We hadn't recognized the full value of what we had already created.

Fifteen years later, what finally moved Trevor to publish Living on a Shoestring wasn't strategy. It was his friend Scott. Scott had taught Trevor so much over the years but had never put any of it into a book. During their last conversation, Trevor told him, more harshly than he meant to, that holding it back was selfish. Scott died two weeks later. When Trevor apologized to Scott's wife, she told him he had been right. That was what finally moved Trevor to publish the manuscript he had been sitting on too.

A friend who had watched us turn years of lived experience into books finally asked the question that changed everything. "Have you ever considered teaching people how to write books?" At first, we brushed it off. It felt too simple and too far from the bigger vision we thought we were building toward. Writing, organizing ideas, and drawing valuable information out of people had become so natural to us that we had never considered building a business around it.

Over time, we recognized that decades of business, teaching, writing, and lived experience had given us a natural ability to recognize what was valuable, draw it out, and put it into words. Helping people write books was not our Competitive Edge. It was one expression of it.

Each book taught us something different. Living on a Shoestring contained value but was never positioned to generate income. Grief, Loss, and the Goodness of God opened doors and generated business, but grief was not the work we wanted to build our future around. The Law of Ability carried years of insight but was not originally positioned for a clear audience or offer.

That experience became a process we could use to help other entrepreneurs uncover their Competitive Edge and turn one clear expression of it into a book built for a specific audience, offer, and business purpose.

Today, each of our books serves a different purpose in our business. We help others create books that do the same.