Ted Rollins and Smart Tribes, Part 3: Inflection Points and Model


Taking a hard look at your business model may be the hardest thing that a businessman has to do when managing an inflection point. It requires looking at where your business started and how your goals for that business have evolved. Smart Tribes recommends looking at looking at these factors:

1.     Growth. How will your organization grow, organically or by acquiring other businesses? This will affect the way you think about your allocation of funds.

2.     Markets. How have your markets been changing? What do your old customers want? What do your new consumers want? What are your competitors doing and how can you do it better? Are your distribution channels still effective?

3.     Long term analysis. What does your company want in the long term? How do you see that working with your current business clients? How strong is your marketing department?

4.     Strategic planning. What is your next business move, and how will it help you to achieve your goals? Is this kind of work sustainable in the long term? Is what you are offering sustainable in the long term, or should you be considering a different product? 

Ted Rollins and Smart Tribes Part 2: Inflection Points and Money

Allocating funds to the areas that need to most growth is an important part of revamping a business during an inflection point. Smart Tribes suggests asking yourself important questions like:

1.     How is the business funded?

2.     Do we need more money in order to expand?

3.     How are departmental budgets created?

4.     How do you account for costs?

5.     Is anyone policing expense reports?

These are the kinds of questions that you’ll need definitive answers to in order to make appropriate changes to move forward with your business expansion. Smart Tribes also suggests that you consider operations of the company, particularly returns on investments and project process. The money side of the inflection point is all about making your business system run as efficiently as possible to both make room for and support new growth. Strategic partners, industry influencers, and key alliances are also important, as well as knowing your company’s relative liquidity.


Ted Rollins, Smart Tribes, and Inflection Points

Every successful businessman knows that there are several revenue markers that require total company reinvention. This kind of complete overhaul often intimidates leaders. This point of change is called an “inflection point”, and it can make or break the institution. An inflection point provides the company with an opportunity to either expand upwardly with growth, or to deteriorate almost completely. In this three-part series, we will explore the changes that Smart Tribes recommends must be made in order to grow a successful company at these inflection points. The first part of this series begins with employees, or the people involved in the company. 


It is no secret that CEOs are preoccupied with scouting talent for their companies. However, constantly scouting new talent is not a beneficial or sustainable business strategy. At an inflection point, it is crucial to frankly examine people who work for the company. You many be asking your employees to make serious changes to their skill sets, identities, or beliefs. You will be asking these employees to become more involved with the business, for them to come earlier, stay later, and be more committed to the goal of the business. As the revenue of the business increases, the CEO will also need to give more and more control to the executives, which can mean complete organizational overhaul.

It is crucial to ask employees to recommit themselves to companies, because an organization is simply a reflection of the people who are a part of it. Every single person in the business must be involved; this is the only way that change will be lasting and effective.

Ted Rollins and the Triple Bottom Line

Ted Rollins’ business plan can be divided into three main initiatives: people, the planet, and prosperity. These three initiatives create Rollins’ triple bottom line, or the three things that must be present in order for a business to be deemed successful.


Ted Rollins has always been committed to making people his priority. In addition to developing personal relationships with the residents of his developments, Rollins is involved in giving back to his community. He spearheaded a program called “Holiday Angel”, designed to go into rural communities and provide assistance to those in need at Thanksgiving and Christmas. Before starting this initiative, he asked the communities what times of year help would be most beneficial, and therefore tailored his initiative to the specific needs of these communities.


As mentioned before, Ted Rollins was the catalyst for the installation of solar panels in Campus Crest Communities developments. However, his involvement with sustainability extends beyond his businesses. Rollins is a member of the Water Keeper’s Alliance, an advocate of clean water in the US, on the north regional board of the Environmental Defense Fund and the Center for Living Environments and Regeneration.


Above all else, Rollins wishes to foster for both himself and the people that surround him. The combination of his environmental stewardship and his commitment to improving the community shows that Ted Rollins is committed to promoting prosperity across the board.