an international dealer network proved to be the most difficult challenge of all. It took persistence, patience, and plenty of learning along the way – but it paid off. When the 2008 financial crisis struck North America, our global footprint provided a critical cushion that carried us through.

This is the second article in a series sharing the story of how I bought, scaled at roughly 20% CAGR, and ultimately sold Norwood Portable Sawmills. It focuses on the first three of our four priorities.

The common thread through every phase of Norwood’s growth? – A drive to keep advancing and learning, a willingness to adapt and invest ahead of necessity, and above all, a commitment to integrity and humility.