What separates someone who owns a business from someone who has simply created another job?

Marie Rose learned that distinction by building Rosebud Studios from eight offices into a multi-location business-development operation serving dozens of entrepreneurs.

In this episode of the Small Business Spotlight, Curtis May sits down with Marie to unpack what happened behind the growth.

Marie explains how she transitioned from government employment into entrepreneurship, experimented with several businesses, discovered the event-space model and ultimately identified a larger opportunity: creating physical and virtual environments where small businesses could operate, learn, build relationships and gain access to resources.

But the conversation isn't simply about Rosebud.

Curtis and Marie explore what entrepreneurs must change as their companies grow.

• Marie's unexpected journey into entrepreneurship

• How she landed her first event space through cold calling

• Why following customer demand led to Rosebud's expansion

• Going from eight offices to multiple locations

• Why Marie stopped describing Rosebud as merely a coworking space

• Turning a hustle into a legitimate business

• Why entrepreneurs must get comfortable being uncomfortable

• The importance of getting into bigger rooms

• Moving from entrepreneur to CEO

• Working on the business instead of constantly in it

• Why Marie listens to roughly a book a week

• Building a company capable of operating without you

• How Marie evaluates whether she's ready to expand

• Why she recently paused an expansion even after announcing it

• Using occupancy, revenue and other numbers to guide decisions

• Why a successful business isn't automatically personal wealth

• Creating automated and scalable income streams

• Thinking about succession and exit strategy

• Building community and strategic relationships

• Marie's vision for Rosebud Studios

• Her desire to speak and facilitate more business workshops

One of the strongest lessons from Marie's story:

Growth doesn't always mean doing more. Sometimes becoming a better CEO means knowing when not to expand.