Building a Brand, Operating a Business – Geoff Bainbridge’s Origins of Leadership

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Geoff Bainbridge’s tale is typical, as are the stories of most entrepreneurs that seek out someone ready to listen to their emergence and progress. Bainbridge has not only excelled in business – he has also developed an instinctive ability to connect with people, which began in his boyhood. There is no magic formula for expanding a business or simply developing a creative personality. Through grit and grind, one discovers a way, which is Geoff Bainbridge’s story of brand building.

The story is well-known. Bainbridge recalls growing up in the late 1970s and early 1980s in suburban Melbourne. Financial difficulties were not spoken openly, as parental generations maintained the ‘all is good’ attitude in order to preserve the sacredness of family and security. Bainbridge has insight, even at a young age, when it came to business, particularly data-based figures and projections.

Gracious and humble are terms that have been used to describe him by high-profile individuals in the space. He is ego-driven, but does not diminish others through his passionate approach. Surrounding himself with like-minded friends, colleagues, and people builds trust. It is the trust factor that cohesively aligns business with value, leadership, and success. 

Bainbridge makes certain that his commercial interests remain distinct, dependable, and unique. Competitors may offer a comparable product, but lack the interpersonal skills, value, and cultural competence necessary to elevate business. The brand does not define the individual; rather, culture serves as a barometer of an individual’s capacity to compete and contribute. Bainbridge notes that the “entrepreneurial pull” has always been “too strong” to keep him out of the competitive space.

Before establishing a brand, one must develop personally. Recognize your personal strengths and shortcomings to pave the way forward and begin creating the strategic foundation. Bainbridge was vulnerable due to his presumed desire to establish himself as a young guy in a competitive corporate setting. Indeed, his fragility was his greatest flaw as a bright-eyed and well-intentioned entrepreneur venturing beyond the small-scale car wash he mastered in his teens.

To be successful in business, Bainbridge must first increase his personal expectations of achievement and recount his past failures in order to avoid repeating them; he has done just that, and mentors others to do the same. Confidence and diligence are frequently misconstrued as obnoxiousness and arrogance, Bainbridge asserts, while true entrepreneurs are creating a brand, not a business. Those who adhere to this philosophy, he is persuaded, will find their place. While he is a textbook example of a young man transformed into a businessman, he cannot emphasize enough the importance of personal growth in order to develop a brand.

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