Ever since I took a business class in college decades ago, I have been sketching out business plan ideas in search of sustainable ways to create income. Again and again, those mock-ups failed because the numbers did not work. The biggest lesson I took away from those early attempts was that I did not want to carry debt before the first dollar of revenue even arrived (Moll, 2005).

So after turning the lens inward and reflecting, I chose to educate myself further on business management. Reading my first in-depth book on the subject opened my eyes to how much I did not know, and it was a lot. That realization sparked a hunger for knowledge and a determination not to fail again. I immersed myself in nearly a hundred books on investing, management, accounting, and the history of successful companies (Dalio, 2017; Munger, 1995). Through that process I began to see a different path. The strongest enterprises are not always the fastest growing. Many endure because they accept slower progress and focus on resilience (Collins, 2001). From this research I shaped a new idea. Instead of chasing rapid growth and short-term profit, I would build a company with a steady hand at the wheel.

This company is not designed to produce steady income for at least ten to fifteen years. It is a long-term project that allows me to keep working another job while slowly creating an enterprise that can sustain itself. The goal is not quick rewards but stability through all market cycles.

To achieve this, the company will be structured as an LLC with financial management conducted through an investment firm. The plan is to use pass-through taxation efficiently, cover expenses first with cash, second bonds, and third equities, and grow at a modest but consistent rate (Johnson, 2021). I will fund the company with five percent of my personal investment. As my personal wealth grows, so will the business. If my personal wealth declines, no additional funds will be contributed until it returns to the level required to meet the five percent rule.

The company’s funds will be allocated across different asset classes to balance growth and protection. Ten percent will remain liquid to cover annual costs, provide cash during bear markets, and acquire undervalued businesses in down cycles. Another ten percent will be invested in high-risk assets, twenty percent in high-yield bonds and treasuries, and sixty percent in equities. As an additional safeguard, the project will avoid investing in any area directly connected to its income-generating operations. This separation adds a layer of protection during down cycles in either the business itself or the broader market. In such times, the ten percent held in cash ensures the ability to make timely purchases and strengthen the overall position.

The long-term vision is twofold. First, the business provides me with a project to build now and slowly grow into retirement. Second, it creates something I can leave to my family should they decide to continue the business. Either choice would fulfill my hope of leaving behind a lasting foundation and teachable moments about patient and stewardship.

At the center of this plan are five categories that form the framework of the company:

Investments with Assets — growing the balance sheet through disciplined compounding and patient allocation
Research — studying past, current, and future market trends to guide decisions
Business Generation — choosing a modest operating business that provides revenue to support the investment strategy
Family Ownership — keeping direction and stewardship within the family so that decisions align with long-term values
Strategy — maintaining a unique approach that prepares the business to weather market downturns and seize opportunities when others cannot

These five pillars give shape to what I call the slow business model. This approach accepts that growth may be smaller year to year, but the foundation will be far stronger over decades.

The slow business model also reflects broader principles:

Sustainability — pursuing practices that respect resources and remain viable for the long term
Quality over quantity — preferring excellence to mass production
Work life balance — creating a rhythm that supports health, focus, and endurance
Local focus — supporting communities and sourcing close to home when possible
Ethical practices — acting with integrity and transparency

The slow business movement is a response to fast-paced capitalism. It advocates for a more mindful way of building that allows a company to adapt, endure, and stay on course. While other businesses scramble to cover monthly revenue during downturns, a slow business relies on investment strength, patience in good times, and the ability to deploy cash in bad times.

In my view, this draft outline, informed by multiple business books and case studies, offers the best chance to create something lasting without sacrificing security or stability. It allows me to remain employed, avoid debt, and steadily grow a business that adapts with the cycles of the economy. The next step is to translate this conceptual framework into a working business plan. This will involve defining measurable milestones, refining investment policies, and selecting the income-generating venture that best complements the strategy. Over time, as research continues and personal investments compound, the slow business will progress from an idea to a realized enterprise.

References

Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. New York: HarperCollins.

Dalio, R. (2017). Principles: Life and Work. New York: Simon & Schuster.

Johnson, K. (2021). Corporate Taxation and Business Structures. Cambridge: Cambridge University Press.

Moll, J. (2005). Business Structures and Tax Efficiency. Oxford: Oxford University Press.

Munger, C. (1995). Poor Charlie’s Almanack: The Wit and Wisdom of Charles T. Munger. California: Donning Company Publishers.