PATERSON, NJ, September 09, 2025 /24-7PressRelease/ -- In the noisy world of startups, where vision often outpaces reality, the voice of experience matters. Frank Okunak, a seasoned executive and advisor, has seen too many promising ventures collapse under the weight of poor planning, weak cash flow, or unclear positioning. His point of view is clear and direct: startups don't fail because of bad ideas — they fail because they ignore the fundamentals.

For founders seeking to build companies that last, Okunak's prescription is simple: create a solid and realistic business plan, secure 12 months of working capital, position the brand clearly, and understand the competition in your sector.

According to Frank Okunak, the business plan is not a formality for investors but a strategic roadmap. Without one, founders are effectively driving blind.

"The plan should spell out the problem you're solving, who your customers are, how you'll reach them, and what milestones you'll hit in the first three years," Okunak argues. But he emphasizes that the plan must also be flexible — responsive to shifts in the market while still anchored in discipline.

In his experience, startups that neglect this foundation often burn resources chasing

Okunak frequently stresses the importance of cash flow planning. Startups may fail not because the idea is weak but because the money runs out. "Passion doesn't pay salaries," he often notes. "Vision doesn't cover vendor invoices."

His standard recommendation: maintain a cash flow plan that ensures at least 12 months of working capital. This provides oxygen when revenues are delayed, markets shift, or unexpected costs arise.

Frank Okunak's perspective is shaped by years of advising early-stage companies that underestimated expenses or overestimated revenue. He counsels conservative revenue projections, overestimation of costs, and a meaningful buffer as safeguards against the volatility of startup life.

Another recurring theme in Okunak's guidance is the importance of brand positioning. Too many startups, he says, focus on features instead of meaning. In crowded markets, clarity is what cuts through.

"What do you stand for? Why should customers choose you? What emotional needs do you fulfill?" These are the questions Okunak pushes founders to answer. Without them, he warns, startups risk becoming "just another player in the crowd."

Okunak has seen firsthand that a well-defined positioning strategy — whether safety, agility, affordability, or innovation — can separate winners from the noise.

For Frank Okunak, understanding the competition isn't about fear — it's about realism. Founders who dismiss established competitors as "legacy" often underestimate the resources and relationships those incumbents bring.

A robust competitive analysis, in his view, identifies direct rivals, indirect substitutes, and potential new entrants. Only with that clarity can startups carve out a niche. "If you can't name your top three competitors, you're not ready to raise capital," he asserts.

Even with plans, capital, positioning, and competitive awareness, Okunak believes execution is where most startups stumble. The discipline of execution requires:

· Monthly financial reviews.

· Rigorous tracking of KPIs.

· Accountability to realistic milestones.

Frank Okunak underscores that investors don't fund ideas alone; they fund teams with a proven ability to execute. Vision may inspire, but discipline sustains.

Startups often conflate founders' passion with leadership. But as Okunak points out, the CEO's responsibility is more than vision. It is stewardship of the fundamentals: financial discipline, brand clarity, and competitive strategy.

"CEOs cannot delegate away responsibility for the basics," Okunak insists. "They set the tone, they model discipline, and they build credibility." In his view, startups with strong CEOs focused on fundamentals consistently outperform those led by visionaries who neglect the details.

Frank Okunak's perspective is consistent and grounded. Great ideas ignite startups, but discipline sustains them. For him, the difference between failure and success often comes down to the basics:

· A solid business plan.

· A realistic cash flow model with 12 months of working capital.

· A clear brand position.

· A full understanding of the competition.

Investors, employees, and clients, Okunak emphasizes, all want the same thing: confidence that a company is anchored in reality, not just in vision. Startups that take this advice seriously give themselves the best chance to thrive long after the initial excitement fades.

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