Before I spoke at CURRENT2025 last week, I woke up early, praying over the day ahead. I opened the Bible app — and there it was: the verse of the day.
"So neither the one who plants nor the one who waters is anything, but only God, who makes things grow." - 1 Corinthians 3:7
It stopped me. In a moment when the instinct would be to think about preparation, delivery, and outcomes, the Holy Spirit brought a simple, beautiful reminder from the Word: this is not about you. It never was. It never will be. Any fruit that would come from that day would not be the result of a well-crafted talk, a strong delivery, or the size of the room. It would be His work, done His way, in the hearts and minds of those He calls. And in that moment, the pressure lifted.
Later that morning, before the session began, I had breakfast with my mom. She had driven up from Houston to be there — a simple gift that made the day even sweeter. Sitting across the table from her, before all the noise and movement began, I was reminded again: this work we do is deeply personal, but it is never ours to own, and we never do it on our own.
When it came time to speak, the room was full — standing room only, over 400 business leaders gathered shoulder to shoulder. And yet, even in the size of it, there was peace. Because I knew the assignment: plant well, water faithfully, and trust the One who brings the growth.
The message was about Low Cost, High Impact Marketing — the call to steward resources wisely, to build creatively, to think differently about growth. But underneath it all, the real message was simpler: Do your part. Trust Him with the rest.
The King's Business isn't about crafting perfect outcomes. It's about faithful obedience. We plant. We water. We prepare well. We show up fully. And then we release it — trusting that He alone will bring the harvest He desires, when He desires it.
As you move through the work set before you this month, remember the kindness in this truth: You are not responsible for making it grow. You are responsible for being faithful.
Plant well. Water well. Trust the King with the increase.
UnbreakableOS wasn’t built from theory. It was engineered from necessity.
After years of leading and scaling businesses, I kept running into the same problem: There were plenty of systems that could help you grow. But very few that could help you endure.
I lived it firsthand. At every level — from launching and expanding financial centers nationwide, to leading auto parts manufacturing through 4X growth, to rebuilding and scaling a complex investment management organization— I saw the same pattern: Growth can hide fragility. Endurance reveals it.
Along the way, I worked deeply within EOS (Entrepreneurial Operating System) — not just learning the model but living it. I’ve carried the weight of the Integrator role. I’ve sat in the Visionary seat. I’ve walked through both outside implementation and self-implementation, building businesses that ran stronger because of it.
EOS helped solve critical problems at pivotal moments. It brought structure when structure was missing. And for that, I’m grateful. But overtime, something deeper stirred.
I wanted to build a system that didn’t just organize a business — but shaped it to endure.
A system rooted in Biblical values, not just business best practices. A system that honored clarity, stewardship, resilience — over complexity, trends, or dependence. A system that reflected the way God had been shaping my leadership along the way: simple, disciplined, and faithful.
UnbreakableOS grew from that burden. Not to replace what worked — but to refine what endurance would require based on my experience as a business operator.
Every good framework I used left a gap. They helped teams define vision, build accountability, and track progress. But when real pressure came — market shifts, leadership changes, financial constraints — too many businesses cracked under the weight. They hadn't been built for resilience.
So it started quietly: battle-testing ideas in real companies over years, refining models not by theory, but by necessity.
Today, that work has scaled:
Piece by piece, project by project, the framework became clear — and repeatable.
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If you’ve been walking with us through earlier volumes of The King’s Business, you’ve already seen glimpses:
- How to manage execution cycles (read now)
- How to secure financial command (read now)
- How to build leadership that earns loyalty (read now)
We’ve laid the groundwork. Now, all of it comes together.
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Here are the 7 Laws of an Unbreakable Business:
Purpose must come first. It’s not branding — it’s direction.
Every decision must be built from first principles, not trends or fear.
Seven months of operating cash. Seven-day month-end closes. Real command of your numbers.
A reputation and presence that creates demand and protects margins.
Fast, deliberate, documented decisions that turn clarity into action.
Investing in your people before they ask — and leading through service, not slogans.
Systems and automation that allow businesses to thrive without dependence on the owner.
Each law is simple to understand — but difficult to live out. They demand discipline. Stewardship. Ownership. When applied, they build companies that last.
If this resonates with where you are — if you're trying to build something that can endure, not just expand — we’ve compiled the full framework into the an Introduction to UnbreakableOS. It’s available as a free resource to help you wherever you are in the journey.
Because in the King’s Business, the goal isn’t just momentum.
It’s AsymmetricEndurance™.
They’re calling it The Pepperoni Price Index (read more here). Frozen pizza sales are spiking again — but not because everyone suddenly forgot how delivery works. It’s the premium frozen pizzas that are moving — the $10, $12 pies that feel like a night out, without paying restaurant prices.
It’s a pattern that's repeated itself:
> In 2009, during the Great Recession, frozen food sales jumped 3.1%.
> In 2020, at the height of the pandemic, frozen pizza revenue jumped nearly $1 billion — from $5.8 billion to $6.6 billion.
> And now in 2025, frozen pizza is still pulling in over $6.5 billion a year — far above pre-pandemic levels.
Instead of a $60 dinner out, it’s a $10 pie from the freezer that still feels like a small win. When families, couples, and households start making moves like that — spending just a little differently, choosing comfort and cost together — it’s an early sign.
Not a big crash. Not a panic. A pivot.
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The ground shifts long before the headlines do. And for someone who loves pizza as much as I do (and who’s watched more One Bite reviews than I can count — whole numbers are for rookies), it’s easy to smile at it. But the truth underneath deserves attention.
When you see spending patterns bending like this, smart leaders don’t wait for permission. They tune their senses a little sharper. Start asking questions like,
- How are your customers feeling about spending?
- Are they slowing decisions, asking for discounts, holding back orders?
- Is your sales pipeline longer than it was three months ago?
- Are you priced right for a world where people still want quality but are thinking twice?
It’s a time to steady the business. Simplify where you can. Serve people where they actually are — not where you wish they still were.
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We’re running a quick 3 question survey across our community this month. We'd love for you to join in the conversation.
Here are the questions we're asking:
We’re going to be sharing the (annonymous) results next month — real insights from real operators, not theorists.
Frozen pizza might not move the markets, but it’s telling the truth early. Wise builders listen.