Embarking on an entrepreneurial journey isn’t easy. But then again, there’s good reason to believe that it need not be nearly as daunting as some may make it out to be.
Professor Chip Ransler
One way students are finding that out is through McIntire Professor Chip Ransler’s Commerce Essentials micro-course, How to Find and Engage with Important People. In it, he teaches students the vital mindset, frameworks, and technological tools needed for cultivating relationships that propel concepts and careers to the next level. Sharing experiences and advice from top entrepreneurs, the self-paced course teaches students how to craft personal brands, build meaningful networks, and strategically advance their innovative concepts.
Guest speakers such as Griffin Spolansky (A&S ’19), Co-Founder and CEO of Mezcla; Peter Frelinghuysen and Misha Vitels, Co-Founders of Earth Brands; David Roselle (McIntire ’23), Founder and CEO of DoorList; Brian Stempeck (A&S ’01), CEO and Co-Founder of Evertune AI; and Aakash Shah (A&S ’16), Founder of Wyndly all share their views and what they’ve learned about betting on oneself and following an idea to fruition. The honest firsthand accounts are as instructive as they are engaging.
Through their varied experiences shared within the course, aspiring entrepreneurs are equipped not only with the knowledge but also the practical mentorship needed to navigate the dynamic landscape of startups. So while nascent members of the venture community may feel ready, how does someone actually get going?
Taking the First Step, Taking Action
Several entrepreneurs emphasize how important it is to actually start. They all insist that would-be self-starters do just that—start—despite uncertainties.
Spolansky promotes action above all else. “It’s really hard, because a lot of times, when people want to start businesses, they don’t know where to start—so they don’t do anything,” he says. “The truth is that you just need to take the first step, and the first step will lead you to the second step, and so on and so forth.”
Roselle concurs: “I really encourage people to start building things, and it will be very clear to you if something is worth pursuing. The cost of creating new things is lower than ever. There are AI tools and no-code tools if you’re not technical. If you go to college, you’re surrounded by potential co-founders who could help you move even more quickly,” he says, noting that big decisions about the fate of ideas can be made further down the line. “You’re building things for fun. You can very quickly get an MVP [minimum viable product] out and validate certain hypotheses. Run experiments, and don’t get so caught up in the concept of eventually being an entrepreneur that you forget to do the early work to make sure something’s worth your time. Build something you’re passionate about.”
Planning can be critical, but all of the entrepreneurs we spoke with feel that there is no time like the present to get started bringing an idea to life. Frelinghuysen references the quote “The best time to plant a tree was 20 years ago; the second best time is now.” He says that many get stuck before taking that first step because people themselves present the largest barrier to entry by overthinking about their ideas being accepted and successful. “You’ve just gotta plant the tree.”
Flexibility and Tenacity
Once the plunge is taken, the entrepreneurs stress a commitment to keep growing—something supported by continuous learning and free experimenting. As that exploration occurs, it’s essential to stay adaptable, ready to handle change, and all the volatility that is part of the entrepreneurial process and a defining skill of long-term success.
Stempeck believes, contrary to some prevailing all-or-nothing approaches, that those steps don’t necessarily need to be taken in isolation or without the benefit of stability.
“You don’t have to go start your own company on day one coming out of undergrad,” he says. “Working for an earlier-stage company and using that time to watch what they do and learn from a great CEO or founder [are going to give you] exposure to experiences that you won’t get anywhere else,” he says. “If you are working one of those [corporate and/or consulting] jobs, allow yourself the ability to dream a little bit and jump to something earlier stage. Your experience will be valued.”
If you are on your own, Stempeck says that flexibility remains paramount: “You’re not going to have a set job and someone telling you everything you need to do,” he cautions. “Are you a person who can live with uncertainty? Can you be flexible across different roles?”
He also confides that the journey is often defined by extreme highs and lows. “There are days when you’re like, ‘We closed an amazing client. We built the right feature. This is incredible.’ And the next day, you learn that your closest competitor just raised $100 million in venture capital funding and stole your biggest client. It can shift a lot from day to day. So being comfortable with volatility, changes, and being opportunistic, those are the types of things you look for. That flexibility is key.”
Shah recommends maintaining a long view and staying tenacious.
“We often can’t imagine where we’ll be in 10 years, but here’s what I’ve learned: If you keep practicing and creating, you will inevitably produce something meaningful. Think of it like basketball—take enough shots, and eventually one will go in,” Shah says.
“The key is that learnings compound over time. When you improve yourself just 1-2% each day, those small gains multiply into extraordinary results over 5 or 10 years. That’s how people achieve seemingly impossible things. My advice? Bet on yourself,” he insists. “Commit to learning something new every week. While courses have value, nothing beats actually doing the work. Put yourself out there, try new things, and keep creating. The more you practice, the faster you’ll improve, and the more inevitable your success becomes.”
Leveraging Relationships and Ideas
Of course, even with a solo venture, no one can truly go it alone. Networking and seeking the knowledge of others provides direction and supplies insights that aid in overcoming hurdles and preparing for the inevitable bumps and unexpected turns along the way.
Spolansky says relying on others in order to learn from them is imperative. “Talk to people. That’s the biggest piece of advice I could give,” he says. “Let’s say you want to start a company in tech. There’s actually [someone who was on] the UVA lacrosse team who started a company in tech—David Roselle. I don’t know David very well—but go talk to David. If you want to start a company in food, talk to me. There are a million people you can talk to. The first step is talk to someone in the industry you want to get involved in, understand the viability of your idea, and then go from there.”
On running with an idea that feels too good to ignore, Vitels believes that becoming fully immersed in the concept—despite the naysaying from potential detractors—can provide an invaluable lesson. “If you have an idea, stay up all night and research it, and see what happens. Just work on it. Don’t care what anyone else says or thinks or does. Don’t sit on the idea. Just start it. Do it. See where it goes. You’re going to learn regardless,” he insists. “It’s only going to help you to pursue it. It might work out, it might not, but at least you’ll have that experience.”
