Contact

Smashing Industry Orthodoxies: 7 Companies Who Won

Stagnation Slaughters. Strategy Saves. Speed Scales.

Table of Contents

Breaking Industry Orthodoxies: 7 Companies That Questioned Everything and Won

Table of Contents

The Prison of “How Things Are Done”

Every industry has its unwritten rules—assumptions so deeply embedded that questioning them seems like madness. “Airlines must assign seats.” “Grocery stores need national brands.” “Banks require branches.” These orthodoxies become invisible prisons, constraining innovation and creating opportunities for those brave enough to challenge them.

The most dangerous phrase in business isn’t “we’re losing money.” It’s “that’s how our industry works.” This acceptance of inherited wisdom kills more companies than any competitor ever could. While you’re optimizing within the boundaries of conventional thinking, someone else is questioning whether those boundaries should exist at all.

The Three Types of Industry Orthodoxies

Industry orthodoxies fall into three deadly categories:

1. Market Orthodoxies: Beliefs about what customers want

  • “Customers need to touch products before buying”
  • “Price is the primary purchase driver”
  • “Consumers want maximum choice”

2. Operational Orthodoxies: Assumptions about how business must operate

  • “Manufacturing requires massive scale”
  • “Distribution needs intermediaries”
  • “Quality costs more to produce”

3. Strategic Orthodoxies: Convictions about how to compete

  • “Market share equals profitability”
  • “First mover advantage is crucial”
  • “Vertical integration ensures control”

Each orthodoxy seems logical—even inevitable—until someone proves it wrong. Then the industry transforms overnight, leaving orthodox thinkers wondering what happened.

The Innovation Paradox

Here’s the cruel irony: the more successful an industry has been with certain approaches, the harder it becomes to question them. Success breeds orthodoxy. Orthodoxy breeds vulnerability. Vulnerability breeds disruption.

Hypothetical Example: The traditional taxi industry operated for decades on unquestioned orthodoxies: medallion systems ensure quality, dispatch centers coordinate rides, meters calculate fair prices. These “truths” seemed unassailable until ride-sharing companies questioned every single one. The result? A $100 billion industry disrupted in less than a decade.

The Orthodoxy Breaking Framework

Breaking industry orthodoxies isn’t random iconoclasm—it’s a systematic process. The framework that emerges from studying successful orthodoxy breakers follows four critical steps:

Step 1: Identify Your Industry’s Unwritten Rules

Start by making the invisible visible. What does everyone in your industry “know” to be true?

The Orthodoxy Excavation Process:

  • List 20 things “everyone knows” about your industry
  • Include operational “requirements”
  • Document customer “needs”
  • Capture competitive “necessities”
  • Note regulatory “constraints”

Don’t filter yet—capture everything, especially the assumptions that seem most obvious.

Step 2: Challenge Each Assumption

For each orthodoxy, ask five breakthrough questions:

  1. What if the opposite were true?
  2. Who benefits from this orthodoxy?
  3. What technology could eliminate this constraint?
  4. Which customers don’t care about this?
  5. How do analogous industries handle this differently?

Hypothetical Example: “Hotels must have front desk check-in”

  • Opposite: Completely automated entry
  • Benefits: Hotel labor costs and tradition
  • Technology: Smart locks and mobile apps
  • Customers: Tech-savvy travelers value speed
  • Analogies: Rental cars offer remote pickup

Step 3: Create New Possibilities

Don’t just break orthodoxies—replace them with better alternatives. The goal isn’t destruction but reconstruction.

The Possibility Generator:

  • Start with customer jobs-to-be-done
  • Ignore current industry constraints
  • Design from first principles
  • Leverage new technologies
  • Create new business models

Step 4: Test and Validate

Not every broken orthodoxy leads to breakthrough. Rapid testing separates revolutionary insights from reckless assumptions.

The Validation Sprint:

  • Week 1: Minimum viable test
  • Week 2: Customer feedback
  • Week 3: Iterate based on learning
  • Week 4: Scale or stop decision

Now let’s examine seven companies that successfully broke industry orthodoxies and transformed their markets.

Hypothetical Case Study 1: The Airline That Refused to Assign Seats

Industry Orthodoxy: “Airlines must provide assigned seating, multiple service classes, and hub-and-spoke routes to meet customer expectations.”

The Orthodoxy Breaker: Southwest Airlines

When Southwest Airlines launched in 1971, established carriers dismissed them as a joke. How could an airline succeed by breaking every “rule” of air travel?

Orthodox Thinking:

  • Passengers need assigned seats for comfort
  • Multiple service classes maximize revenue
  • Hub-and-spoke systems ensure connectivity
  • Full-service amenities justify pricing
  • Airline food is expected on flights

Southwest’s Heresy:

  • No assigned seats—first come, first served
  • Single service class only
  • Point-to-point routes exclusively
  • No-frills service model
  • Peanuts instead of meals

The Method Behind the Madness

Southwest didn’t randomly eliminate features. They systematically questioned each orthodoxy:

“Passengers need assigned seats”

  • Reality: Many passengers prioritize low prices over seat selection
  • Insight: Open seating speeds boarding, reducing turnaround time
  • Result: 25-minute turnarounds vs. industry average of 60 minutes

“Multiple service classes maximize revenue”

  • Reality: Complexity increases costs more than revenue
  • Insight: Single class simplifies operations dramatically
  • Result: Higher aircraft utilization and lower operational costs

“Hub-and-spoke ensures connectivity”

  • Reality: Many passengers prefer direct flights
  • Insight: Point-to-point reduces delays and complexity
  • Result: More reliable service and happier customers

The Billion-Dollar Results

By breaking industry orthodoxies, Southwest achieved:

  • 47 consecutive years of profitability (only major U.S. airline to achieve this)
  • Lowest operating costs in the industry
  • Highest customer satisfaction scores
  • Market capitalization exceeding legacy carriers

The “joke” became the model others desperately try to copy.

Lessons for Orthodoxy Breakers

  • Coherent Rule-Breaking: Southwest didn’t randomly break rules—each broken orthodoxy reinforced their low-cost, high-efficiency model
  • Customer Job Focus: They understood many customers hired airlines for affordable transportation, not luxury
  • Operational Advantage: Breaking orthodoxies created structural advantages competitors couldn’t match

Hypothetical Case Study 2: The Grocery Store That Rejected National Brands

Industry Orthodoxy: “Grocery stores must stock national brands to attract customers. Private label products are inferior alternatives for budget shoppers.”

The Orthodoxy Breaker: Trader Joe’s

When Trader Joe’s reimagined grocery retail, industry experts predicted failure. How could a grocery store succeed by eliminating the very brands customers expected?

Orthodox Thinking:

  • National brands drive store traffic
  • Wide selection ensures customer satisfaction
  • Private label means lower quality
  • Grocery stores need weekly circulars
  • Bigger stores perform better

Trader Joe’s Heresy:

  • 80% private label products
  • Limited selection (4,000 vs. 50,000 SKUs)
  • No national brand alternatives
  • No sales or coupons ever
  • Small footprint stores

Breaking the Brand Orthodoxy

Trader Joe’s questioned fundamental assumptions:

“Customers need national brands”

  • Reality: Customers want quality and value
  • Insight: Control the supply chain, control the quality
  • Result: Higher margins and unique products

“More choice is better”

  • Reality: Too much choice creates decision paralysis
  • Insight: Curated selection reduces stress
  • Result: Faster shopping and higher satisfaction

“Private label equals cheap”

  • Reality: Quality depends on specifications, not branding
  • Insight: Invest savings in better ingredients
  • Result: Private label that outperforms nationals

The Transformation Impact

By 2023, Trader Joe’s achieved:

  • $13.3 billion in revenue
  • Sales per square foot 2x traditional grocers
  • Cult-like customer following
  • Expansion waiting lists in new markets

Hypothetical Comparison: A traditional grocery chain attempted to copy Trader Joe’s by increasing private label to 30%. They failed because they didn’t break the underlying orthodoxies—they still believed private label meant “cheaper alternative” rather than “better value proposition.”

The System Behind Success

Trader Joe’s success wasn’t random—it was systematic:

  • Supply Chain Revolution: Direct relationships with suppliers eliminated middleman costs
  • SKU Discipline: Every product must earn its shelf space through sales
  • Cultural Alignment: Employees (“Crew Members”) embody the quirky, helpful culture
  • No-Compromise Positioning: No attempt to be everything to everyone

Hypothetical Case Study 3: The Cleaning Company That Made Toxic Beautiful

Industry Orthodoxy: “Effective cleaning products must contain harsh chemicals. Eco-friendly means less effective. Cleaning products are hidden under sinks.”

The Orthodoxy Breaker: Method

When Method launched in 2001, Procter & Gamble and Unilever dominated cleaning products with a century of orthodox thinking. Two young entrepreneurs without industry experience questioned everything.

Orthodox Thinking:

  • Harsh chemicals equal cleaning power
  • Eco-friendly products can’t compete on efficacy
  • Cleaning products should be hidden
  • Price and effectiveness drive purchases
  • Traditional retail distribution is essential

Method’s Heresy:

  • Plant-based formulas that work better
  • Design-forward packaging for display
  • Premium pricing for cleaning products
  • Emotional connection to household chores
  • Alternative retail channels first

The Design Revolution

Method broke orthodoxies systematically:

“Harsh chemicals equal clean”

  • Reality: Consumers assumed correlation, not causation
  • Insight: Plant-based surfactants clean effectively
  • Result: Products that work without toxicity

“Cleaning products should be hidden”

  • Reality: Ugly packaging trained hiding behavior
  • Insight: Beautiful design changes usage patterns
  • Result: Products displayed proudly, used more

“Price drives purchase decisions”

  • Reality: Emotional factors matter in every category
  • Insight: Values alignment justifies premium pricing
  • Result: Higher margins than traditional brands

The Scaling Success

Method’s orthodoxy-breaking created:

  • $100+ million revenue in under 10 years
  • Distribution in major retailers nationwide
  • Acquisition by Ecover (creating world’s largest green cleaning company)
  • Category transformation toward sustainable products

The Ripple Effect

Method’s success forced giants to respond:

  • P&G launched “Green Works”
  • Unilever acquired Seventh Generation
  • Entire category shifted toward sustainability
  • Design became competitive advantage

Breaking orthodoxies didn’t just build a business—it transformed an industry.

Hypothetical Case Study 4: The Furniture Retailer That Killed the Showroom

Industry Orthodoxy: “Furniture must be touched, sat on, and experienced before purchase. Showrooms are essential for furniture retail.”

The Orthodoxy Breaker: Article

Hypothetical Company Background: Article launched as an online-only furniture retailer when industry wisdom insisted furniture was “unsellable” online. Traditional retailers controlled distribution through massive showrooms and protective manufacturer relationships.

Orthodox Thinking:

  • Customers must physically experience furniture
  • Showrooms justify markup and build trust
  • Traditional retail partnerships ensure quality
  • Delivery logistics require local presence
  • Returns make online furniture unviable

Article’s Heresy:

  • Online-only, no showrooms anywhere
  • Direct-to-consumer manufacturing
  • 30-day return policy on sofas
  • Flat-pack shipping for large items
  • Modern design at accessible prices

Digital-First Disruption

Article systematically dismantled orthodoxies:

“Customers must touch furniture”

  • Reality: Detailed photos and specs can convey quality
  • Insight: AR technology lets customers visualize
  • Result: Conversion rates matching physical retail

“Showrooms justify the markup”

  • Reality: Showroom costs inflate prices 40-80%
  • Insight: Eliminate showrooms, pass savings to customers
  • Result: Designer furniture at mainstream prices

“Returns kill the model”

  • Reality: Quality products have low return rates
  • Insight: Generous policies increase purchase confidence
  • Result: Returns under industry average

The Transformation Timeline

Year 1: Proved online furniture viable with $10M revenue Year 2: Expanded product lines based on data insights Year 3: Achieved profitability while scaling rapidly Year 5: Became category leader in modern furniture

Industry-Wide Impact

Article’s success triggered:

  • Traditional retailers launching online-only brands
  • Manufacturers creating direct channels
  • Showroom square footage declining industry-wide
  • Customer expectations permanently shifted

Hypothetical Case Study 5: The Bank That Eliminated Branches

Industry Orthodoxy: “Banking requires physical branches for customer trust and service. Digital-only banks can’t provide full services.”

The Orthodoxy Breaker: Chime

Hypothetical Evolution: When Chime launched as a digital-only “neobank,” traditional banks dismissed them as unsuitable for serious banking needs. The orthodoxy seemed unshakeable: banks need branches.

Orthodox Thinking:

  • Physical branches build trust
  • Complex transactions require human interaction
  • Older customers won’t adopt digital banking
  • Branches are profit centers through cross-selling
  • Regulatory compliance requires physical presence

Chime’s Heresy:

  • No physical branches ever
  • All service through app/phone
  • No traditional fees (overdraft, maintenance, minimum)
  • Partner banks handle compliance
  • Profitability through interchange, not fees

The Branch Liberation

Chime questioned core assumptions:

“Branches build trust”

  • Reality: Young customers trust technology over buildings
  • Insight: App quality matters more than marble lobbies
  • Result: Higher trust scores than traditional banks

“Complex transactions need humans”

  • Reality: Most banking is simple transactions
  • Insight: Good UX handles 95% of needs
  • Result: Higher satisfaction with less human contact

“No fees means no profit”

  • Reality: Traditional fee models exploit customers
  • Insight: Aligned incentives create loyalty
  • Result: Profitable through scale and efficiency

The Numbers Revolution

By breaking orthodoxies:

  • 13 million customers in 5 years
  • $1.5 billion valuation
  • Higher NPS than any traditional bank
  • Forced industry-wide fee reductions

Traditional Response

Chime’s success forced orthodox banks to:

  • Eliminate many fees
  • Invest billions in digital transformation
  • Close thousands of branches
  • Launch their own digital-only brands

Hypothetical Case Study 6: The Car Company That Refused to Advertise

Industry Orthodoxy: “Automotive success requires massive advertising spend. Dealerships are essential for sales and service.”

The Orthodoxy Breaker: Tesla

When Tesla decided to sell cars without advertising or dealerships, industry veterans laughed. How could you sell complex, expensive products without the industry’s established systems?

Orthodox Thinking:

  • Car sales require massive advertising
  • Dealerships provide essential customer service
  • Inventory buffers demand fluctuations
  • Price negotiation is expected
  • Service requires distributed locations

Tesla’s Heresy:

  • Zero paid advertising ever
  • Direct sales only, no dealerships
  • Build-to-order manufacturing
  • Fixed pricing, no negotiation
  • Limited service centers with mobile service

The Anti-Advertising Advantage

Tesla broke each orthodoxy deliberately:

“Cars require advertising”

  • Reality: Product experience creates better advocacy
  • Insight: Owners become voluntary marketers
  • Result: $0 advertising with months-long wait lists

“Dealerships are essential”

  • Reality: Dealerships add cost without value
  • Insight: Direct relationships improve experience
  • Result: Highest satisfaction scores in industry

“Price negotiation expected”

  • Reality: Customers hate negotiation
  • Insight: Transparency builds trust
  • Result: Simplified purchase process

The Market Transformation

Tesla’s orthodoxy-breaking achieved:

  • $1 trillion market cap (more than next 9 automakers combined)
  • Forced industry toward electric vehicles
  • Triggered direct-sales legislation battles
  • Created new category of automotive retail

Industry Reformation

Traditional automakers now:

  • Investing $500+ billion in electric vehicles
  • Experimenting with direct sales
  • Reducing dealer dependence
  • Copying no-negotiation models

Hypothetical Case Study 7: The Equipment Manufacturer That Gave Away Its Core Product

Industry Orthodoxy: “Manufacturing profits come from equipment sales. Service is a necessary evil. Protect your product innovations.”

The Orthodoxy Breaker: HOT Industries

Hypothetical Case: HOT Industries manufactured industrial scales for grocery stores. Industry orthodoxy dictated selling equipment at maximum margin while minimizing service costs.

Orthodox Thinking:

  • Equipment sales drive profitability
  • Service contracts are add-on revenue
  • Protect innovations through secrecy
  • Replacement cycles are fixed
  • Price competition is inevitable

HOT’s Heresy:

  • Bundle service into equipment price
  • Share innovations to accelerate replacement
  • Revenue enhancement focus vs. cost
  • Create new replacement drivers
  • Value pricing vs. commodity pricing

The Value Revolution

HOT broke orthodoxies systematically:

“Equipment profits matter most”

  • Reality: Lifecycle value exceeds transaction value
  • Insight: Service relationships create stickiness
  • Result: Higher total profitability

“Protect all innovations”

  • Reality: Shared innovations drive category growth
  • Insight: Growing market beats protecting share
  • Result: Industry transformation benefiting all

“Replacement cycles are fixed”

  • Reality: Value propositions can accelerate replacement
  • Insight: ROI stories beat reliability arguments
  • Result: 2x faster replacement rates

The Transformation Results

By breaking orthodoxies:

  • Revenue grew 60% in 3 years
  • Margins increased from 14% to 30%
  • Customer relationships deepened
  • Competition shifted from price to value

Category Leadership

HOT’s approach:

  • Elevated entire category
  • Created new purchase criteria
  • Built sustainable differentiation
  • Transformed customer expectations

Your Orthodoxy Audit Worksheet

Time to identify and challenge your own industry’s orthodoxies. Use this systematic approach:

Part 1: Orthodoxy Identification (30 minutes)

List 20 things “everyone knows” about your industry:

Market Orthodoxies:

  1. Customers need: _____________
  2. Customers expect: _____________
  3. Customers won’t: _____________
  4. Market requires: _____________
  5. Competition means: _____________

Operational Orthodoxies: 6. We must have: _____________ 7. We can’t eliminate: _____________ 8. Production requires: _____________ 9. Distribution needs: _____________ 10. Quality means: _____________

Strategic Orthodoxies: 11. Success requires: _____________ 12. Growth comes from: _____________ 13. Profit demands: _____________ 14. Scale needs: _____________ 15. Innovation means: _____________

Additional Orthodoxies: 16. _____________ 17. _____________ 18. _____________ 19. _____________ 20. _____________

Part 2: Orthodoxy Challenge (60 minutes)

For your top 5 orthodoxies, complete:

Orthodoxy 1: _____________

  • What if opposite were true? _____________
  • Who benefits from this? _____________
  • What technology could eliminate this? _____________
  • Which customers don’t care? _____________
  • How do other industries handle this? _____________

[Repeat for Orthodoxies 2-5]

Part 3: Possibility Creation (45 minutes)

For each challenged orthodoxy:

  • New possibility: _____________
  • Customer benefit: _____________
  • Operational advantage: _____________
  • Competitive differentiation: _____________
  • Implementation approach: _____________

Part 4: Testing Priority (15 minutes)

Rank possibilities by:

  • Potential impact (1-10): _____
  • Implementation difficulty (1-10): _____
  • Market readiness (1-10): _____
  • Competitive advantage (1-10): _____
  • Total score: _____

Part 5: Action Planning (30 minutes)

For top possibility:

  • Week 1 test: _____________
  • Success metrics: _____________
  • Resources needed: _____________
  • Risk mitigation: _____________
  • Go/no-go criteria: _____________

FAQ: Breaking Your Industry’s Sacred Cows

Q: How do you know which orthodoxies to challenge first?

A: Start with orthodoxies that create the most customer friction or operational complexity. Look for assumptions that:

  • Customers complain about but accept as “necessary”
  • Add significant cost without clear value
  • Exist because “we’ve always done it this way”
  • Benefit incumbents more than customers
  • Technology has made obsolete

The best orthodoxies to break are hiding in plain sight—everyone sees the problem but assumes it’s unsolvable.

Q: What if breaking an orthodoxy alienates existing customers?

A: This is a real risk that requires careful management:

  • Segment Understanding: Not all customers value the same things
  • Migration Strategy: Offer choice during transition
  • Communication: Explain the why behind changes
  • Value Demonstration: Show clear benefits of new approach
  • Gradual Rollout: Test with willing segments first

Remember: keeping all current customers while transforming is rarely possible. Focus on customers who value your new approach.

Q: How do you overcome internal resistance to breaking orthodoxies?

A: Internal resistance is often stronger than external. Overcome it through:

  • Small Experiments: Test orthodoxy-breaking in limited scope
  • Data-Driven Decisions: Let results speak louder than opinions
  • Champion Development: Find internal believers to advocate
  • Customer Voice: Bring customer feedback directly to skeptics
  • Competitive Examples: Show others succeeding with new approaches

People support what they help create. Involve skeptics in the orthodoxy-breaking process.

Q: What about regulatory or legal orthodoxies?

A: Some orthodoxies exist for good reasons. Approach regulatory orthodoxies carefully:

  • Understand Intent: What problem does the regulation solve?
  • Find Alternatives: Can you achieve intent differently?
  • Engage Regulators: Propose new approaches proactively
  • Pilot Programs: Request limited testing approval
  • Industry Coalition: Join others challenging outdated rules

Many “regulatory requirements” are actually industry interpretations that can be challenged.

Q: How fast should you break orthodoxies?

A: Speed depends on several factors:

  • Market Urgency: Disruption threats require faster action
  • Organizational Readiness: Cultural capacity for change
  • Competitive Dynamics: First-mover advantages vs. fast-follower benefits
  • Risk Tolerance: Ability to recover from mistakes
  • Resource Availability: Investment capacity for new approaches

Generally: test fast, implement thoughtfully, scale aggressively once proven.

Q: Can you break too many orthodoxies at once?

A: Yes. Breaking too many orthodoxies simultaneously creates several problems:

  • Execution Complexity: Hard to manage multiple transformations
  • Market Confusion: Customers can’t process too much change
  • Resource Strain: Each orthodoxy break requires investment
  • Cultural Overload: Organizations have finite change capacity

Best practice: Break 1-2 major orthodoxies that reinforce each other, then expand.

Q: What if competitors copy your orthodoxy-breaking approach?

A: Expect successful orthodoxy breaks to be copied. Maintain advantage through:

  • Continuous Innovation: Keep breaking new orthodoxies
  • Execution Excellence: Out-implement copycats
  • Cultural Advantage: Build capabilities others can’t replicate
  • Customer Relationships: Create switching costs through value
  • System Advantage: Make orthodoxy-breaking a core competency

First-mover advantage comes from learning and relationships, not just ideas.

Q: How do you measure orthodoxy-breaking success?

A: Traditional metrics often miss orthodoxy-breaking value. Measure:

  • Customer Behavior Change: Adoption of new approaches
  • Competitive Response Time: How long before others follow
  • Market Share Shifts: Especially from non-traditional segments
  • Margin Evolution: Value capture from differentiation
  • Innovation Velocity: Speed of subsequent orthodoxy breaks

Also track leading indicators like customer feedback, employee energy, and market buzz.

Q: What about industries that seem to have no changeable orthodoxies?

A: Every industry has breakable orthodoxies—they’re just harder to see in some. When orthodoxies seem fixed:

  • Look at Adjacent Industries: How do they solve similar problems?
  • Question Root Assumptions: Why do orthodoxies exist?
  • Technology Scanning: What new capabilities enable change?
  • Customer Journey Mapping: Where do frustrations cluster?
  • Regulatory Evolution: What rules are becoming outdated?

The most “unchangeable” industries often offer the biggest opportunities.

Q: Should startups or established companies lead orthodoxy breaking?

A: Both have advantages:

Startups:

  • No legacy constraints
  • Nothing to lose
  • Speed and agility
  • Risk tolerance

Established Companies:

  • Resources to invest
  • Customer relationships
  • Industry knowledge
  • Scale advantages

Best approach: Established companies should create separate units with startup-like freedom to break orthodoxies.

Q: What’s the difference between breaking orthodoxies and being contrarian?

A: Critical distinction:

Orthodoxy Breaking: Systematic challenge of assumptions to create customer value Contrarianism: Doing opposite for the sake of being different

Successful orthodoxy breaking:

  • Starts with customer needs
  • Based on logical analysis
  • Creates sustainable advantage
  • Improves entire value chain
  • Can be systematically replicated

It’s not about being different—it’s about being better through different.

Ready to challenge your industry’s sacred cows?

Todd Hagopian has transformed businesses at Berkshire Hathaway, Illinois Tool Works, Whirlpool Corporation, and JBT Marel, selling over $3 billion of products to Walmart, Costco, Lowes, Home Depot, Kroger, Pepsi, Coca Cola and many more. As Founder of the Stagnation Intelligence Agency and former Leadership Council member at the National Small Business Association, he is the authority on Stagnation Syndrome and corporate transformation. Hagopian doubled his own manufacturing business acquisition value in just 3 years before selling, while generating $2B in shareholder value across his corporate roles. He has written more than 1,000 pages of books, white papers, implementation guides, and masterclasses on Corporate Stagnation Transformation, earning recognition from Manufacturing Insights Magazine and Literary Titan. Featured on Fox Business, Forbes.com, AON, Washington Post, NPR and many other outlets, his transformative strategies reach over 100,000 social media followers and generate 15,000,000+ annual impressions. As an award-winning speaker, he has spoken at the international auto show, and other conferences. Hagopian also holds an MBA from Michigan State University with a dual-major in Marketing and Finance.

Search

Categories