Building a Hotel Procurement & Design Firm Through Booms, Busts, and Global Expansion

In this episode of Beyond the Startup, Larry Carver, founder and president of Carver & Associates, shares how he entered the real estate and design field simply by needing a job after college and the Army. He’s worked with and learned from some of the industry's heavy hitters, including Jack DeBoer, John Portman, and mentor Lowell Goldman, who taught him hotel FF&E procurement. Larry opened his firm in 1983 with $500 and a rented desk, landing major hotel projects and building the business on relationships. He recounts major downturns, including the late-1980s tax changes and savings-and-loan fallout, 9/11, the 2008 financial crisis, and COVID, describing staff reductions, perseverance, and recovery through projects in Taiwan, Korea, Las Vegas, and the Middle East. He discusses risk-taking, hiring experts for finance and design, and advises entrepreneurs to find work they genuinely like.

00:00 Hard Times Happen

00:30 Meet Larry Carver

01:08 First Break in Real Estate

04:07 Atlanta and Colony Square

05:52 Luck Meets Preparation

07:54 Portman and a Mentor

12:27 Starting Carver and Associates

16:32 Bootstrapping with Tech

18:08 Relationships Drive Business

22:16 Surviving the S&L Crash

26:06 Cutting Back to Survive

26:37 Adversity Builds Strength

27:13 Asia Expansion Wins

29:16 Culture And Logistics

31:51 Turnkey Business Pivot

33:45 Risk Taking Mindset

36:43 Know When To Quit

37:58 Money Skills And Delegation

42:50 Crises And Middle East

46:07 Covid Shock And Rebound

47:52 Entrepreneur Reflections

51:04 Advice For New Founders

52:47 Closing Thanks

Replace Yourself to Rise – Lessons from Clay Snellings of Snellings Walters Insurance Agency

Host Lliam Holmes interviews Clay Snellings of Snellings Walters Insurance Agency about growing a family business founded in 1952. Clay shares entering the company in 1986 when it had 10 staff and about $1M in revenue, then key inflection points: buying out his father after retirement in 1993, expanding ownership in 2007 to bring in new energy and scale, and adopting EOS in 2013 to improve execution and accountability. He describes lessons from Vistage and peer groups, the importance of outside expertise, and a stall that led them to put the “right people in right seats,” helping revenue grow to about $30M with 105 employees and 22 shareholders. They discuss culture, alignment, transparent metrics, “replace yourself,” and Clay’s ongoing connection to his father’s principles while mentoring the next generation.

00:00 Control Versus Growth

00:31 Meet Clay Snellings

01:38 Joining the Family Firm

03:56 Dad Retires New Leadership

06:45 Spreading Ownership

08:57 EOS Game Changer

13:59 Outside Help Peer Groups

16:26 Scaling Pains And Systems

17:38 Hiring A COO To Scale

21:29 Embracing Change Early

24:05 Hard Lessons Drive Change

24:52 Lifestyle Business Trap

27:08 Scaling With Ownership

28:16 Culture At 100 People

30:40 Mission And Core Values

31:51 Onboarding For Alignment

35:17 Frameworks That Scale

38:34 Hiring With Culture Index

41:35 Turning Growth Into Action

46:38 Dad’s Lasting Legacy