Vickie Smith’s career only truly began when she was fired. 

In 2007, Smith was let go from Brookdale Senior Living after advocating for residents whom she felt were being discriminated against. Jaded by for-profit politics and red tape, Smith dove into the nonprofit sector, supporting children and adults with intellectual disabilities at an organization called LIFESPAN. 

Smith is now the founder and CEO of Infinite Beginnings, a nonprofit that provides comprehensive progressive health services like psychosocial rehabilitation, “hands-on” assistance for persons with mental illness, medication management, and more. 

“The need for compassionate caregivers was my primary motivation,” says Smith. “I felt called to provide something different in the world of mental health and substance use.” 

Today, after more than ten years as CEO, we spoke with Smith to see what it takes to provide the Charlotte area with quality care.  

Mental health is a taboo in our culture, so what was it like founding a company that centers around something many people don’t even want to talk about? 

It was very much a challenge. I literally had nothing. I had no bank loans. The ones that I did apply for, I got denied. I had no investors. I had passion, a good credit score, and people who knew my character and believed in me. I got lots of mentoring from people within my circle, but as far as logistics, I had no funding other than working a full-time job and my own personal lines of credit.

Did you always want to focus your career on mental health? 

I’ve always known that I wanted to be in the helping industry. I’ve always been servant-minded. As a child, I wanted to be a doctor, an advocacy lawyer, a teacher — I’ve always wanted to help people. Landing in mental health and substance use was a natural progression from working with adults with intellectual disabilities as well as personal experiences with veterans, substance use, and mental illness. 

I knew that to make an impact, I needed to dispel the stigma around mental illness and substance use disorder. So ten years ago, I decided this was what I would really focus on — eradicating the stigma. 

What freedoms did opening your own practice afford you? What can you do now, as CEO of Infinite Beginnings, that you couldn’t do working for someone else?

I’ve struggled with red tape and politics. The one and only time I got fired was with Brookdale Senior Living. I’ve always been an advocate, so I was advocating and it went downhill. I wasn’t playing by the rules. That’s how I got into the nonprofit world because the for-profit politics just burned me out. 

That was a big motivation for me. I always knew that when I started my own agency — and I’ve always known I would because I come from a family of entrepreneurs — the red tape needed to be eliminated. It gets in the way of providing care. I’ve never been into paperwork. I’ve always been focused on providing the highest level of care to the people I’m serving. 

If one of our clients’ lights are off because they may have, truthfully, blown their money on drugs or impulsive spending, I as the CEO can say, “Okay, let’s get the lights back on and get to the root cause of what’s going on.” Drug use is a symptom to mask something, so let’s really focus on why that person feels like they need to use drugs to numb themselves. That’s one of the biggest freedoms — helping people and meeting them where they are. 

For many people, getting fired is their worst nightmare. How did you turn that negative experience into motivation?

I believe everyone deserves to be treated with the same dignity and respect, regardless of their financial means. It was a socioeconomic issue at Brookdale. I didn’t feel like the residents were being treated equally. I was loud about it and they didn’t like that. That’s why they fired me.

When I got fired, I was really mad. I mean, really mad. I was so mad that I emailed the CEO of Brookdale. I felt like they had done a disservice. But he never responded. I always said that I would never be that CEO. I would never be the CEO who refuses to hear employees. 

Today, my organization is primarily funded by Medicaid. What people don’t understand is that someone can qualify for Medicaid because of their mental health status. It’s not about financial means all of the time. We have clientele who come from various backgrounds, not just poverty. But regardless of their socioeconomic status or mental health status, we treat them as people because that’s what people want — to be treated like individuals. There’s no magical formula to what I’m doing. It’s really simple — I just treat others how I’d like to be treated.

What advice do you have for someone who is experiencing an ethical quandary in their workplace?  

It starts with your value set. What is your personal “why”? If you’re not clear on what makes you who you are, you’re going to be at the mercy of others. Integrity is my number one core value so I’m not going to allow myself to be in any environment, personally or professionally, that compromises my integrity. That’s always been very clear to me. 

So when anybody is in a situation where they feel their values aren’t in sync with the organization, I truthfully tell them they need to leave. They need to reset. It’s not always about financial means. Sometimes it’s about opportunities and finding what your true calling is. That’s why I got fired — our values weren’t in sync. They were financially motivated and I wasn’t. 

Financial motivation still isn’t an issue for me. I tell my team, “If you take care of the people, the bottom line will take care of itself.” We’re going to do right by people first. People over paperwork. That’s always something that has motivated me. 

You mentioned you always knew you would start your own organization because you come from a family of entrepreneurs. Can you talk about that more? 

My mom and dad are both immigrants to the United States. My mom is a citizen now and my dad is deceased. My dad had a third-grade education but he started a business in 1960. My dad wasn’t a man of many words, but I didn’t even know he was functionally illiterate. I always thought he was always wanting me to read things aloud to him because that’s what dads do.

He had a septic tank business and he hired people from all walks of life. If they needed work for the day, he put them to work. He would tell them, “Just show up.” These were people who might have been homeless, might have been struggling with mental illness or substance use. Black or white — it didn’t matter. He gave them work. He required me and my siblings to respect them. The workers were “Mr.” and “Mrs.” Regardless of who they were, we were to treat them with respect.

My dad also taught me about loyalty. He would always go to the same business for everything. Well, one particular business moved 30 minutes away. I was like, “Dad, why are we going all the way up there?” He said, “Stick with the people you know. That’s what relationships are about. You support the people you know.” I always remember that lesson. It’s all about loyalty and respect and building relationships. 

How has your father influenced your management style?

At my current company, my employees get paid before I get paid. There have been many days when I don’t get paid. But that’s what you do — you do right by people. My team knows that I’ll give to them before I give to myself. That has created mutual respect and loyalty. They know that they are very important to me and that their families are very important to me. Those principles come from my dad. There were many weeks when there was nothing left over for my family. We had no money. I remember my mom being very upset about that. But my dad always made sure everyone got a little something. He has definitely been my biggest inspiration.    

What are some new lessons you are learning today as CEO?

What I’m learning most right now is listening to what God is trying to tell me and how he’s trying to order my next steps. Whenever I’ve needed to make changes, it has boiled down to me being still, being patient, and being obedient. It has worked and that’s what I’m going to continue to do. I’m going to continue to go until God says, “Okay. This is enough.” But he hasn’t said that yet. 

Recently, I’ve also been working on being vulnerable. In the business world, we wear this facade of, “Oh, I’m CEO. I’m invincible.” But there’s real value in being able to say, “You know what? I’m human too.” 

Few women dare dip their toes into the male-centric waters of the financial sector. But Danielle Patterson is different.

Patterson is co-founder of Family Office List, an online investor database designed for clients looking to raise capital. Since 2016, when she and her husband, Warren, purchased the business from founder Douglas Fathers, Patterson has made waves in an industry dominated by men.

“In the financial sector, there are fewer women in management roles,” says Patterson who, as the company’s Director of Marketing and Sales, oversees operations and business development. “But I think change starts within ourselves. We have to change the perception that women can’t assume these types of positions.”

We spoke with Patterson to garner some insight into what it takes to understand the investment objectives of high net worth family offices. We also waded into the topics of technology, sexism, and self-confidence.

How did you get involved with Family Office List?

My husband, Warren, is an entrepreneur. He’s always on the lookout for a particular business model where there’s recurring revenue, low overhead, and flexibility. Five years ago, he saw this business and thought, “There’s a lot of potential.”

My strengths lie in marketing and business development. I get excited about it and I’m able to get others excited too. My husband jokes that I sprinkle my “fairy dust” on it. So, we made an arrangement with the founder of Family Office List to purchase the company.

It was an awesome opportunity. For me, at that time, it was about not being afraid to say “yes” and learn something new that was outside my comfort zone. It’s about being brave and then working your butt off.

Can you talk more about why you decided to take this leap of faith?

Warren is the risk-taker in the relationship. I am the details person. I often have paralysis through analysis. At the time, he was going through a business transition — he was selling his company— and when there is uncertainty in the future, you want to protect yourself. This was his backup plan.

Today, Warren and his new partner are completely happy. They’re like brothers. We joke that sometimes they talk more than Warren and I do. But I saw that Family Office List was a great opportunity to make a difference, so I took over right away. I made it my baby. If I am going to work hard and build something, I will give it everything I have.

Is your husband still involved in the company?

Warren is a big-picture thinker, so I consult with him, especially when I feel out of my element. He’s almost like a board member now. I come to him for things beyond my knowledge.

But day-to-day, I’ve got it. There are definitely mistakes, but you just learn the hard way. There are days when I have to be patient with myself. We live in such a fast-paced society, but it’s important to be patient and know that it’s a gradual journey. As long as you’re moving forward, you’ll get there.  

Have you always been passionate about marketing and sales?

It’s really interesting. Being an art major, I first managed a gallery for a National Geographic photographer. I hosted workshops for him and learned database management and built his marketing outreach. I learned the basic art of crafting an email and doing e-blasts. I wore every possible hat. It was all about having a “can do” attitude and I think I surprised him with my capability. I remember one day he realized that the thousands of books that once lined his shelves were gone. It just hit him. He was like, “Did you sell all of those?”

But sometimes opportunities lead you to different sectors. When we first moved to Charlotte, I was trying to find an art career but it just wasn’t a thriving arts community. I was given the opportunity to do business development for a pediatric dentist, of all things. It took off, and after seven years we had opened multiple locations and doubled the business a few times over. That experience helped me build this arsenal of knowledge that I then could take and apply to anything.

I look back at my professional experiences and think, “They’re so random — they’re not interconnected at all.” But they really are. They all built this foundation and this confidence. They made me capable.

Of course, technology is always evolving. How do you ensure that your business is keeping pace?

That’s such a valid question. Even the way our data is being used has changed. It used to be that everyone did email campaigns but then email became so saturated. Then, at the beginning of the pandemic, everyone was targeting LinkedIn profiles. Then those campaigns became oversaturated. It’s about continuously finding ways to think outside the box. I see that our competitors are evolving but I don’t just want to follow suit. I want to be one step ahead. I think, “What can I do that’s different and better?” It’s about reinventing value for our customers.

Do you have a community of peers and mentors that provide advice or encouragement?

This is a little off-topic, but early in the pandemic, I joined this group of women who worked out together. We all needed encouragement and held each other accountable. What I loved about it was that the group included women from all different avenues but we could all relate to one another and support each other in positive ways. I now feel encouraged to seek out other females in the financial industry. 

Do you have any tips for a female entrepreneur who is afraid to step outside her comfort zone?

What’s helped me get where I am today is surrounding myself with people who can do things that I’m not good at. It’s about admitting your weaknesses and finding teammates who actually enjoy doing those tasks. Then you need to give them the tools to do those things well. Don’t overmanage people. Trust them. Communicate at all times.

Also, don’t be afraid that people won’t respond to who you truly are. Just be yourself, be honest, and work hard. Your path will come.

Mattie Finch believes your morning coffee should be a ritual, not a routine.

As founder of Sage Marie’s Coffee and Tea, a Charlotte-based purveyor of premium coffee, espressos, teas, and beauty products, Finch takes java very seriously. Eschewing mass production, her all-woman team roasts each bag of beans by hand, just like Finch’s mother did when she was a child. 

“My mother worked at Brigham and Women’s Hospital in Boston for 45 years in labor and delivery. She started her morning with the best cup of coffee possible — she would get up an hour early each day just to prepare it,” says Finch. “I didn’t understand the big deal, but eventually I got it.”

Other people are starting to get it too. Today, Finch’s customers include the likes of diplomats and scientists attending the Concordia Annual Summit, a yearly conference hosted by the United Nations where Sage Marie’s is contracted to serve specialty drinks. But the brand also caters to regular, everyday people who want quality products. 

We shared a cup with Finch to hear more about how a music major learned to hit the right notes in the coffee industry.  

How much did you know about coffee or tea before you started your own business?

I knew a little about coffee roasting. I grew up watching my mom roast coffee by hand and I would say to her, “Why do you do this? It’s so tedious. Just go to the store and buy some.” She would say, “No. There is nothing better than having a fresh cup of coffee.” 

What about roasting makes it taste so much better?

It’s an experience. You can get a cup of coffee from Dunkin’ or Starbucks, and it will fulfill the need, but there’s something different about fresh-roasted coffee. It has a different taste and a different flavor. I call it “love in a cup.” When you have coffee prepared the way it’s supposed to be done—the way it is done in Ethiopia, where coffee originated—then you understand. 

You are obviously very passionate about good coffee. But which came first—your passion for coffee or your passion for business? 

When I was old enough, I started traveling the world and I would bring my mom coffee from different countries because that was her thing. When I brought her back some beans from Blue Mountain Coffee in Jamaica, she said, “Wouldn’t it be nice if we could just travel the world, buy beans, and roast them for a living?” I looked at her and said, “Let’s do it.” 

I was on medical leave from my job at the time and when I got my first check, it was barely enough money to buy dog food for my dog. I knew I had to do something different. I started watching coffee blogs and talking to baristas and roasters. I decided to go grassroots and learn how to start home roasting. I found a coffee warehouse in Kernersville, North Carolina, called The Captain’s Coffee. So I got out of my sick bed and drove an hour and a half to Kernersville. A lady opened the door and explained that they don’t really have customers show up at their door — they are a warehouse. But I told her my story and they let me pick from thousands of beans. That’s how I got started.  

What was it like in those early years? Did you instantly have a knack for roasting coffee beans?

In the beginning, I was roasting beans in a popcorn popper, setting them on fire, and running outside to throw them onto the lawn. My husband was spastic — he was like, “You’re going to burn the house down!” He eventually bought me a roaster because he couldn’t take it any longer. But he also saw my dedication.   

I started to roast using the roaster and taught myself using videos. Then, for about two years, my business partner and I just traveled to learn everything we could learn about beans — the different regions, where they come from, the taste, the notes, all of that good stuff. I started pitching to small mom-and-pop coffee shops around town but many of them were afraid to buy outside of the main coffee bean supplier in North Carolina because it’s such a huge conglomerate. 

But I pitched to one coffee shop on Central Avenue. They were Ethiopian women and they were intrigued. They took me under their wing and did a coffee ceremony for me — which is a very prestigious event in the Ethiopian community and is only done for very important people. When I saw this, I couldn’t believe what I was watching. I was like, “This is incredible. Why are we not doing this more?” It changed the trajectory of how I roasted. I knew I had to figure out how to incorporate hand roasting into the coffee world. Everybody has their own blends and creates their own magic but no one was roasting coffee in the traditional way. 

Being self-taught, did you ever feel like you didn’t belong in the coffee industry? Was imposter syndrome ever a problem for you?

Yes. At first, I didn’t think anyone would take me seriously. I studied music — I didn’t come from the coffee world. People often gauge how good of a roaster you are by the awards you win or the places you travel to. I was intimidated by that until we were contracted by the Concordia Summit, United Nations (UN). They came to us and said, “Listen, we have these events we do, and we’re looking for a coffee company like yours to supply our coffee.”

Still, in the beginning, I definitely felt like nobody was going to take this girl who is singing seriously. But you know what? Now I sing and roast coffee, and it’s good stuff. When you hand roast, there is a set of skills you must have. You have to listen, you have to smell, you have to know when to take it off the heat and when to put it back on to get the right roast. So I feel like you can take me seriously or you can choose not to, but when you take that first sip of coffee, I’m pretty sure I will change your mind. 

Wow. Can you talk more about working with the UN?

So the UN puts in ther huge events throughout the year. The major one we do is called the Concordia Annual Summit and it’s where all these world leaders converge in New York City every year. We’re given a room and we essentially set up a coffee shop. Between 1,000 and 1,500 people come each day and that’s all we do all day — we serve coffee.

Once people saw what we did at Concordia, we had different branches of the UN contact us for different events. We have had people from all over the world tell us that our coffee is the reason why they came back to Concordia.

Besides learning how to make that perfect cup of coffee, you surely had to learn basic business skills, right?

Oh, in the beginning, we made a lot of mistakes. I did everything on the fly. I was literally running around town to get our business license. We had to get insurance, I had to get business accounts set up, I had to call the Department of Agriculture to get inspections. There were so many things we had no idea we needed to run a business. 

We were fortunate that we got this big deal with the UN that made us get it together very quickly. Every time they asked us for something, we delivered. But behind the scenes, we were like the mouse at the wheel. We definitely learned from that.  

Can you briefly discuss what you did professionally before entering the coffee world? What was the appeal in self-employment?

I started in music. I traveled the world, had my own record deal, and did that for a short stint. But when music took a turn, I went to work in corporate America. I knew it wasn’t something I would stay in forever. I felt like I had all of these skills that I couldn’t use the way I wanted to use them. That’s why I say you have the ability to create whatever type of job you want to create for yourself. Because only you really know what’s going to make you happy. 

In the end, I’ve worked in all these places and have seen people that come to work every day unhappy. I want to create an atmosphere where people come to work for us, and they get up every day happy to come in and do the job because that’s what they love to do. I don’t believe that you will reach your full potential until you’re happy.

Your business makes you happy. But is it hard to balance running a small business and your mental and physical wellbeing?

In the beginning, it was hard. Unfortunately, when you start off small, it’s your baby. You have to do work when nobody else wants to. Everyone else may be asleep, but you’re up roasting or packaging orders. It was definitely hard in the beginning to find that balance but I just had to figure it out. Because if I go down, who is going to run it?

I now choose one thing that makes me happy and during my day I have to do that thing. I don’t care who needs me or what needs to be done, don’t bother me for those 30 or 45 minutes. For instance, I love naps so I will just shut down for half an hour. Even if I don’t sleep, I will just lay still for 30 minutes and refocus. When I get up, I’m ready to go. 

Who inspired you to pursue your dreams?

I got my entrepreneurial spirit from my grandfather. My grandfather came to Boston from Alabama at nine years old with no formal education. He couldn’t read or write, and he didn’t learn until he was in his 50s, but he made something of himself. He was a Merchant Marine and he built his own cleaning business. After he bought his first house, he bought a second one to turn into a rooming business. He took all of that money and invested it in himself. My grandfather created this amazing legacy. 

It’s hard to imagine Emily Newton feeling self-conscious.

The Charlotte-based fitness guru is outspoken, taking to her Instagram account, @slemfit, to debunk misconceptions about nutrition and to provide her nearly 2,000 followers with tips for building muscle. As the owner of SlemFit, an online coaching business founded last June during the pandemic, Newton challenges America’s $96 billion fitness industry — an industry that “promotes ideas that aren’t necessarily true.” But there was a time when Newton lacked confidence.  

“I used to not be comfortable in my skin,” she says. “I was always known as the shy child, so I had to overcome a lot of things when it came to my self-image. I know there are thousands of other women like me, and I know not being confident can stop you from reaching your potential.”

Newton now dedicates herself to empowering women through exercise and healthy eating. We spoke with her to learn more about how a quiet girl from Columbia, South Carolina, grew up to make waves in the Queen City.

Have you always been interested in fitness?

Initially, I wanted to become a physical therapist because they make a lot of money and I was taught that, going to college, you’re supposed to get a high-paying job. Jobs in clinical settings are also glorified in our industry. That was where my mindset was at. But after getting my degree in exercise science at the University of South Carolina and getting some experience, I realized I didn’t like physical therapy. 

Life kept leading me back to this path as a personal fitness coach and I just had to accept that. I love what I do, but for some reason in the past, I was in denial. Though I’ve been in the fitness industry for about six years, it was just part-time on the side while I worked a 9-to-5. But then, almost a year ago, I decided to leave corporate America and pursue coaching full time.  

For young people who want to start their own business, college can seem like a barrier to entry. Do you think a four-year degree is necessary?

I don’t think so. Looking back, I only needed two years of my college education. The first two years were just general education — revisiting the subjects we learned in high school but at a higher level. What I needed from my education was technical know-how like anatomy and physiology. I wish I had taken those courses at a community college, to be honest.

So no, I don’t think you have to go to college but I do think it’s important to have the right support system. For me, it was important to be around people who already had some type of success that I wanted, whether that be spiritual success, financial success, or even the way they treated people or the way they expressed themselves. You need people who will believe in you but also people who will keep you in check. Brutal honesty is the highest form of kindness. 

The fitness industry is huge. How do you stand out in a fairly saturated market?

What has been helpful for me is to have a niche — to know who my target audience is. I have an ideal client and I’m at the point now where I don’t have to necessarily take on every client that comes to me unless I feel like I can provide the support they need. I had to get very clear about the type of person I wanted to help. 

My niche is women, ages 25 to 45. Many of these women are working 9-to-5 jobs but they are also pursuing entrepreneurship outside of work. They don’t come in very committed, motivated, and always confident but they do have a strong desire to change. The women who need my help the most have a hard time being consistent and creating lasting change by themselves. I help the unmotivated create beautiful transformations. 

I think a lot of my desire to work with women comes from my mom. Growing up, she was an artist and musician and always looking to empower women in whatever way she could. Being around that for years and years, it just rubbed off. 

Starting a small business is hard — that is no secret. But starting a small business during a global pandemic seems nearly impossible. What was the secret to getting your business off the ground?

When I quit my job, I only had one to two clients. I had to be really consistent, get out of my comfort zone, talk to people, and put myself out there because a lot of people didn’t know what I was doing. I also had to honor the gifts that I have. I’m good at connecting with people and providing inspiration and motivation through movement. Many of my clients and I are also really good friends. 

I’m also good at bringing people together. Eventually, I want to bring other trainers on who have the same values that I have. I can’t do this alone. I am going to need help impacting the number of people I want to reach. I think I offer a different perspective than what you may find on another trainer’s page, but there’s just not enough of us out there right now holding that united front.

Do you face any unique challenges that your male counterparts do not?

Yes, subtle sexism is a big one. When I used to work in a corporate gym, there would be men who wouldn’t want to work with me or have me run their fitness assessments. People just automatically assume the male trainer is more knowledgeable or better. 

Your time in corporate America seems to have a strong influence on how you operate SlemFit. Do you think smaller businesses like your own are better able to serve consumers?

I think it’s a choice, to be completely honest. If you run a big gym and you want to know what people actually need, you just need to do more community outreach. There is a way to figure it out, there just needs to be a desire to know. That desire comes from actually caring about people.

You have to value people over profits — that’s one of my favorite sayings. If it’s the other way around, it’s just going to be like a regular, stereotypical gym where people go in and don’t see results. I was at a corporate gym long enough to see people come in five or six days a week and look the same a year later.

But I’m not interested in starting a brick-and-mortar gym. I am currently in the process of learning how to build an online business. That will give me more free time but also help me reach more people.

Many of your posts on social media focus on debunking claims marketed by the fitness industry at large. What is something you wish you could tell everyone who is interested in fitness?

It’s important for people to know that all people have challenges with their confidence and self-image. I weigh 160 pounds and experience the same confidence issues someone who weighs 300 pounds might. I have been around overweight people who just assume that smaller people are born with certain amounts of confidence. But that wasn’t true for me. It’s kind of like the assumptions we make about celebrities. Just because they are famous doesn’t mean they don’t have personal issues they have to tackle.   

Also, being fit isn’t as easy as the fitness industry makes it out to be. It took a lot of hard work to get to where I’m at. Eating healthfully isn’t easy for me. I love pizza, ice cream, and processed foods. So we, as nutrition coaches and trainers, have a lot more in common with our clients than people might automatically assume. 

That’s why I always encourage my clients to incorporate foods they love into their nutrition, no matter what. It’s a big issue when people are too restrictive. You have to eat ice cream every now and then. Even I eat ice cream at least once a week.

Caitlin Dobbins identifies as a cowgirl, and it is little wonder why. 

After serving as a ranch hand in the rugged North Dakota Badlands, Dobbins cantered off into the world of event planning, working for a catering company in Minnesota and then a coveted venue in South Carolina. In 2019, after ten years in the industry, she founded Honey + Thyme Events, a unique and intentional wedding planning and design studio. She is also the co-founder of the Charlotte Microwedding Collaborative. 

“It’s so special when I go to a wedding and see these amazing moments,” says Dobbins, who now spends more time wrangling logistics than horses. “It’s because of our team — because we’re taking on all the duties of setup and breakdown — that the couple is going to remember this day for the rest of their lives. That’s why I love it.” 

We sat down with this midwesterner to learn more about what it takes to be a cowgirl-turned-wedding planner in the Carolinas. 

Have you always wanted to start your own business?

When I worked for an event planning and catering company back in Minnesota, I worked with a lot of powerful, independent, just really motivated women, and I always picked up on the things they did and learned from them. 

But ultimately, my mom has an entrepreneurial spirit — she started a nonprofit — so I think it’s just in me. I hate to use this word, but it’s almost a burden. When I was in other jobs, I was always wanting to do more. I wanted to be involved in this and that and they would be like, “This is your job.” I’ve always had that excitement. So when I had this opportunity, I just said, “Let’s do it.” It’s been so great. Of course, it’s like a roller coaster every single day but it has been so fun. 

Starting a business requires so much forethought. When did you take the leap and decide that you were ready to branch out on your own?

When I was the Venue Sales Manager at Anne Springs Close Greenway, couples kept asking me if I could help with the planning. It was becoming a lot. I was working a full-time job and pregnant. I decided I couldn’t do all three, so I just jumped right into my own business. I had that spirit — that entrepreneurial spirit — and the timing felt right, even though it was terrifying. But any decision in life is a little terrifying. I knew I just wanted more.

Were there women who were formative in shaping the kind of business owner you are today?

My mom and sister were largely a part. They have both started their own projects and businesses now. But also the women who managed me at Chowgirls Killer Catering in Minneapolis, Minnesota, and my horseback riding instructors — I’ve been riding my entire life, ever since I was little.  

Also, right when I moved here, I had a manager at the Anne Springs Close Greenway that was so impactful. She was a mom of two and a manager of a very large department. The way she balanced all of that was inspiring. She always said, “You’re not always going to do it perfectly. It’s not a balancing act – never perfectly balanced. You’re going to have a little more over here at times and a little more over there at times.”

I’ve kept that in mind because, as a mom and a business owner who is trying to have a personal life and trying to stay mentally and physically healthy, it’s a lot, especially during a pandemic. But those women impacted me more than they’ll ever know.  

Speaking of balance, do you find it is challenging to juggle raising a daughter and running a small business?

Yes, definitely. This year, because of the pandemic, we basically have two years of weddings in one. I have a team of about ten girls that are either assisting or planning, and we just launched another branch of the business for general events. So we have a lot going on. 

But I’m trying to be better at balancing my work and personal lives. When I’m home, after a certain point, I let business go. My daughter and husband are so important. So is riding my horse and remembering who I am. After all, when you take that time, it gives you the space to brainstorm and think. 

The pandemic forced many businesses to pivot. How has Honey + Thyme Events adapted over the past year?

We certainly adapted by starting the Charlotte Microwedding Collaborative. It’s actually a little crazy. A week or so before the pandemic, I was grabbing coffee with Rachel Hopkins, owner of Black Moth Bars. We were talking about how much we loved intimate weddings and how we’d love to start something that offered an all-inclusive package for couples who might not want to spend $80,000 on a wedding and might want a small, intimate group. 

So the Charlotte Microwedding Collaborative was our brainchild during the pandemic when everyone was forced to have micro weddings. We’re hoping to keep that going. We just had a micro wedding two weeks ago up in the mountains and it was gorgeous. It was the epitome of why we started this. 

We also founded the Olive Branch. It is named after my daughter, Olive, and includes all of our non-wedding events. We just met with a client this morning who wants to plan a 40th anniversary for her parents. It’s just so special. We love the stories. We want to create these custom, authentic experiences. 

You are so positive, even after having experienced what may have been the hardest year in recent history for event planners. Any tips for staying optimistic?

I just don’t see the point in being negative. Of course, if you ask my husband, not every single day is positive. There are certainly days when I come home in tears. But I just love building relationships with my brides. 

If you could give your younger self advice, what would you say?

Don’t take everything so seriously. You learn as you go along. Don’t worry. Have more confidence in yourself. 

Kristin Cagney sees the silver lining in rejection. 

As the owner of Summit Seltzer, the first producer and purveyor of hard seltzers on the East Coast, Cagney is used to hearing the word “no.” When she first sought financial backing for her Wesley Heights seltzery, she was denied by not one bank, but 50.   

“I had just turned 27 and never owned a business before. They weren’t taking me entirely seriously,” says Cagney, who drafted her business plan while pursuing her MBA at UNC Charlotte. “But I’m optimistic. I never let ‘no’ get me down. I grew from my mistakes and grew from constructive criticism. I treated everything as a learning opportunity more than a failure.”

Today, a year after Summit Seltzer’s grand opening, we chatted more with Cagney to see what it takes to tap into a niche beverage industry.       

Opening a business is hard. No one will deny that. But what was it like to open the first seltzery on the East Coast?

Luckily, I had worked for breweries in the Charlotte market for a while, so I was able to get a foundation of what the seltzery might look like when we opened. The real hurdle was convincing other people that a seltzery was a good idea. Fortunately, one of my MBA classes focused on market research analytics and a team of five of us dedicated the class to researching seltzery sentiments — what people thought about the industry, what they thought about seltzer, and where they thought the future of seltzer might be. I was able to use this research to create a bulletproof business plan and finally convince a bank to fund it. 

That was definitely the biggest challenge of wading into an unknown industry, but I had full faith in seltzer as a product. In 2018, when I was drafting the business plan, the market was going toward healthy, low-carb, and gluten-free. And when I worked at breweries, I can’t tell you how many times people asked for something that wasn’t beer. I was on the frontlines and I saw that trend emerging. 

You drafted Summit’s business plan while studying at UNC Charlotte’s Belk College of Business. So which came first — your passion for business or your passion for seltzer?  

My passion for not being in the corporate world came first. After college, I worked in corporate finance until I had a quarter-life crisis and just randomly quit. I didn’t have a plan. That’s kind of my MO. I’m a nomad. I’ve moved probably seven times in the last five years. I’m also a big believer in doing what makes you happy, even if it’s unconventional, and I was not suited for corporate life. I wanted to focus on something I was passionate about and I wanted to give my entire heart to it. 

I’ve always worked in restaurants, so when I quit my job I just started bartending again and I realized that bartending is what makes me happy. I loved everyone that I met. I loved the culture. I loved the camaraderie. But I had quite a bit of student loan debt from undergrad that I needed to work off, so I decided to go back to school at UNC Charlotte and get my MBA. I was just like, “Hey, I’m doing something else.” I didn’t know what until I noticed that seltzer was becoming super popular. I joked around for a few months about starting a seltzery until one of my buddies convinced me to write a business plan. 

And today, your business is family-owned?

Yes. We’re 100 percent family-owned. My parents and little brother are like my best friends.

How does that influence Summit’s brand and culture?  

In a very non-cliche way, we’re not overly concerned with getting rich. Money is not everything. For much of my life, I’ve been bartending because breweries and restaurants are my happy place. But I can’t count the number of times, especially when I was younger, that I wasn’t treated like a human by the owners. A lot of people don’t treat bartenders and servers with respect — it’s a very thankless job. 

I wanted to make sure our culture was focused on our employees’ wellbeing and that we felt like a family, which we are. We have the best staff on the planet. We wanted to hyperfocus on that — we didn’t want to just think through a lens of dollars and cents. I wanted to have empathy for our staff. 

We also wanted to treat the Charlotte community and all of our customers as family. We’re intentional about creating an inclusive, loving environment 

You are a business owner in your late 20s. Do you consider yourself young to be making such waves in the Charlotte business community?

I never really saw my age as a hurdle because when I was 27, originally trying to pitch this business concept, I had been working in restaurants since I was 16. Sure, I was young but I had been familiar with the industry for 11 years. Plus, if anything, my age helped. I was the right demographic for breweries and bars downtown. I got insider information because my friends were all going to these places. I was just surrounded by it.

I do get questioned all the time, “If you don’t mind me asking, how old are you?” I have a baby face and don’t really wear makeup, so I look young. But if you have confidence in yourself and in your skillset, it doesn’t matter how old you are. It’s more of what you do with your time and how you educate yourself in different capacities. There are so many different outlets to learn — from Google Analytics tutorials to videos on coding.

Speaking of learning, since you entered the food and beverage world at 16, you’ve been learning how to navigate this industry. But what is something you are learning right now, a year after the opening of Summit?

There are 1,000 different things I’m learning every day from our software system to tracking our inventory to managing the nuts and bolts of production to knowing where to buy the best produce. I am learning the most random things like that I need to go to Food Lion on Tuesdays and Whole Foods on Thursdays for the best deals. Or that strawberries from U.S. Foods are way too expensive, so I am boycotting those. It’s just the stupidest things. But I am also learning how to manage relationships with sales and how to run a distribution department. We have about 45 accounts right now. Each day is wild. 

That sounds like a juggling act. What is your recipe for success?

Tenacity. I never let “no” get me down. I learn from my mistakes and learn from constructive criticism. Obviously, no one loves constructive criticism but it’s supposed to be just that — constructive. Taking it and applying it to whatever you do next is big. That’s the most important thing.

So is staying optimistic. I look at the positives of everything. A lot of people are like, “Oh man, that sounds really hard.” And they will just stop. But I always know that there are, not necessarily loopholes, but ways around the roadblock. Just because it’s not mainstream, doesn’t mean it’s not possible. You just have to stay optimistic and get creative. 

You lived in Colorado previously. Why root your business in Charlotte?

I lived in Colorado for ten years and that is where the Summit brand is from — its foundation is outdoor adventure. And for a long time, I felt drawn to Colorado. I felt like that’s where I belonged because it’s so outdoorsy. It’s a mecca for that stuff. But something kept calling me back to Charlotte. Maybe because Charlotte is probably, hands down, the best city I’ve ever lived in. 

People here are so friendly, so nice, and so awesome. People here help each other — there is a sense of camaraderie that just isn’t present in other cities. Asking for help here is okay. So building Charlotte’s culture is really important to us at Summit. Being really proud of Charlotte and where we live is super important to us too.