What makes a successful entrepreneur - a good idea, a lot of drive and a clear vision? Adam Healy had all of those when he bought his surfboard manufacturing company, but one of the keys to his success was experience. Not his own experience, you understand: someone else's.
With an innovative new surfboard accessory attracting global interest and due to launch shortly, this Hong Kong-born surfer, swimming coach and extreme sports specialist explains how hands-on mentoring and case-hardened advice gave him a vital platform for rapid business and personal growth. 'Board & Lodging is one of those brilliantly simple 'why didn't anyone think of that before?' ideas,' he said. 'It's a self-inflating bag for your surfboard that not only provides better protection for the board but also serves as a very comfortable air mattress for camping and the beach.'
Not surprisingly, the rapidly growing global surf industry has sat up and taken notice. With worldwide distribution already in place and a very healthy order book, Mr Healy's company Benpat International is looking strong. His Board & Lodging product will hit the beaches this summer.
Mr Healy does not fit the stereotype of the budding entrepreneur. Born and raised in Hong Kong, he won a bronze medal in swimming for the SAR at the 2001 Asian Age Group Games, he graduated in sports management in Australia before working as a swimming instructor and surf lifesaver. When he took over Benpat, he had little or no experience of corporate life and had not set foot inside a business school.
Fortunately for him, the man he took over from at Benpat had lots of experience. 'Benpat was started by John Patkin about 15 years ago. Its core business is making boards: surfboards, skateboards - every kind of board for extreme sports. But when I bought the company, I didn't just get the inventory and contracts; I got John's experience, too,' he said.
Mr Patkin, a surfer himself when he started Benpat, took Mr Healy under his wing. 'I wanted to use my experience to help him avoid some of the problems I'd run into early on - problems such as underestimating production lead times and ending up with an unhappy client as a result; basics such as managing the balance sheet and cash flow,' Mr Patkin said.