Mentor Helps Crown Heights Entrepreneurs Get Real

By Libby Herz – COLlive

Kasriel Shemtov brings over 40 years of experience across manufacturing, production, sales, import, conflict resolution, and property management. Today, he serves as a senior mentor at L8 at Crown Heights Young Entrepreneurs (CHYE), where he is dedicated to guiding young entrepreneurs.

In this exclusive interview, Kasriel shares practical advice he regularly gives to help entrepreneurs succeed in business.

Q: Could you start by telling us about your background and how you came to mentor young entrepreneurs?

Kasriel: I started out working in manufacturing. Eventually, we sold to a large, publicly traded firm. During that time, I worked in a few different departments, from the production floor to HR, and later on the corporate side.

After that, I joined an importing business. We became the largest manufacturer and importer of automotive first aid kits in the U.S. Over the years, we expanded into other areas such as real estate, medical facilities, and more.

Throughout my career, I picked up a wide range of skills: streamlining operations, managing people, resolving conflicts, and navigating international supply chains. After four decades in business, I felt it was time to give back, so I joined CHYE to mentor young entrepreneurs and help them avoid the mistakes I’ve seen over the years, and share the lessons I’ve learned.

Q: What’s the most common challenge you see young entrepreneurs facing when they come to your nonprofit?

Kasriel: Many young entrepreneurs start with passion and great ideas, but they often dive in without fully considering aspects like cash flow management, partnership conflicts, or how to scale sustainably. They might have an excellent product, but the practical side of running a business, like handling HR issues or negotiating fair deals, can quickly overwhelm them. When I meet with them, it’s sometimes the first time they truly examine their financials line by line. I ask questions like, “How many customers do you have? What are your rent and payroll expenses?” Often, that’s when they realize their business isn’t profitable yet. It’s tough to face, but this kind of clear-eyed honesty is essential for turning things around. My role isn’t just to give advice; it’s to help them gain clarity, think strategically, and build a stable foundation.

Q: Can you share an example of how you’ve helped a young entrepreneur overcome a specific challenge?

Kasriel: Definitely. I recently met with a business owner who was really excited, but he couldn’t understand why things weren’t adding up. I asked him a few basic financial questions: “How many customers do you have? What’s your average sale? What’s your rent and payroll?” As we went through the numbers, I could see the realization hit — he wasn’t making money. His hands literally started shaking.

This is someone who had an accountant, but no one ever walked him through the fundamentals in a clear, honest way. People avoid that level of transparency because it’s uncomfortable, but it’s essential. I helped him restructure his pricing. He might lose a few customers, but he’ll finally be profitable.

A lot of business owners just need someone to calmly walk them through the fog, not with theory, but with practical, real-world clarity. That’s what I try to do.

Q: Conflict resolution seems to be a big part of your work. What’s your approach to handling HR or partner disputes?

Kasriel: Most conflicts boil down to miscommunication or not having clear agreements from the start. I tell people to get everything on paper, such as partnership agreements and exit strategies. That way, you avoid a lot of headaches later. When things go sideways, I listen to everyone without interrupting. Just being heard often helps people calm down and see the issue clearly. Then I help break the problem into smaller pieces and focus on what everyone really wants.

For HR, clear policies and open communication are the best way to stop issues before they blow up. With partners, it’s about realigning roles and making sure everyone feels respected and valued. After all these years, I’ve learned that resolving conflicts isn’t just about rules or contracts—it’s about mixing empathy with experience and practical steps.

Q: Partnerships are critical for growth. How do you guide young entrepreneurs in negotiating successful partnerships?

Kasriel: Partnerships can make or break a business. The most important step is having a well-drafted partnership agreement right from the start. That’s not just about preventing conflicts — it’s about being clear on what everyone expects, so you’re all aligned.

Before making any deal, you have to understand your own goals, your strengths, and your limits. Then, take the time to learn about your partner’s situation — what they want, what they need. I’ve seen many partnerships struggle because people just jump in without that preparation.

When you’re negotiating, don’t just think about what you’re getting; think about how both sides can come out stronger. A good partnership has an exit strategy and clear roles written down so nobody gets blindsided later.

In my experience, especially from working in import and sales, the deals that last are the ones where both parties feel valued and secure. Putting everything on paper doesn’t sound exciting, but it saves you a lot of headaches down the road.

Q: Efficiency is another area of your expertise. What advice do you give startups looking to optimize their operations?

Kasriel: Efficiency means doing more with less, but first, you have to understand exactly what you’re doing. I tell entrepreneurs to map out everything from how they make their product to how they sell it to running their office. Then find the slow spots or places where you’re spending too much. I worked with a manufacturing startup once that was losing money because its supply chain was a mess. We reorganized their ordering and automated some simple tasks, and that saved them thousands. Always track your numbers. That’s customers, expenses, and profits. One young entrepreneur realized that he didn’t know how many customers paid late or how much rent he was paying. That’s where things start to fall apart. Know your numbers, and you’ll be able to make smarter decisions.

Q: You’ve worked with companies in crisis. What’s the first step you recommend when a business is in trouble?

Kasriel: First, you have to stay calm. When a business is struggling—whether it’s money problems or operational issues—the key is to get a clear picture. I tell people to look closely at everything: cash flow, debts, contracts, and even how the team is working together. Sometimes, you need to step back like a guest coming in fresh to see what others miss. Then, you prioritize the most urgent problems.

For example, I worked with a company that was losing money because it had too many employees for what the business could handle. We restructured the team, renegotiated some vendor deals, and that gave them the breathing room they needed to get back on track. It’s not about quick fixes—it’s about honest, clear-eyed assessment and practical steps.

Q: Do you see parallels between managing real estate and running a business?

Kasriel: Definitely. Both need you to think ahead and pay attention to the little things. With property, you’re juggling tenant requests, fixing things before they break, and making sure the place keeps its value over time. Business is very similar. You’re balancing your team’s needs, watching expenses, and planning for growth.

With both, the key is not waiting for problems to blow up. Whether it’s a leaky pipe or a slow sales month, catch it early. I tell entrepreneurs: treat your business like a building you own. Take care of it, invest in it, and don’t let small cracks turn into big headaches.

Q: What’s the most rewarding part of mentoring young entrepreneurs?

Kasriel: There’s nothing like watching someone go from overwhelmed to confident with a solid plan in hand. When a founder walks in stressed and leaves fired up and focused, that’s what makes this work worthwhile. I’ve seen entrepreneurs I’ve mentored grow their businesses, create jobs, and even start mentoring others. Knowing I helped get them there — that’s what keeps me motivated every day.

Q: Any final advice for young entrepreneurs reading this?

Kasriel: Absolutely. First thing: never stop learning. Whether it’s through mentors, books, or just paying attention, stay curious. The business world changes fast, and you have to keep up. Second, build resilience. Setbacks happen—guaranteed. But don’t let them shake you. Use them as lessons, not roadblocks. And third, surround yourself with people who both challenge you and support you. It’s not just about having yes-men; you need honest feedback and real encouragement.

Look, entrepreneurship isn’t easy. It’s a rollercoaster. But with the right guidance and mindset, it can be incredibly rewarding. And if you ever find yourself stuck or in crisis, don’t wait. There are resources like CHYE, ready to help you get back on track. You’re not alone in this.

Q: Thank you, Kasriel, for sharing your wisdom. How can our readers connect with your nonprofit or learn more about your work?

Kasriel: My pleasure. I’d encourage anyone interested to visit our nonprofit’s website or reach out directly to learn about our mentorship programs. We’re always looking to support driven entrepreneurs who want to take their businesses to the next level.

For more resources or to connect with mentors like Kasriel Shemtov, visit https://www.level8.org/nyc