Art & The Industry – An interview with Artist LNL

Here’s an interview I did on March 24, 2015 with Lindsay Lynch (a.k.a. Artist LNL) on the topic Art & The Industry.

The interviewee, Lindsay Lynch, is a successful entrepreneur with two different businesses that loves to create art as a hobby. Lindsay lives and operates her two businesses in the Orlando, FL area, which are the Inner Core Systems, LLC where she hand-makes cremation containment systems out of all sorts of different materials and she also owns a cleaning company called Interior Cleaning Services, LLC. Lindsay considers herself a folk artist that draws inspiration from anything and everything.

Enjoy!

Full Sail Hall of Fame: My social media experience (assessment metrics)

Here’s a video blog I created with content gathered from the Full Sail University “Hall of Fame” week.  In this video, you’ll notice I focused on the ways I used social media (e.g. Twitter) to share my experience with other online.  Enjoy!

The Drone Lab, Business Plan Marketing Decisions

After brainstorming a few ideas to market my business, I decided to start with three particular paths: 1) Direct Mail, 2) Social/Viral Marketing, and 3) Online Marketing.  The paths I’ve identified will be further elaborated in my final working business plan.  From there, I’ll drill down into more details regarding specific opportunities to reach my customer segments with all value propositions associated to my business model.

Here’s a few of those Marketing Decisions I’ve made to start my journey…

Analysis: Business Plan Financing

Initial funding for my veteran-owned and veteran-operated sole proprietor business concept, “The Drone Lab,” will require both startup capital and working capital to begin operations.  After conducting preliminary research on the commercial drone industry and the proposed amount of costs projected for small businesses to get started per current Federal and State provisions, I’ve outlined an itemized costs breakdown (i.e. facilities, equipment, materials/supplies, fees and professional services) to help clarify the total amount of financial resources that will be needed to start my business endeavor.  Additionally, I also provided three potential financing solutions that I’ll further look into to get funding to start The Drone Lab’s customer service support.

Here’s the Prezi presentation I created for your review and feedback:

The Drone Lab

Let’s Explore the industry landscape…Graphic Designer & Artist Coach

Hey ya’ll!  Here’s another video blog that I created in exploration to continue to identify new best practices and lessons learned from Entrepreneurs in all industries.  In this video blog, I highlight some of the things that inspired me and some of the things that I could take away as lessons learned.

Got to get started somewhere…Business Plan – Part II

To further define my business endeavor to create my first startup in the Commercial/Civil drone industry, I had to conduct a deep dive industry analysis to identify trends, the target market, and everything there is to know about the competition.  For an extensive look into my research, here’s what I found and perhaps you can also learn a thing or two about developing a business plan from my outline.


Industry Overview

The fast growing commercial/civil drone industry has more opportunity now, then ever before. Although federal and state regulations to integrate drones into the National Airspace System (NAS) have not been finalized, it’s noticed across the industry that small startups from around the nation are popping up from every direction. Business models that offer drone services and/or products will continue to evolve in support of many applications. According to PRNewswire (2015), “The demand for commercial drones is likely to witness a significant growth, thereby garnering the interest of the industry players across various verticals. The Americas are projected to be the fastest growing market as FAA relaxes its ban on commercial use of drone in some applications” (para. 2).

Market Opportunity

The global commercial drone market is expected to take shape around applications in a handful of industries: agriculture, energy, utilities, mining, construction, real estate, news media, and film production. Association for Unmanned Vehicle Systems International (AUVSI, 2013) reports in their publication, The Economic Impact of Unmanned Aircraft Systems Integration in the United States, that the precision agriculture and public safety are the most promising commercial and civil markets at the moment. These two markets are thought to comprise approximately 90% of the known potential markets.

Additional market applications for consideration (Market Intel Group, 2010):

  • Wildfire mapping
  • Agricultural monitoring
  • Disaster management
  • Thermal infrared power line surveys
  • Law enforcement
  • Telecommunication
  • Weather monitoring
  • Aerial imaging/mapping
  • Television news coverage, sporting events, moviemaking
  • Environmental monitoring
  • Oil and gas exploration
  • Real-Estate
  • Freight transport

The AUVSI also concludes the following facts about the Unmanned Aerial System (UAS) market:

  1. The economic impact of the integration of UAS into the NAS will total more than $13.6 billion in the first three years of integration and will grow sustainably for the foreseeable future, cumulating to more than $82.1 billion between 2015 and 2025 (Table 1);
  2. Integration into the NAS will create more than 34,000 manufacturing jobs and more than 70,000 new jobs in the first three years;
  3. By 2025, total job creation is estimated at 103,776;
  4. The manufacturing jobs created will be high paying ($40,000) and require technical baccalaureate degrees;
  5. Tax revenue to the states will total more than $482 million in the first 11 years following integration (2015-2025); and
  6. Every year that integration is delayed, the United States loses more than $10 billion in potential economic impact.       This translates to a loss of $27.6 million per day that UAS are not integrated into the NAS.

Barriers to Entry

Currently, the main inhibitor of U.S. commercial and civil development of the UAS is the lack of a regulatory structure. Because of current airspace restrictions, non-defense use of UAS has been extremely limited. Until the FAA consolidates feedback from the public on the new rulemaking policy guidelines (60days: Feb 15 – Apr 15, 2015) and define the federal law to integrate small Unmanned Aerial Systems (sUAS) into the NAS, commercial/civil companies will be required to apply for an exemption approval to conduct commercial drone operations for compensation.

In effort to easily breakdown the barriers to entry within this market, I’ll categorize the barriers in two categorizes: Strategic and Tactical.

  • Strategic barriers
    • Lack of Department of Transportation – FAA guidelines to operate sUAS in NAS
    • Large scale key players in the industry: Airware Inc (U.S., Drone Deploy (U.S.), DJI (Shenzhen), Precision Hawk Inc (U.S.), SenseFly ltd (U.S.), 3D robotics (U.S.), VDOS Global (U.S.), Trimble UAS (Belgium), AeroVironment (U.S.), and others
    • Lack of State requirements to own and operate (e.g. certifications, licensing, registration, insurance, etc.)
  • Tactical barriers
    • Local competitors (i.e. small startups)
    • Financial stability
    • Lack of resources to operate (software/hardware)
    • Security and Safety concerns
    • Lack of trained operators

Long-Term Opportunities

According to AUVSI (2013), the economic benefits to the country are enormous and were estimated as follows.

  • First, they forecast the number of sales in the three market categories.
  • Next, they forecast the supplies needed to manufacture these products.
  • Lastly, using estimated costs for labor, they forecast the number of direct jobs created. Using these factors, they forecast the tax revenue to the states.

Furthermore, AUVSI conducted research studies on four particular areas in order to determine the estimations for this emerging industry. They are as follows:

  • Comparable sales from other countries
  • Survey results
  • Land ratios
  • A literature search on rates of adoption of new technology.

Most important, AUVSI predicts the economic impact of the integration of UAS into the NAS will total more than $13.6 billion in the first three years of integration and will grow sustainably for the foreseeable future, cumulating to more than $82.1 billion between 2015 and 2025 (Table 1). As a result, there will be plenty of opportunity for small startups to meet industry-manufacturing demands, consultation services to aid in training, employment strategy development, and technology innovation.

Below, I’ve provided a table (i.e. Table 1) created by the AUVSI that depicts the total economic impact of UAS integration in the U.S. The majority of these jobs will come from the manufacturing process associated with products created for drone/sUAS.

Table 1.

Market Description, Size and Trends

After years of growth and innovation in the military sector, the global demands for UAS’s are on the rise in support of a wide-variety of commercial and civil markets. Global trends show that efforts made toward further development and technological innovation will only make the UAS markets more productive and competitive.

According to AUVSI (2013), these emerging markets are slated to created more than 100, 000 jobs between 2015-2025 throughout the United States with an estimate market value of $82.1 billion. It’s predicted that this rapidly growing market will initially spawn from the Precision Agriculture and Public Safety application sectors, creating the most business revenue and jobs with quality benefits. In particular, precision agriculture refers to two segments of the farm market: remote sensing and precision application.

Additionally, the commercial drones market can be broken down by: type, technology, application, and geography (ReportLinker, 2015).

  • Type
    • Fixed Wing
      • Light Fixed Wing
      • Heavy Fixed Wing
    • Rotary Blade
      • Multi-Rotor VTOL
      • Single-Rotor VTOL
    • Nano
    • Hybrid
  • Technology
    • Energy and Propulsion Systems
    • Automation
    • Collision Avoidance
    • Cyber-Security and Jamming
    • On-Board Data Processing
    • Communication Data Links and Radio Frequency Spectrum Capacity
  • Application
    • Law Enforcement
      • Police
      • Civil Security
    • Energy Sector
      • Oil and Gas
      • Electrical Grids/Distribution Networks
    • Agriculture Forestry and Fisheries
      • Field Inspection
      • Crop Dusting
    • Manufacturing Sector
    • Infrastructure
    • Media and Entertainment
    • Retail
    • Scientific Research and Environmental Missions
  • Geography (e.g. worldwide locations)

Target Customers (TBD)

Due to my extensive research findings, I’ve reconsidered the market focus my business was initially going to service in the Real-Estate sector. As a result, I will continue to modify Part I of my business plan to reflect the area I decide to move in based on current predictive analysis outlined on the marketplace opportunities (precision agriculture and public safety).

Market Readiness

The market is slowly developing yet highly profitable and open to anyone enthusiastic about the economic benefits associated with sUAS applications. According to a Military Embedded Systems report (2014), “Most analysts expect the commercial market for unmanned aircraft to eventually dwarf that of the military market. Unmanned aircraft systems have changed the face of modern warfare and created a huge opportunity for electronics suppliers that provide systems for the UAS payloads, ground control stations, and flight controls.” However, other industry analysts consider the playing field will be just as open to the smaller companies as it is to the larger companies that have been in the industry from the start (i.e. Lockheed Martin, etc.) As an example, Drone Analyst (2015) states, “there is little evidence that those same suppliers that benefited from military drones will benefit from the eventual commercial applications of this technology.  It is not – as the Military Embedded Systems article suggests – an R&D problem.  I believe the vast differences in the ways these firms go to market is the problem that will, in fact, “throw a wrench in that transition.”

Strategic Opportunities

Strategic opportunities in the commercial and civil sUAS markets are plentiful. Considering the aforementioned commercial drone market break down by: type, technology, application, and geography, my business seeks to benefit from establishing relationships with industry leaders with hopes to identify future market needs to service both consumers in the business to business realm, as well as direct service support to independent civil consumers.

Strategic alliances can essentially be competitors and future growth enablers. For instance, partnering with the current industry leaders in manufacturing services and equipment suppliers of the existing UAS market can be bring potential short-term capital investors and key advisors my way.

In regards to The Drone Lab and the services we intend to provide, we currently do not have strategic opportunities over any of our competitors. However, I (the business owner/operator) do have over nine years experience working with the Department of Defense (DoD) UAS architectural systems (i.e. sensor to shooter) and methodologies (i.e. Tasking, Collection, Processing, Exploitation, and Dissemination) associated with and used across all federal government agencies and allied NATO militaries.

Competitors (National and Local)

There’s no doubt that commercial and civil drone market competitors are starting to become known in the local, regional, national, and international market sectors. Generally speaking, according to INEA Consulting LTD: Global Commercial and Civil UAV Market Guide 2014 – 2015, this competitive landscape consists of some big name Manufacturers and Equipment Suppliers (National market):

  • 3D Robotics – develops innovative, flexible and reliable personal drones and UAV technology for everyday exploration and business applications. DR’s UAV platforms capture aerial imagery for consumer enjoyment and data analysis, enabling mapping, surveying, 3D modeling and more.       There technology is used across multiple industries around the world, including agriculture, photography, construction, search and rescue and ecological study.
  • senseFly Ltdis a Swiss company that develops, assembles and markets autonomous mini-drones and related software solutions for civil applications such as: mapping of mine sites, quarries, forests, constructions sites, crops, etc. Since the summer of 2012, senseFly has been a member of the Parrot group.
  • Aibotix – In 2014, Aibotix became a part of Hexagon, leading global provider of integrated design, measurement and visualization technologies.
  • DJI – is the global leader in developing and manufacturing high performance, reliable, and easy to use sUAS, for commercial and recreational use. The company has over 500 employees and is among the largest in the commercial UAS market. It’s primary services offer aerial photography and videography accessible to professional photographers, cinematographers and hobbyists anywhere in the world. Global company operations span to North America, Europe, and Asia.
  • Walkeraprimarily relies on its strong research and development ability, and manufacturing capacity. Guangzhou Walkera Technology CO., LTD. has become a professional commercial UAS manufacturer that unifies product research & development, production, marketing, and services.

Likewise, many companies create proprietary software (i.e. remote controllers, interfaces, sensor packages, etc.) for their own devices but most are not interoperable with other drone platforms/technologies. With this in mind, here are a few of the major Software Developers for commercial and civil use (National market):

Proprietary Software:

  • DroneDeploy – is a company focused on developing software that adapts drones for business and industrial purposes. Their software enables cloud control for drones by connecting them to LTE and 3G networks. The main sectors it focuses on are construction, agriculture, and surveying.
  • Airware – is a company that uses both software and hardware to control the main functions of drone flight operations, by providing connectivity to a third party sensor and/or external devices.

Open Software:

  • Flyver – is a company that provides open interface options to drones aimed at developers. The software enables consumers to write designated apps for drones.
  • Parrot – is a company that provides a documented interface to certain parts of their software allowing users to develop their own apps for Parrot’s flagship drone product.
  • ArduPilot/APM – is a project by 3D Robotics that offers consumers an autopilot system, which supports multi-copters, traditional helicopters, fixed wing aircraft and rovers.
  • OpenDroneControl – is an open source software platform for developing interactive artworks and research projects with aerial robotics. The company was developed to be a community-supported framework for connecting commercially available quadcopter platforms to a common programming interface. The framework provides access to specific sensors and optionally allows for additional functionality such as navigation and tracking.

Locally, the first potential competitor in the rapidly expanding small Unmanned aerial system industry (sUAS) operating out of Central Florida is called:

  • CineDrones is a manufacturer of high-end drone systems and offers its customers a variety of drone systems, drone accessories/parts, a trained professional staff for support and even training classes. CineDrones has taken the knowledge and every changing technology to new heights by testing and developing aerial systems for use in Film, TV, Public Safety and Agriculture. CineDrones reputation in the market is well-known with a proven business model doing work for companies like ABC, Amazon.com, MTV, Universal Studios and even Full Sail University to name a few.

The Second competitor company is called Frazier Foto.

  • FrazierFotois a customer photography firm specializing in high quality commercial and portrait photography. The company started it’s operations in 2007; and in 2013, they added elevated imaging to their services with the addition of a small drone system to capture imagery for companies with a focus on architecture and other commercial entities.

 Finally, the third Central Florida competitor is called: Hoverfly.

  • Hoverflyis a company that develops aerial robots for commercial, industrial, and personal use, and they also have patent-pending drone technology used to control drone systems. Similar to CineDrones, Hoverfly caters its services to the providing drone solutions to the Agriculture, film & media, and public safety industries.

In comparison, all three potential market competitors seem to focus on the same target audiences that use drone systems in the Entertainment, Public Safety, and Agricultural industries. Likewise, they all present themselves as industry professionals with small startup teams ranging from 3-8 people that conduct business both online and from local office locations in Central Florida. And other than a few minor differences in the services/products each company offered, the only things that distinguished one from the other was how they represented themselves through the display of content on their websites. In that case, CineDrones looked to be my biggest competitor.

Advantages

In comparison to each of the local competitors and the product/services they offer consumers, I don’t have any advantage over them. I’ll need to conduct further research on ways to stand out in this crowd of specialized competitors.

Barriers to Entry

Currently, my business concept will struggle with identifying adequate resources to aid in the early development of my business. The following list is prioritized with the tactical challenges that I may face while competing with other local market competitors:

  1. Startup capital to purchase resources
    1. Software/Hardware
  2. Lack of trained drone operators
  3. Lack of commercial drone knowledge
  4. Lack of professional website w/storage capacity for data
  5. Lack of strategic alliances compared to competitors

Strategic Opportunities

TBD

Business Plan – SWOT Analysis

In effort to continue my journey to develop my business plan for my first startup The Drone Lab, I had to outline the Strengths, Weaknesses, Opportunities and Threats (SWOT Analysis).  The SWOT analysis will be a useful point of reference to assist with my planning efforts and overall management expectations.  Additionally, the SWOT analysis will help me identify potential market opportunities, strategic partners and areas to avoid based on industry feedback that serves as evaluation measures.

Commercial Drone Market – Industry Overview

Here is a brief Industry Overview of the current commercial drone market based on my preliminary research efforts.

Orlando based Commercial Drones – Market Competitor Research

This is a reflective video blog that I created for my entrepreneurial efforts to identify potential market competitors in the location I intend to operate. The video will highlight three particular drone companies that operate out of the central Florida area with all intentions to expand as small startups in the rapidly evolving small unmanned aerial system (sUAS) industry.

In this video, you’ll be able to see what market research areas I focused on for all the potential competitors and some key takeaways that I was able to use for my own business endeavors.  Enjoy!

Case Studies – Photography & Travel Adventures

Here’s a video blog where I share my thoughts about the best practices and lessons learned from two business owner’s entrepreneurial endeavors.  The two companies that I conducted a case study review on are: 1)Junshein Photography and 2) Live Adventurously.

Do you have any entrepreneurial endeavors that you’d like to share your thoughts about?  If so, send me a comment and let’s chat!

Business Plan – Part 1

With the advent of drone platforms for recreational and commercial use and the rising interest from businesses based on their beneficial employment applications throughout a variety of industries, it’s evident that drone consumers need support and/or advice to properly manage them. With this in mind, businesses are spending valuable time and resources trying to figure out how they can use drones to enable future business growth within their market sectors and streamline outdated business processes. For that reason, I created The Drone Lab. The Drone Lab was recently founded in 2015 with one goal in mind: to empower drone users with efficient and effective employment solutions.

Mission

Our mission is to inspire brave clients to optimize drone use by offering online and on-site consulting services that focus on Research, Analysis and Aerial Employment Strategy Development solutions catered to the real-estate industry.

Services

At The Drone Lab, we pride ourselves on quality assurance and customer satisfaction. Our team knows that customers are the most important assets for any business. Recognizing the link between customer relationships and business outcome allows companies to optimize and execute their customer strategies.

Our full range of research and strategy development solutions help clients make the best decisions at all stages of the drone integration process into their existing and future business activities and to maximize the return on their drone investment. Our commitment is to provide customers with industry proven drone employment insights based on community best practices and lessons learned. Equally important, we strive to offer our customers the most efficient and effective drone employment strategies tailored to their industry needs that help in the development, evaluation, and improvement of their aerial employment efforts and, ultimately, to help them reduce operating cost, time and manpower.

Where our lab analyst like to experiment…

Research and Analysis

We encourage you to leverage our expertise to deliver a full range of research activities from qualitative to quantitative and simple to complex. Research services can be purchased individually or combined in a package deal tailored to your business desires.

Here is a list of our research services that offer customers both qualitative and quantitative information that enables business owners to make the most efficient and effective decisions regarding drone employment and future applications:

  • Aerial and Digital data Topographic Study (i.e. land surveying, property management, future development, etc.)
  • Platform specific analysis with recommendations to help drone buyers get the biggest bang for their buck (i.e. which platform and sensor capabilities are best suited for your business needs)
  • Industry and Role specific research with platform employment strategy recommendations (i.e. Find what you need and learn how to get it)

Our research products will enable you to:

  • Identify cost, time and manpower solutions to employ drones for commercial use within your business
  • Streamline the drone integration process into existing or new business models
  • Operate your drone within the law (i.e. per Federal and State regulations)
  • Make wise purchasing decisions on drone platforms and sensor capabilities specific to your businesses role specific needs and budget constraints

Drone Employment – Strategy Development

There’s nothing like wasting valuable time, money and manpower through trial and error as a business owner. That’s why here at The Drone Lab, our lab analyst want to give your business a free consultation to identify ways that your business can benefit from drone applications. As a matter of fact, whether you’re a company that currently uses drones as part of your daily operations or you’re thinking about ways to integrate drones into your existing or future business model, our team is ready to connect with you so we can create an employment strategy to meet your needs.

Drone employment strategy solutions are tailored to company specific needs and requirements. Our lab analysts work closely with your team to develop drone employment strategies at an affordable cost. Employment strategies are developed based on information collected from extensive research and analysis (i.e. combination of all research services offered at The Drone Lab).

Our team is committed to working with you to establish a business relationship through either our online website or on-site in person. Our service support operations are conducted both online and on-site depending on your specific business needs and/or preferences.

Development-to-Date

So far, the only development-to-date for The Drone Lab has been market research and analysis to identify industry needs, market competitors, and the proper resources required to start this business venture (e.g. brainstorming the VISION and SCOPE of the business concept). In addition, Part I of my business plan has been outlined to provide me with a foundation to build my ideas on. Part I of my business plan emphasizes on the “Company Description” and “Operations and Management” of The Drone Lab. With my business plan in mind, I intend to have a draft layout of my business model complete within the next three weeks.

Legal Status and Ownership

To begin my entrepreneur endeavor, The Drone Lab will be established under the Sole Proprietorship business structure. This will allow me as the owner to have 100% control over all aspects of the business until I fully establish a solid market tested business model foundation. Looking forward, after the business model is tested and proven to be profitable, I anticipate expand the businesses operations and potentially incorporating it as a registered corporation in the state I reside.

Operations

The Drone Lab will offer research, analytic and strategy development consultancy services to the emerging National recreational and commercial drone consumers and operators. Specifically, our lab analysts like to experiment and find solutions for our customers in the following areas: Research and Analysis and Strategy Development. At The Drone Lab we hold ourselves to the highest industry standards. With this in mind, we want our customers to know us for our exceptional values, quality assurance, and professional products associated with the recreational and commercial drone industry. Customers can expect that these values will be a part of our daily business operations both online and on-site in person.

My intent is to start the 1st phase business operations no later than late summer of 2015. This timeline will allow me ample time to develop the initial business plan outline, social media strategy, and marketing plan; most importantly, establish a presence within the market industry through digital and physical networking. In addition, a website will also be designed before the business launch date. Since I intend to manage all business related operations from my home, I will not need office space or distribution channels pre-established. However, my intent looking forward would be to establish office space once I form strategic alliances and/or industry partners (stakeholders) and identify the market indicators to further grow my business. All systems to operate the business will be initially selected in the business plan development process and market tested after the launch date. These systems will be put in place prior to operation but will be modified as necessary based on consistent evaluation and assessment of the business model execution and consumer feedback.

The Drone Lab will initially service local drone consumers and operators in the Orlando, FL and surrounding areas (not to exceed a 90-mile radius). All services will be offered through the business’s online website that will target local consumers and later extend to the regional and national communities once I’ve proven the business model in the local marketplace (e.g. local and nationally known businesses). The target customers will be drone consumers in the real-estate industry within the 90-mile radius of Orlando, FL. In this case, I will accept consumers requesting consultancy services outside of the 90-mile radius, however, service products will be limited based on the resources I have available to the business until future growth. Otherwise, all consultancy services provided within the 90 mile radius will allow me to personally conduct on-site customer visits to establish face-to-face relationships and get first-hand knowledge of the problem-sets and requirements needed. With the initial 1st phase of operations in mind, the business will be solely operated and managed from my (the owner) home and its online website. I will provide all software and hardware as the owner with the intent to outsource requirements for resources as the business grows.

Technology

At The Drone Lab we strive to ensure our customers quality assurance and satisfaction by creating them professional products using the industry’s most recognized and advanced technologies. In this case, if we promise you (our customers) the best, you can assure that we are using the best technology we can to maintain our quality assurance values.

To start, I’ve outlined all technologies The Drone Lab will need to start business operations categorized by the terms Hardware and Software.

Hardware:

  • MacBook Pro (with most current Operating System)
  • iPad Traditional/Mini
  • 2 x External Hard-drive devices for storage (1 terabyte each)
  • Vehicle to conduct on-site customer visits
  • Digital Camera with Video capability (create original content)
  • Mobile phone (communication device)

Software:

  • Microsoft Office Suite of tools (administrative functions)
  • Adobe Creative Suite of tools (annual Creative Cloud subscription)
  • Broadband Internet Connection with wireless modem
  • Social Media accounts
  • Website (purchase domain name)
  • Cloud storage capacity for business operations

Management

The Drone Lab will operate and be managed based a foundation of our brands core values. The management of our daily operations will be exceptionally organized and structured to align with our brands core values and the values we share with our customers. The management of all business operations will be conducted in a professional manner with a hierarchical structure in place to aid in the overall management of resources (e.g. finances, manpower, etc.). During the initial phase to prove the business model concept in the marketplace, I will operate as the business owner and operator. This will require my attention in every aspect of the business operations.

Key Employees

I, Corey Seamster, will conduct all business related roles and responsibilities associated with daily operations until The Drone Lab is market tested, proven and potential partnerships and strategic alliances are established. To elaborate on my roles and responsibilities, I’ll be held accountable for the following business operational areas:

  • Chief Executive Officer
    • Manage business plan/model through consistent assessment and evaluation measures
    • Maintain all administrative responsibilities
  • Chief Operations Office
    • Establish Strategic Alliances and Partnerships
    • Manage all day-to-day business operations associated with service support architecture requirements (e.g. hardware & software needs)
    • Manage customer support services (offer solutions to problems online and on-site)
  • Research Analyst
    • Conduct all research and analysis for customer segments
    • Stay up-to-date on all “new” technologies relevant to research and establish credible reference sources to ensure our products are built from current drone employment trends, best practices and lessons learned
    • Develop cutting-edge products in a variety of multi-media forms to best serve customer needs (i.e. Video analysis, Written and Verbal analysis reporting, Infographics, etc.)
  • Drone Employment Strategist
    • Establish both online and on-site (in person) contact with customers to identify business specific requirements for drone employment
    • Develop comprehensive drone employment strategies using a variety of multi-media solutions to best serve customer needs

Key Advisors

In order to ensure The Drone Lab succeeds as a startup in the new commercial drone marketplace, I’ll need to identify key advisors through local partnerships with potential investors and commercial drone industry leaders. Once I’ve established a working relationship with such key advisors, I’ll create an advisory board that will be used to socialize the business operations with the intent to receive advice and guidance on expansion opportunities, best practices and lessons learned. Most importantly, the key advisors will be used to offer solutions to problems that one person can’t always find the answers to and enable the reach of outside support through network capital and social reach.

Management Structure

Entrepreneurial Readiness

This is an educational video that presents my thoughts on the topic: Entrepreneurship.  I also quote a few industry professionals based on their words of inspiration.  Do you think I’m ready or what?

If you’re an Entrepreneur and want to share your thoughts or have a few words of wisdom to pass down…I’m all ears!

Leave me a comment below…