SHOWSAY–A Lone Wolf Agency

[showsayfsu]

The ReVENTION Of Showsay Studio

When I look back at my original Mastery timeline post, I can see a younger version of the vision forming. The ambition was there, but the foundation was not fully built yet. I took a break. But when I came back into this final stretch, I was still carrying a familiar weight: no clear vision, misdirected emotion, and a business plan that had more style than foundation. At the time, Showsay made sense as a cool, design-heavy creative marketing agency. It had the attitude, the colors, the words, and the experience of a twenty-four-year creative career behind it. But looking back now, I can see that it was still incomplete. It was built from talent, but not yet from truth.

My original goal for this course was simple. I wanted to move up the career ladder. My career felt stale, and I believed a master’s degree would strengthen my resume and give me the next professional advantage. That was not a bad goal, but it was a limited one. It was linear, status-driven, and honestly, immature in the way many professional goals can be when they are built more on frustration than calling. I thought I was coming here to validate what I already knew. Instead, this program exposed how much more I needed to discover.

That stagnant career moment became the beginning of my understanding of one of Showsay Studio’s core customer segments: the White Collar Burnouts. These are professionals who have experience, skill, and ambition, but are tired of being cogs in someone else’s machine. Almost two years later, while serving in a mission environment focused on helping men transition off the streets and back into society, I began to understand another segment: the Orange Collar Hustlers. These are justice-impacted entrepreneurs who are trying to rebuild with legitimacy, courage, and direction. Then came the third segment: the ReVENTION Whales. These are legacy brands that have grown comfortable, established, and maybe even lazy. They do not need a surface-level reinvention. They need ReVENTION, because real rebirth is painful, messy, honest, and active.

The course met my original goal by going beyond it. It did not just help me earn a credential. It helped me recognize the foundation underneath the work. I came in thinking about career advancement, but I leave thinking about responsibility, structure, and the kind of studio I am actually building. Showsay Studio is not an Instagram-loop agency chasing quick attention with AI tools, trends, and disposable content. It is becoming a slow, steady, nuanced studio built to help companies find their brand truth. Most companies do not begin with corruption or vanity. They begin with a real purpose. Somewhere along the way, growth, noise, pressure, and performance can bury that purpose. Showsay Studio exists to help clients return to the core.

What I learned in this course is that entrepreneurship is not quick cash, perfectionism, or flying by the seat of your pants. Quick cash turns relationships into transactions. Perfectionism is usually fear wearing a professional outfit. And improvisation without structure is not freedom; it is chaos. A real entrepreneur learns how to work with imperfection, build solutions around it, and turn those solutions into relationships, value, and profit.

There is a major difference between an employee mindset and an entrepreneurial mindset. An employee may see a struggling coffee shop and try to solve the problem with a discount. Buy one, get one free. Move more cups. Push more product. But an entrepreneur looks at the same cup of coffee and asks a better question. What is the story? What is the experience? What makes this worth remembering? That entrepreneur might name the drink “El Tigre Fuego,” serve it in a handcrafted cup, build urgency around it, and charge more because the value is no longer just liquid in a cup. It is identity, status, emotion, and story. That is the difference between selling a product and building a relationship.

Personally and professionally, I will apply this course by continuing to build Showsay Studio from the foundation first. This course did not simply justify my path. Justification would imply I already knew the answer and only needed the world to catch up. That is not what happened. This course gave me proof I could build from. It helped me understand that the work is not just personal or professional. It is both, and more than both. It is the evidence of a larger formula I could not fully see at the beginning.

Today, Showsay Studio stands on a clearer vision. It is not built on confusion, ego, or misguided truth. It is built on discovery, strategy, storytelling, technology, and action. The Showsay Lens Experience is no longer just an idea. It is becoming a disciplined process rooted in questions, cognitive insight, PEACE-centered principles, and the science of storytelling. The future is not about chasing every client, every trend, or every platform. The future is about helping the right clients see clearly enough to move honestly.

That is the work ahead. That is the studio I am building. That is the responsibility of graduating with a master’s degree in entrepreneurship and new technology. Not to look impressive on paper, but to build something real in the world.

Resolve-In-Action is not just a phrase for Showsay Studio. It is the standard. See the truth. Build the foundation. Move.

[showsayfsu]

Week 1: Mastery Journal Assignment & PowerPoint Slide

The Master Journal for Marketing Strategies for Entrepreneurs had a huge impact. After close to a year, we aren’t just playing with crayons and yarn anymore; now we have a flame thrower. It’s amazing to see all the research, attention to detail, and questions begin to finally get answered, and see the pieces of the puzzle begin to reveal the picture beneath. Always asking, why am I looking this up, why do I care about a Cohort-Based Growth formula? Now I see the brilliance of the program, and the structure and strategy that went into planning the master’s program.

When I speak with Dr. Kegel next, I’ll have to stop myself and recognize I don’t have to ask a year’s worth of questions in half an hour. It will be important to recognize that he hasn’t been following my academic journey, so I may have to share a recap of how I got to today. Early on in the program, we talked and read about perfecting our “Hallway Pitch”. Don’t forget to pause and breathe. So it feels natural.

To complete the Master Journal, I now understand why it was due last. We don’t really discover our customer segment until week four. I’ll be able to slide the Master Journal slide of Marketing Strategy into the final presentation.

PART ONE: Marketing Strategy

“Corporate Burnout” // Rin “Rogue” Sato

Showsay serves three segments in one ecosystem: the Orange Collar Hustler, the Corporate Burnout, and the ReVention Whale. For this slide, the primary buyer is the Corporate Burnout because that segment provides the most practical early revenue path into the Founder Tier and ongoing Narrative Maintenance, while the Orange Collar Hustler remains the proof-of-concept, and the ReVention Whale remains the premium-scale client.

The target market is defined across four areas. Demographically, these are adults around 30 to 50 with founder, executive, or brand-lead authority. Geographically, Showsay starts in Boise and expands into remote U.S. growth-stage markets. Psychographically, these clients are tired of corporate clichés and want authentic narrative autonomy. Behaviorally, they are already investing in visibility, branding, or growth, but still lack narrative clarity. That language stays consistent with the Week 3 plan and the Lens Experience framework.

The most effective medium for reaching new customers is LinkedIn founder-led content through the Showsay Lens Experience. The Week 3 plan already identifies LinkedIn as the best primary awareness channel because Showsay’s intended buyers are founders, executives, and brand leaders rather than a broad consumer audience. LinkedIn’s 2025 B2B research also supports that choice: 82% of buyers say content directly influences decisions, 87% prefer credible content from industry voices, and 79% engage with creator content at least monthly.

To retain customers, Showsay uses Narrative Maintenance through the Show+Say Platform. In practice, that means monthly creative direction, live strategy sessions, Narrative Audits, and structured follow-through after the first engagement. That retention model is already built into the Showsay system, and the Week 3 plan set a target of a 70% repeat-business or retainer continuation rate among first-wave clients.

The projected Customer Lifetime Value is $15,000. That is a planning estimate based on a Lens-led strategy engagement followed by a Founder Tier or Narrative Maintenance relationship. Based on that projected CLV, a reasonable acquisition spend is $1,500 to $2,250, or about 10% to 15% of lifetime value. That keeps spending disciplined while still leaving room for founder-led proof content and targeted LinkedIn acquisition. This CLV-to-CAC ratio is an internal planning assumption tied to the Showsay offer structure, not an outside benchmark.

References

LinkedIn. (2025, May 29). The rise of B2B influence: Tapping into creator momentum on LinkedIn. https://www.linkedin.com/business/marketing/blog/linkedin-ads/b2b-creator-marketing-linkedin

Third Way. (2023, April 25). Reducing recidivism and providing a pathway to entrepreneurship. https://www.thirdway.org/report/reducing-recidivism-and-providing-a-pathway-to-entrepreneurship

Third Way. (2022, October 26). How entrepreneurship can reduce crime & recidivism. https://www.thirdway.org/report/how-entrepreneurship-can-reduce-crime-recidivism

Chaussee, C. (2026). Week-3 create your marketing plan [Unpublished course assignment]. Full Sail University.

Connect with your Faculty Advisor (email)

Dr. Kegel,

I’d like to thank you for your time and support as we wrap up this incredible journey. I look forward to meeting with you again next month. I apologize for the late email. This is the last part of a two-part assignment. See the first slide/part 1 attached for reference. 

Week-4-Master-Journal_Marketing-Strategy_Slide_Chaussee-C.zip

My status:

My goals are to launch Showsay Studios. We specialize in Narrative Arbitrage, the process of identifying mispriced potential, narrative inefficiencies, and repositioning them as a premium brand. There are plenty of marketing/production shops, agencies, and specialty studios out there, but what makes SHSY unique is our methodology for storytelling. Our process is the tried and tested writing technique of defining the 5-Ws and How of a story. The process is a grind. Not only are most trying to define it by themselves, but imagine going through the process with giant egos, big budgets, and job security on the line, with little time to spare before launch. So, instead of making the storytelling process of finding the 5-Ws, and how feel institutional and clinical, we go through a process of discovery, a “Showsay Lens Experience.” Where clients begin to learn how to see themselves, their service/product, and the world around them through a different lens. 

When I started the program, I had a vague fantasy about doing some kind of creative business. I had zero direction and was just hoping the diploma would move me up to the next title and pay scale. Since beginning the program, getting a grip on my life, realizing I can’t do this on my own, and after hours upon hours of research and writing, I’m exactly where I need to be. 

Question(s): 

In your wealth of experience, do you think I have some legs to stand on? Current research shows that I’m trying to break into an open, but saturated marketplace, even the fundamentals of what I’m using have been around for centuries, the only difference is how I’m pulling things together. The data does show I'm positioning myself in a little unique space. 

At this stage in design school, we would hand over a portfolio. Do you want to review my final assignments?

Thanks again,

Cameron. 

[showsayfsu]

Who use's the 'chat' feature on tumblr?

[showsayfsu]

From Spilt Dreams to Concrete Blueprints: The Reality of Showsay Studios

When I reflect on the Showsay Studios Business Model, I’m still in shock and awe about the studio transforming from a spilt, bar-top dream into a true-blue reality. It mirrors the draw of “AI” in business and life. I got excited, thought I could do a quick cash grab, and slowly realized how much of a buzzword AI has become when it’s used without human responsibility. Give a man a hammer and a saw, and he can commit a violent crime or build a church. Same tools, different spirit.

And this course pulled me out of fantasy. Business Model Implementation and Management is not the “Field of Dreams” version of entrepreneurship. It is the day-to-day, the launch reality, and the work of proving viability through market research, trends analysis, competitive analysis, strategic positioning, and financial proof.

1. What was your original goal for this course?

My original goal for BMM was simple. Dig deeper. For a long time, the idea of having my own company felt like it wasn’t for me. I had the passion, the drive, and the “entrepreneur” itch, but I didn’t know when it would become real. BMM forced me to take the studio out of my head and put it on paper. Mission clarity, user testing (MVP), and the humility to shelf my ego and say, “I don’t know,” turned into a new kind of confidence. Not hype confidence. Earned confidence.

2. How was the goal met by the course?

This month came with hours of research, writing, rewrites, and production. Ironically, it can still feel like I have “nothing to show” because the work is structural. It’s invisible work. But it is also the work that makes a venture survivable.

BMM also kept circling back to what leaders and builders actually do: measure what matters, collect feedback, iterate, and manage the real-world constraints that show up after the dream gets announced.

3. What did you learn from this course?

I’m learning that after graduation, I won’t just be applying for a job. I’ll be creating jobs. I won’t just be “looking for clients.” I’ll be able to say, “Here’s what we do. Now let’s build a relationship that holds up under pressure.”

It turns out, I enjoy research. In my previous career, doing user research and web design, research was part of the grind. Now, it has become part of the story. BMM reinforced that research is not optional for entrepreneurs. It’s how you discover what your venture actually requires and what pitfalls you can prevent before they cost you six months of your life.

4. How will I apply the material learned personally or professionally?

Professionally, I’m going to run Showsay Studios like a living system. That means I will build and track venture metrics that tell the truth, not vanity numbers. The course emphasized developing measurements that gauge health and stability, including sales, expenses, customer acquisition, and marketing.

So my next step is to define a simple scoreboard for Showsay: acquisition signals, conversion signals, retention signals, and cash-flow signals. If the numbers do not support the story, the story gets rewritten.

I will also apply the feedback loop mindset as a personal discipline. Not just “take feedback,” but capture quantifiable inputs, measure cycle time, and iterate with intention.

That’s not only a business practice. That’s a maturity practice.

And finally, I’m going to apply what we covered about staffing and the flexible workforce. The difference between contractors and employees is not just paperwork. It is a strategy.

Showsay must scale with wisdom, not ego. I want to build a pack that is accountable, protected, and effective, one role at a time.

BMM did not make the dream smaller. It made it real. And once the foundation is real, I don’t have to fake it to make it.

[showsayfsu]

A Reflection of Innovative Work Environments

I had no original goals for Innovative Work Environments. I’ve been so focused on finding the soul of the company, I lost sight of the “we”, and where we’re going to put our laptops and coffee cups. For so long, I was a contractor. I went to the coolest agencies. I worked remotely from any cell signal. So, the idea of building my own work environment and culture took me a minute to wrap my head around. You mean, I must serve a team, and not myself…what? Really, I wanted to see if I could learn how to take the old bones of a building. Of a floor. And see if it were possible to transform the space into a functional work environment, where people would be excited to go, enjoy what they do, and invest in the culture, and the people they serve, more than peers, but as brothers and sisters in arms.

How the goal was met by the course.

The course showed me the power of being intentional in design choices for the work environment. All the research material kept pointing to the same truth: people do their best work when the environment supports the way work happens. In the past, I always sold myself as a “blue-collar boy, designing in a white-collar world.” Gensler’s Global Workplace Survey ’24 reminds me that when “people-first” are a part of the culture, we aren’t being soft. We are being accountable. Just that one layer is a pivotal moment in our strategy. This action will support individuals, teams, and the business. Not just make the culture look and feel cool. I guess the goal was about authenticity. Could I be an agency? Through this course, I went from an agency to a studio. I don’t need a showroom. I need a studio that performs.

What did you learn from this course?

I learned that innovation needs two things at the same time: structure and permission.

Structure looks like zones for different modes of work, clear rhythms, and tools that reduce friction. Permission looks like psychological safety, where people can ask questions, raise concerns, and admit mistakes without fear of punishment (Cote, 2025; Edmondson, 1999). Edmondson’s research made it clear that safety is not a motivational poster. It is a performance condition for learning as a team.

I also learned that “community” is not an accidental byproduct. It is a design outcome. Steelcase research highlights the importance of giving people choice and control to move between focus and collaboration, and designing spaces that support connection and purpose (Steelcase, 2022). And from a results lens, Gallup’s engagement meta-analysis makes the business case clear: highly engaged teams outperform on multiple outcomes (Gallup, n.d.). Culture is not only a feeling. It is an operating advantage.

How will you apply the material learned in the course personally or professionally?

Professionally, I am applying this course to Showsay as a set of studio standards. I am building a “creative mechanics shop” model. A workspace that feels blue-collar and high craft. Analog warmth with modern speed. With a hint of 70s corporate, with a hunger for the future. Modular zones that require teamwork by design. Movable dividers. Small collaboration corners. Quiet focus spots. A central workbench area where ideas get tested fast and respectfully. The goal is simple: make the room support the work. Make the room teach the culture.

Personally, I am applying the same thinking to my daily routine. A cleaner mobile office. A more intentional workday. If I want to build a team later, I need to practice being the kind of leader who creates clarity and safety now. That means stronger documentation, clearer handoffs, and consistent rituals. The environment is training. Every day.

Resolve in action

I am going to turn these ideas into something measurable. I will test it in real life. It could be something as simple as stretching out tape. Maybe setting up a barrier in the middle of a room, and seeing how traffic flow changes?

I do know this: if you build a house square and build the culture with resolve in action, then the work will speak for itself.  

Reference

Chaussee, C. [@showsayfsu]. (n.d.). A reflection of innovative work environments [Tumblr post]. Tumblr. Retrieved February 1, 2026, from https://www.tumblr.com/showsayfsu/807381871120007168/a-reflection-of-innovative-work-environments?source=share

Cote, C. (2025, May 20). How to build psychological safety in the workplace. Harvard Business School Online. https://online.hbs.edu/blog/post/psychological-safety-in-the-workplace

Gallup. (n.d.). The powerful relationship between employee engagement and team performance. https://www.gallup.com/workplace/321032/employee-engagement-meta-analysis-brief.aspx

Steelcase. (2022, February 23). Steelcase research finds people really want to work from the office. https://www.steelcase.com/press-releases/steelcase-research-finds-people-really-want-work/

[showsayfsu]

Showsay Legal Fundamentals for Confidence

When I entered this course, my objective was to bring structure to an already active creative practice. As the founder and lead creative strategist of Showsay, I was not starting from zero. I was already building brands, leading projects, and creating original work. What I wanted from this course was confidence rooted in understanding. I wanted to know that the decisions I was making as an entrepreneur were defensible, intentional, and scalable from a legal standpoint.

Week 4 reinforced that confidence by connecting legal principles directly to real business behavior. The course clarified how contracts, ownership, and risk management function not as abstract legal concepts, but as daily operating tools. What became clear is that many entrepreneurial failures are not caused by lack of talent or effort, but by lack of clarity. Undefined scopes, vague ownership terms, and informal agreements create exposure that compounds over time. Understanding this shifted how I evaluate both opportunity and risk.

One of the most important insights from this course was learning to treat contracts as leadership instruments. Clear scopes of work, payment terms, and dispute resolution clauses do not slow momentum. They protect it. They allow creative energy to stay focused on execution instead of conflict. Rather than seeing legal documentation as a necessary formality, I now see it as a confidence multiplier. When expectations are clearly defined, both parties operate with greater trust and accountability.

Week 4 also deepened my understanding of intellectual property and ownership. As a storyteller and creative strategist, my work often lives in the holistic knowledge of idea, execution, and identity. This course strengthened my ability to distinguish between what is shared, what is licensed, and what remains owned. That clarity reinforces confidence not only in protecting creative output, but in negotiating from a position of strength.

Professionally, I will apply this learning directly to Showsay by embedding legal clarity into every engagement. Contracts will define scope and ownership upfront. Dispute resolution will be addressed before it is needed. Original content will be developed with long-term protection in mind. Personally, this course reinforced my confidence as a founder. I am no longer relying on instinct alone. I am operating with informed judgment.

Showsay

[showsayfsu]

The Showsay BMD Today

When this course began, my goal was simple but heavy: to refine Showsay into something real; something measurable, not just spiritually, but operationally. My original PDL timeline was built around one question: Is Showsay more than a vision? I wanted to know whether I could take everything I’ve lived through: recovery, reinvention, design, storytelling, failure, faith, and realized I must shape Showsay into a model that stands up to scrutiny. I entered this course hoping to sharpen the blade; what I didn’t realize was how many times I’d have to break and reforge it along the way.

Business Model Development absolutely met that goal. In fact, it reshaped it. Through “Running Lean,” The Lean Startup, and Blue Ocean Strategy, I discovered that Showsay’s MVP wasn’t some complicated creative suite; it was a painfully obvious insight staring me in the face: people aren’t overwhelmed by AI because of the technology, they’re overwhelmed because no one is helping them tell their story through it. The stress of adoption isn’t technical; it’s emotional. That realization reframed Showsay from a vague agency concept into a creative strategist/AI-assisted storytelling consultancy. Not tool-specific. Not gimmick-driven. Human-first, tech-enabled.

What I learned in this course goes beyond frameworks. I learned that patience and discipline separate the agencies that rise from the ones that burn out. Anyone can chase views or trends. Showsay is not built for that. Showsay is built for relationships, recovery, and long-term narrative value. Companies rise and fall with shocking speed because they mistake noise for traction. This course showed me how to build traction the right way, through validated learning, customer-driven experiments, and consistent iteration.

Moving forward, I’ll apply all this through an iterative process for the Showsay MVP. Small to mid-sized businesses are begging for clarity in the chaos of AI. Showsay will guide them, helping them use AI as a storytelling engine, not a shortcut. Once revenue stabilizes, I’ll bring the storytelling fully in-house, build out the rest of the customer segments, and refine the hybrid model of tech, grit, and narrative discipline.

I wouldn’t have reached this “no-duh moment” without breaking the idea repeatedly. Every fracture made it sharper. And for the first time, Showsay feels less like a dream and more like a blueprint in motion.

Showsay

[showsayfsu]

Purpose, Finance, and the Lean Road Ahead

When I began the Entrepreneurship Finance course, I wanted to learn how to make my creative agency, Showsay, financially viable without compromising its purpose. Of helping others find their purpose through creatively branded experiences that lean just as much on the message as the cinematic design. I started with faith and vision, but lacked a language for numbers. Only through extensive research of similar agencies was I able to piece together a financial journey. Through this course, I learned that finance is not just math—it is a mirror of both professional and spiritual value. Each dollar reflects a decision about stewardship, service, and sustainability.

The most transformative concept for me was Eric Ries’s Lean Startup principle: start small, test, and adapt. I realized that Showsay does not need massive capital to begin—it needs disciplined creativity and real stories that resonate. The real world is not always pretty and perfect, just as the first year of Showsay will be bubble gum and a shoestring holding the website together.  Learning how to project revenue, calculate a breakeven point, and map cash flow gave me confidence that faith and finance can coexist. As Brigham and Houston (2019) remind us, long-term value grows through consistency and smart reinvestment, not reckless spending.

Practically, I plan to apply these lessons by maintaining a zero-debt model. Every Authenticity Package (A story of purpose, with multiple media types telling the story) will fund the next, creating a sustainable loop of production and reinvestment. Personally, I’ve learned patience: God provides resources when the mission is aligned with His purpose. Professionally, I’ve learned to measure progress not only by creative growth but by financial stewardship.

Entrepreneurship finance taught me that “lean” is not a limitation—it is freedom. It’s the art of doing more with less, of being faithful with little until you are trusted with much. That mindset will shape every dollar, every pitch, and every story that Showsay tells.

References

Brigham, E. F., & Houston, J. F. (2019). Fundamentals of corporate finance (2nd ed.). Wiley.

Ries, E. (2011). The lean startup: How today’s entrepreneurs use continuous innovation to create radically successful businesses. Crown Business.

[showsayfsu]

Mastery Journal: Business Feasibility Reflection

In my original Mastery PDL timeline goal post, I wrote about wanting clarity and direction for Showsay. Back then, my aim was to hold the vision up against reality and see if it could stand. This course—Business Feasibility—gave me that chance, and more.

1. What was my original goal for this course?

My original goal was simple: test the strength of Showsay’s idea. I wanted to know if what I believed in could hold up under the weight of research, analysis, and structured evaluation.

What I didn’t expect was how much it would challenge my perspective. I thought I’d only be asking, “Can this business work?” Instead, I also had to ask, “Why does this business matter?” That shift was eye-opening.

2. How was this goal met by the course?

The feasibility process gave me both clarity and confirmation. It didn’t just point out potential revenue streams or market positioning—it showed me where Showsay has real promise and where it needs more work.

I came away with a stronger sense that the vision is not only possible, but also purposeful. That was exactly what I had hoped for when I set my original PDL goal.

3. What did I learn from this course?

I learned the discipline of grounding vision in structure. A dream on its own is fragile; when tested against research and planning, it becomes sturdy.

One of the biggest lessons for me is that Showsay’s mission goes beyond just providing a tool. It’s about giving clients purpose—helping them not only communicate but connect with intention. That’s a new goal I didn’t have at the start, and it now shapes how I see the work moving forward.

4. How will I apply what I learned personally and professionally?

On a personal level, I’ll be using feasibility methods to keep myself honest. No more relying on inspiration alone—I’ll set milestones, timelines, and measurable outcomes as I move forward with Showsay. For example, when planning the next feature release, I’ll evaluate not just “Can I build this?” but “Will this deliver real value to the client?”

Professionally, I’ll apply the same mindset in client work. When I coach someone preparing for a presentation, I won’t stop at delivery skills. I’ll also help them weigh their purpose: Does this speech align with who they are? Does it create the impact they want? The same frameworks that test a business can help a person clarify their message.

Closing Thought

This course did more than meet my original objective—it broadened it. I began seeking feasibility. I ended with a deeper commitment to purpose. For Showsay, and for those we serve, that will make all the difference.

[showsayfsu]

The Myth of the Better Mousetrap and the Truth of Purpose

Ralph Waldo Emerson once said, “If a man can write a better book, preach a better sermon, or make a better mousetrap, than his neighbor, though he build his house in the woods, the world will make a beaten path to his door.”

It is a beautiful thought. A hopeful one. Yet the question lingers: is it fact, or is it fiction? In today’s world, the path to anyone’s door is crowded, noisy, and often blocked by gatekeepers—algorithms, advertising budgets, and attention spans measured in seconds. A “better mousetrap” no longer guarantees discovery. We live in a marketplace where quality matters, yes, but where communication, connection, and purpose define whether the world will ever find the path at all.

At Showsay, we see this clearly. Clients don’t come to us simply because of what we make, but because of why and how we make it.

Beyond the Better Product: Why Purpose Speaks Louder

If having a better product was all it took, then most startups would succeed on innovation alone. But as Eric Ries reminds us in The Lean Startup (2011), even breakthrough ideas fail without an understanding of customer needs, feedback loops, and purposeful adaptation.

Clients come to Showsay not because we have shinier tools or louder campaigns, but because we see their purpose. We know how to communicate that purpose in a cinematic, narrative-rich medium that breaks down barriers, begins conversations, and builds relationships—the 3-B’s of Showsay.

Purpose is what separates noise from music. And storytelling is the instrument that makes purpose sing.

Completing the Puzzle of Purpose

Purpose cannot be reduced to a checklist. Too often, businesses ‘borrow’ the 5W’s and How, cherry-picking easy answers to avoid the harder work. At Showsay, we ask a different set of questions—ones that are harder, more painful, but far more revealing:

Who are we?

What problem are we solving, and what meaningful impact do we make?

When do we need to launch—and what does that urgency reveal about us?

Where are we going to work and serve?

Why are we doing this—beyond making money?

How will we share—not just our product, but our story, service, and belonging?

Answering these questions is not easy. It requires honesty, patience, and sometimes a return to the foundation. But that foundation, however painful to build, becomes the ground from which resilience grows. And when we rebuild, we do so stronger, faster, wiser—because we’ve learned.

When we answer these questions together, we can be conductors of a symphony rather than players reading from someone else’s sheet music. We begin to see the holes in the puzzle not as flaws, but as opportunities to create something fuller, truer, more complete.

The Showsay Way

Showsay exists to amplify voices that have long gone unheard. To reflect the beauty in brokenness. To remind us that true connection begins where the masks come off.

We are not just another startup. We are a mirror and a megaphone. A place where clients can complete their purpose puzzle—not in theory, but in living color, on screen, in story.

So, is Emerson’s mousetrap quote fact or fiction? Perhaps it is both. Quality matters. But purpose attracts. In a world of noise, people do not walk beaten paths to the best product. They walk to the story that sees them, includes them, and invites them to belong.

That is the Showsay difference.

References

Ries, E. (2011). The Lean Startup: How today’s entrepreneurs use continuous innovation to create radically successful businesses. Crown Business.

[showsayfsu]

Mastery: PDL timeline goal

Mastery Journal – Week 4

I came into this course messy. My head was full of noise, my veins carried ego, and my goals were written in whiskey. Somewhere in the grind, Showsay was born—not from polish, but from wreckage. This journal isn’t clean, but neither is the street. And that’s where the real stories live.

1. What your original goal was for this course. I didn’t start with clarity; I started with ego, whiskey, and noise. Back then, any fast paycheck was enough. But Showsay was born from the ashes. My goal now is grit in motion—preaching in alleys, telling stories on wet concrete, voices lifted for the lost. Creativity as survival. Growth as testimony.

2. How the goal was met by the course. This course forced me deeper into my own marrow. It reminded me that storytelling is more than words—it’s an experience. To let recovery be more than testimony, to let the audience feel the streetlight prayer, the heartbeat in the shadows. To turn truth into an encounter, not a lecture.

3. What you learned from this course. “Kill my ego, let's be reborn.” Even pop songs carry prophecy, from the book of Miley Cyrus. I’ve learned originality is a myth—what matters is endurance, hunger, and precision. A lone wolf doesn’t just hunt at night; sometimes he stands at dawn, howling alone, not for applause, but for the silence that answers. That is Showsay.

4. What you have changed about your SmartStart Canvas since last month. I stopped writing theory and started sharpening action. Customer segments now have faces—faith-driven creators, musicians, and ministries clawing for relevance. Value isn’t vague anymore: it’s disruptive storytelling, tech-forward branding, truth on fire. Distribution isn’t an idea—it’s YouTube, blogs, and the street stage. Real, concrete steps.

5. What led to the changes to your SmartStart Canvas this month? At first, I tried forcing progress with grit alone. But the Canvas taught me flesh runs out, spirit doesn’t. Feedback and reflection reminded me to build with patience, to let the mission breathe instead of breaking it on my own. The shift came when I stopped gripping the wheel and started listening.

6. How you will apply the material learned in the course personally or professionally. I’ll carry the discipline of truth-telling into every alley, every stage, every boardroom. I will confront the lies people hide behind, offering faith without polish, creativity without compromise. Tattoos become scripture, scars become testimony. I will not kneel to ego—I’ll walk with purpose, leaving a trail for others to follow.

The work is far from done, but the foundation is poured. The old ways are gone; the new way is being defined. The question now is—how boldly will I build, and how many lives will I ignite as Showsay takes its stand?