Multiply Your Success with Dr. Tom DuFore
Sep 7, 2026 · 27 min · 12 segments
How are you measuring your overall impact as an owner or leader of your company? Is it profit? Is it lives impacted? Is it time off? Our guest today is Andy Clark, who shares with us his whole PIE…
Andy ClarkGuestTom DuForeHostSo I'd love to talk about and jump into the Pi system, you know, kind of a little bit of the who, what, where, when, why kind of a thing.


So a problem is called New Brunswick, if anyone's ever heard of that, about an hour from the main border.

And so our little part of the world, you know, most of the businesses are small businesses.

And what I learned over about a dozen years was that I was really more interested in the business side than the legal side.

And for the next 10, 12 years, been owning, running, managing small businesses in a couple of different industries.

And so why do I share that? I share that to tell you that after about 20 years of law and business, what I discovered is that small business is tough.

Running small businesses is tough, right? I'm not telling anybody that's listening anything they don't know.

But I really got curious about why is it so tough? Why is it so tough? And there's a few reasons for it.

But one that I landed on in particular was that You know, the same skill set that makes for a great business owner, which is to say, you know, you have big ideas, you're a hard worker, you're good at building relationships.

That's not often coupled in the same person with the ability to execute and to turn those big ideas into reality, right? Those two skill sets are often not found in the same person.

What comes really natural to me is understanding if this is the end goal, I really get, and it's probably my legal analytical mind, I understand how to break down that big goal into the fundamental milestones, things that need to get done in order to get there.
So I'd love to talk about and jump into the Pi system, you know, kind of a little bit of the who, what, where, when, why kind of a thing.


So a problem is called New Brunswick, if anyone's ever heard of that, about an hour from the main border.

And so our little part of the world, you know, most of the businesses are small businesses.

And what I learned over about a dozen years was that I was really more interested in the business side than the legal side.

And for the next 10, 12 years, been owning, running, managing small businesses in a couple of different industries.

And so why do I share that? I share that to tell you that after about 20 years of law and business, what I discovered is that small business is tough.

Running small businesses is tough, right? I'm not telling anybody that's listening anything they don't know.

But I really got curious about why is it so tough? Why is it so tough? And there's a few reasons for it.

But one that I landed on in particular was that You know, the same skill set that makes for a great business owner, which is to say, you know, you have big ideas, you're a hard worker, you're good at building relationships.

That's not often coupled in the same person with the ability to execute and to turn those big ideas into reality, right? Those two skill sets are often not found in the same person.

What comes really natural to me is understanding if this is the end goal, I really get, and it's probably my legal analytical mind, I understand how to break down that big goal into the fundamental milestones, things that need to get done in order to get there.
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