Business Ecosystem Development

For the past 7 years, my mission has been to build the Nashville startup ecosystem. I've had a lot of roles along the way. I feel like I've done it all. And I'm still learning through my work with The Lighthouse. The ecosystem changes as the market changes, and I've had to change with it. But after 7 years, I have a really clear point of view on what I think good ecosystem building actually looks like. So I wrote it all down. The biggest lessons. The uncomfortable stuff too. Here's what's in it: 1) You need to run your ecosystem org like a business 2) Pick a niche and get really good at it 3) Whoever pays you is your real customer 4) Your outcomes need to be tied to their outcomes 5) Ecosystems are built by founders, everything else follows 6) Founders need customers before they need capital 7) The most underrated thing you can do: go to work for them 8) Becoming an investor changed everything If you're building a startup ecosystem, work in one, or just want my honest take on how to make Nashville better, this one's for you.

The moment your business stops being a business… and becomes an ECOSYSTEM everything changes. Here is how…. When I built Beverly Hills Rejuvenation Center, Sunset Tan, and multiple national brands, I learned one thing: Products can compete. But ecosystems dominate. Here’s the truth most entrepreneurs miss: The companies winning today aren’t selling… they’re connecting. They create worlds where customers stay longer, spend more, and trust deeper — because everything they need is under one brand. Here’s how I turned my businesses into thriving ecosystems — and how you can too: 1. Start with a Core Promise Your promise must be bigger than your product. Mine was simple: Help people look and feel forever young. 2. Add Pathways, Not Just Products Aesthetics → Longevity → Hormones → Peptides → Tech → Education → Community. Every new pathway strengthens the whole. 3. Build Strategic Alliances The strongest ecosystems win because of collaboration, not isolation. Partners, shared audiences, aligned missions = exponential growth. 4. Create a Circle of Value Your customers, partners, and brand should all win together. That’s how you build loyalty — and a movement. 5. Make Content the Front Door Content isn’t marketing. Content is architecture. It builds trust, meaning, and culture. 6. Build Recurring Revenue Streams Memberships, subscriptions, loyalty, VIP tiers, franchising — the stability engine that powers long-term growth. 7. Make the Brand Bigger Than You A true ecosystem survives and scales without needing your daily presence. That’s how you create a legacy. The bottom line: A business sells. A brand competes. But an ecosystem transforms everything it touches. And the best part? You don’t need to start big. You just need to start connected. — Devin Haman Entrepreneur | Brand Architect | Forbes Business Council Founder, Beverly Hills Rejuvenation Center Founder, Sunset Tan #Entrepreneurship #Leadership #BusinessGrowth #Ecosystem #BrandBuilding #Longevity #Franchising #AestheticsIndustry #ForbesBusinessCouncil #DevinHaman #BHRC #SuccessMindset #BusinessStrategy #ScalingUp #Innovation #WellnessBusiness

Building momentum in any ecosystem—whether it's a business network, community, or partner ecosystem—requires both strategic alignment and practical activation. Most importantly, it needs someone to drive as the organizer/activator. Here's my framework for creating lasting momentum: 1. Clarify the Shared Purpose  Momentum comes from a compelling vision that stakeholders can see themselves as a part of. Define the collective "why"—what outsized impact can you create together that no single participant could achieve alone? 2. Start Small, Show Proof Don't try to boil the ocean. Launch small, visible projects that demonstrate value. Early wins attract more participants and build confidence in the ecosystem's potential. 3. Build Trust and Reciprocity Ecosystems thrive on mutual benefit. Create opportunities for knowledge sharing, co-marketing, and joint projects. Trust builds momentum faster than transactions—partnership = trust + true collaboration. 4. Enable Network Effects Structure so each new participant adds disproportionate value. Don't demand the same level of participation from everyone—tailor approaches to individual skills. The method of organization matters: How do people communicate, share resources, and ask questions? 5. Orchestrate, Don't Control This is such a unique and critical role. Provide lightweight governance—guide, convene, facilitate connections—but leave room for organic growth. Let people self-identify where they see themselves in the ecosystem. 6. Create Visibility and Buzz Celebrate milestones, share collaboration stories, and spotlight members. Momentum is social—people want to be part of something others are talking about. Communication is key. 7. Sustain Through Value Loops Participants give because they see value returned. Continuously measure and communicate the value each group receives, including leads, cost savings, learning opportunities, and social impact. The result? A flywheel effect where clarity of purpose, quick wins, trust, network effects, and continuous value loops create lasting ecosystem momentum. #EcosystemBuilding #CommunityBuilding #Leadership

Ecosystems are built on relevance, not reach. Companies often fall into the trap of building broad, scattered partner lists, hoping that quantity will somehow convert into pipeline. That is when partnerships become a numbers game, and hope becomes the strategy. But a wider ecosystem without shared customers, shared motion or shared outcomes just creates noise. What drives results is relevance. And that is where we focus. Regardless of maturity, the same rule applies: impact comes from going narrow and deep, not broad and hopeful. The partnerships that actually move the needle are embedded across the customer journey. They show up where your customers already are. They offer complementary value that makes the product or experience better. Think about Zeller launching inside Officeworks because that is where small business owners already shop. Or Uber and Spotify's integration that still drives millions of new users monthly. Or Canva and HubSpot, with ecosystem-level workflow built in. These are not just brand alignments. They are functional ecosystems, driving measurable outcomes from acquisition through to retention. The mistake is thinking partnerships are just about co-marketing or shared logos. In reality, the best ecosystems solve real problems across the full customer journey, from discovery and decision, all the way through to delivery and retention. And that is why more CROs and CFOs are leaning into partnerships. Because when executed well, an ecosystem strategy reduces sales hiring pressure, protects CAC and increases lead quality. Many of the PE-backed and founder-led teams we work with are not looking to add ten more sales reps. They are looking to go deeper with partners who influence, deliver and expand customer impact, with fewer resources. So the question is not “How many partners do we have?” It is “Who has our customer’s attention, and how do we build something meaningful with them?” Curious how you are thinking about relevance versus reach in your own ecosystem? Send a DM. Always up for the chat. #growth #ecosystem #partnerships

Navigating the Sustainability Services Ecosystem As sustainability transitions from a peripheral issue to a central business concern, organizations face increasing pressure from regulators, investors, and consumers. The evolving landscape of sustainability services provides a framework for understanding the diverse range of organizations and platforms supporting sustainability efforts across industries. Modern organizations recognize that a one-size-fits-all approach is insufficient. Instead of relying on a single advisor, companies engage with various actors, including disclosure bodies, emissions software providers, capacity-building networks, and global initiatives. Understanding this ecosystem is essential for implementing effective sustainability strategies that adapt to changing expectations. The sustainability ecosystem can be categorized into five key service areas: Measurement and Disclosure, Capacity Building and Engagement, Strategy and Net Zero Transition, and External Stakeholder Relationships. Each category plays a role in supporting organizations as they design, implement, and track their sustainability efforts. In the Measurement and Disclosure realm, organizations encounter frameworks, standards, and software tools that facilitate transparent reporting of sustainability metrics. Effective measurement ensures credible communication of sustainability efforts to stakeholders, boosting accountability and trust. The Capacity Building and Engagement segment focuses on initiatives that activate employees, educate the public, and promote behavioral change. By embedding sustainability into organizational culture, these platforms help develop a mindset that drives positive change. Consulting firms offer strategy development and transition planning, acting as integrators connecting tools and frameworks to operationalize sustainability commitments. Their expertise is critical for guiding organizations through the complexities of sustainability. External Stakeholder Relationships involve engagement with global initiatives and offset providers, aligning ambitions while offering access to shared methodologies for emissions reduction. These partnerships enhance credibility and enable participation in collective efforts to address climate challenges. As sustainability becomes a core business function, organizations must map the ecosystem of support available to them. Understanding the distinct roles of each actor allows for building the necessary partnerships and infrastructure to deliver impactful outcomes. In conclusion, the Sustainability Services Ecosystem is essential for organizations committed to responsible practices. By thoughtfully engaging with this diverse array of actors, companies can enhance their strategies, drive meaningful change, and contribute to a more sustainable future for all.

After many years of analysing the "triple helix effect" in Australian and global contexts, I've observed a persistent gap between innovation ecosystem potential and actual performance. We excel at mapping connections—between universities, businesses, and government agencies—but struggle to activate these dormant relationships. The critical insight? Having someone's contact details (even on LinkedIn) differs vastly from genuine collaboration. The transformation requires three elements: problem-focused interaction around specific challenges, trust-building through repeated engagement, and governance mechanisms that align different organisational incentives. Most ecosystems exist in "structural potential" rather than functional activity. Universities house transformative research locked in publications. Corporations possess the capabilities to solve social problems but lack pathways to community organisations. Government agencies hold regulatory knowledge that could accelerate innovation, yet operate in isolation. The solution isn't just more networking events. It's creating focal challenges that demonstrate mutual value, supporting system integrators that speak multiple "languages," and designing incentive structures that reward collaboration over transactions. For policymakers: ecosystem activation can be catalysed but cannot be mandated. Focus on creating opportunities for valuable collaboration rather than requiring it.: https://wix.to/zJN0qgM #InnovationEcosystems #Trust #InnovationManagement

I'm seeing a fundamental shift that's making some procurement professionals uncomfortable—and others extremely successful. The old playbook said: "Build long-term partnerships. Nurture relationships. Loyalty creates value." The new data tells a different story. Here's the uncomfortable truth: While companies with diversified supplier ecosystems recovered 73% faster during recent disruptions, those clinging to "strategic partnerships" got stuck with prolonged vulnerabilities and zero options when things went sideways. What the winners are actually doing: Organizations practicing dynamic sourcing achieve 12-18% better cost outcomes than those locked into traditional partnership models. But it's not just about savings—it's about not being held hostage. Consider how market leaders really operate: Netflix didn't build streaming dominance through studio loyalty. They said "thanks, but we'll own our content now" and crushed the competition. Amazon didn't create supply chain resilience through exclusive relationships. They built supplier ecosystems that let them pivot instantly when conditions change. Apple doesn't reward suppliers for tenure. They maintain brutal performance standards and it shows in their margins. 67% of procurement leaders report AI-enhanced supplier selection beats relationship-based decisions (PwC) Peer networks now influence 84% of B2B purchase decisions vs. 31% for analyst reports (TrustRadius) Ecosystem approaches show 23% higher procurement ROI But here's the reality: Your boss might still be old-school. Your organization might resist change. So start small. Run pilot programs. Test ecosystem approaches on non-critical categories. When you deliver measurable outcomes, the conversation shifts from "why change?" to "how do we scale this?" The most dangerous phrase in procurement? "But we've always worked with them." The most successful procurement teams ask: Are we optimizing for comfort or outcomes? Does our supplier strategy create resilience or dependency? Own your outcomes. Lead with data. Show, don't tell. The future belongs to procurement professionals who act like owners, not vendor relationship managers. Drop a 🔥 if you've been burned by "trusted partners" or comment "ecosystem" if you're ready to flip the script.

🚨A key challenge for mature ecosystems is how to align their members around a new value proposition.🚨 In this new article, I bring together a team of world leading scholars in the fields of entrepreneurship (David Audretsch) from USA and circular economy (Martin Geissdoerfer) from Australia with colleagues from Sweden (Magnus Klofsten and Dzamila Bienkowska) to explore how mature entrepreneurial ecosystems can be orchestrated to provide support for entrepreneurship based on circular economy. ☀️Key insights☀️ ➊ We identify sources of misalignment in mature entrepreneurial ecosystems. ➋ Ecosystem orchestrators need a holistic perspective, strong legitimacy and the ability to mobilize ecosystem-level resources to overcome misalignment. ➌ Orchestrators must foster a shared vision (sensing), promote investment in circular expertise (seizing) and continuously adapt the ecosystem to the evolving needs of entrepreneurs (reconfiguring). ➍ We contribute to ecosystem theory by highlighting the importance of materiality, the emergence of geographically unbound entrepreneurial ecosystems and the role of non-commercial exchanges in ecosystems. ➎ We offer actionable insights for reconfiguring mature entrepreneurial ecosystems to support circular entrepreneurship, relevant for actors like SISP - Swedish Incubators & Science Parks and Vinnova with such capacity. Open access: https://lnkd.in/dkmPEgwn Connecting with such global minds to conduct basic research of practical relevance has been truly fulfilling. Grateful for funding from Formas, a Swedish Research Council for Sustainable Development.

What we started out building in HR: processes, policies, paperwork What we’ve been building in HR: initiatives, strategies, experiences What we need to be building now in HR: ecosystems Ecosystems are the interconnected web of tools, skills, structures, culture, and technology that keep growth going long after a single initiative ends. Shifting from building programs to building ecosystems doesn’t happen overnight. It takes small, deliberate moves that stack over time. Here are three to focus on: Connections > Silos: Stop building standalone programs. Map how initiatives link together across the employee journey (ex: recognition + performance + promotion + retention). Adaptability > Perfection: Ecosystems evolve. Pick tech, processes, and frameworks that can flex as your org changes. Focus on being able to prototype, test, and refine so the system stays relevant. Evolution > Explosion: You don’t need to blow up what you’ve built, but you also can’t cling too tightly to yesterday’s models. Keep what works and layer in the new that moves you forward. It’s not about being perfect (even though we love perfection in HR). It’s about building systems strong enough to last and flexible enough to grow.

Aligning Business Models with a Nature Positive Economy A recent report from the University of Cambridge Institute for Sustainability Leadership focuses on a shift that is already reshaping how companies think about risk, value, and growth. Nature loss is no longer only an environmental issue. It is directly linked to financial performance, supply chain stability, and long term competitiveness. The report explains that most companies are still operating within a model that separates sustainability from core business decisions. Many assess and disclose impacts. Some set targets. Fewer translate this into fundamental changes in how value is created. The transition required goes beyond improving practices. It requires rethinking business models. A nature positive approach means integrating ecological value into how companies operate and make decisions. This includes how products are designed, how supply chains are structured, and how revenue is generated. The objective is not only to reduce harm, but to contribute to the restoration of ecosystems while maintaining financial viability. There is a strong business case behind this shift. Nature related risks are becoming more visible across markets and regulations. At the same time, new opportunities are emerging in areas such as regenerative production, circular systems, and ecosystem services. Companies that move early are better positioned to manage risk and access these opportunities. The report also highlights why progress has been uneven. Data gaps make it difficult to measure impact and link it to financial outcomes. Many decisions are still driven by short term returns. Internal structures often limit the ability to implement cross functional change. These factors slow down the integration of nature into strategy. One important distinction is between improving business practices and transforming the business model itself. Many organizations are investing in sustainability initiatives, but these remain peripheral. Real change happens when nature is embedded into the core logic of the business and influences how value is defined and delivered. To support this transition, the report outlines different business model archetypes. These range from reducing environmental impact to enabling regenerative outcomes and reshaping value chains. Together, they show that this transition is already taking place in parts of the market, even if it is still early. It is a shift in how companies understand risk, opportunity, and value creation in an economy that depends on nature.