Sep 23, 2026 · 33 min · 10 segments
Shane Spillers learned about entrepreneurship long before he became an entrepreneur himself. He watched his parents build a business—and later watched that business collapse. Years later, after…
Shane SpillersGuest
Matt RosenHost
In fact, I'd probably go to Eno's at least, not every other week, at least once a month.
So for me, though, for our team, we had two home runs, and the obvious next thing to do is to open another restaurant.
That one didn't make it, all right? And so I tell people that we had a monopolies.
And we found a little bit of success, but we were also just kind of frustrated that it wasn't working the way that it was talking about it in the book.
He came in, he helped us, and he held up what we refer to as the EOS mirror on our leadership team.
And so we had to have some real impactful conversations, but it gave us a way to have those conversations, words to say, tools to use to unpack what was really going on and remove as much emotion out of those conversations as possible to get to where we needed to go and to help us make the right best decision for where we needed to be.
think there's probably people listening, thinking about starting a business or thinking about an entrepreneurial journey.
You know, obviously we'll talk about US here more in a minute, but were there any early mistakes you saw that you can share, things that you had to overcome?
You know, as I think about the way that we scaled from one restaurant to the next restaurant to the third restaurant, We just got way ahead of what we could sustainably do from a people perspective.
And we also had split focus, which I think is another one of the critical aspects, is get really, really clear on Why you're doing what you're doing and what you do, as well as the third thing would just be the economic ratio of like activity relative to profit.
In fact, I'd probably go to Eno's at least, not every other week, at least once a month.
So for me, though, for our team, we had two home runs, and the obvious next thing to do is to open another restaurant.
That one didn't make it, all right? And so I tell people that we had a monopolies.
And we found a little bit of success, but we were also just kind of frustrated that it wasn't working the way that it was talking about it in the book.
He came in, he helped us, and he held up what we refer to as the EOS mirror on our leadership team.
And so we had to have some real impactful conversations, but it gave us a way to have those conversations, words to say, tools to use to unpack what was really going on and remove as much emotion out of those conversations as possible to get to where we needed to go and to help us make the right best decision for where we needed to be.
think there's probably people listening, thinking about starting a business or thinking about an entrepreneurial journey.
You know, obviously we'll talk about US here more in a minute, but were there any early mistakes you saw that you can share, things that you had to overcome?
You know, as I think about the way that we scaled from one restaurant to the next restaurant to the third restaurant, We just got way ahead of what we could sustainably do from a people perspective.
And we also had split focus, which I think is another one of the critical aspects, is get really, really clear on Why you're doing what you're doing and what you do, as well as the third thing would just be the economic ratio of like activity relative to profit.
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