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One of the biggest questions founders face is simple to ask but difficult to answer: “What should I charge?” Many founders believe pricing is something you decide once. In reality, pricing is usually a process of experimentation, positioning, customer discovery, and economics. The “right” price is often discovered over time rather than calculated perfectly from the beginning. Different types of businesses approach pricing in different ways, and understanding which category yo

One thing we have noticed through many conversations with founders is that a surprising number of them cannot clearly explain the core function of their product or service. They may have passion, intelligence, ambition, and even a strong vision for the future, but when asked what the product actually does in a concrete and immediate way, the answer often becomes broad, abstract, or difficult to follow. This is not a small issue. In many cases, it becomes the very thing that s

In many organizations, the work isn’t failing because something is missing. The tools are there, the systems are in place, and the processes are defined. Yet things still slow down, break, or require constant manual effort to move forward. The issue isn’t creation. It’s coordination. Across different industries, the same breakdown appears in different forms. Work moves, but not cleanly, and progress depends on how well people manually bridge gaps between systems. The issue is

Over the past few months, we've been speaking with early-stage founders across a range of industries—hiring, marketing, research, operations. At first, the ideas felt completely unrelated. Different markets, different users, different products. But underneath all of them, the same pattern kept showing up. It wasn’t obvious at first, but it became difficult to ignore. Something consistent was happening beneath the surface. Founders are no longer primarily focused on building n

One of the biggest mistakes early-stage founders make is trying to grow too fast — not in revenue, but in scope.

Before you register an LLC, design a logo, or build a website, there’s a more fundamental question you need to answer: Can this business realistically be found, sustained, and scaled by the people it’s meant to serve? Many businesses don’t fail because the idea was bad. They fail because the structure was never viable. At the Founders Table, we treat this as a prerequisite problem—not a motivation probl em, not a branding problem, but a distribution and scale problem. One

When most people think about marketing, they picture sleek videos, polished websites, and perfectly curated social feeds. That’s the...

I’ll be honest: marketing has always been my weakness. I love the energy of new ideas, the creativity of building something from scratch,...

An entrepreneur on the verge of quitting their publishing business found renewed purpose and clarity after receiving a single piece of feedback during a Founders Table mastermind session. The advice connected their work to their real-life experience as a teacher, special needs educator, and behavioral health specialist, inspiring them to address deeper challenges and create long-term solutions. This turning point led to the creation of the Founders Table.

By Charles Mathison For a long time, I ran a company that sold behavioral health resources—DVDs, workbooks, relapse prevention tools, and...

By Charles Mathison I’ve started several business projects in my life—and most of them made money. But making money isn’t the same as...

By Charles Mathison | The Founders Table More than 20 years ago, I had a good friend who was thriving as a corporate journalist. He had...