In-Depth Conversation with James Benham

Explore the entrepreneurial journey of James Benham, CEO and founder of JB Knowledge, as he shares insights on bootstrapping, innovation, and leadership.

Innovative Leadership

James Benham’s approach to leading a multinational technology and consulting company.

Bootstrapping Success

Learn the principles that helped James build a successful business without external investors.

james benham be your own vc
Podcast Transcript

 HENRY: Today we have James Benham,  who is the CEO and founder of JB Knowledge, and we will get to hear that incredible story. Thank you for coming on, entrepreneurs, business, and finance. James. 

JAMES: Yeah, it’s so nice to meet you and thanks for having me on the show. I really appreciate it. 

HENRY: So right now you are the founder and CEO and I’m looking at your bio here because it’s so much, it’s actually hard to keep track of, but you were the founder and CEO of JP knowledge, which is a multinational technology and consulting company that you started 20 years ago, or you’ve been bootstrapping for 20 years.

So I interpret that to mean you’re not owned by anybody else. Correct. You don’t have a bunch of investors answering to and this is your baby that you started and still have, and you’re doing a lot more than that as well, but that alone is phenomenal. And with that company, you’ve also created two disruptive insurance tech products.

And so for the insurance people or people that are interested in insurance, we’ll go into that a little bit as well. And you just finished up a board meeting where you’re doing some volunteering for the Texas Southern University as a region of the governing board. So you’re also a give back kind of guy involved in the community as well as coming on shows like this and doing lots of other and having your own show the insure tech podcast.

So you have a podcast as well. And but why don’t we start out? Because I’ll let you do most of the talking. They want to hear from you. Why don’t we start out with you’re in a dorm room  at Texas A and M. And you have this idea you know, people talk about entrepreneurship.  Is there in business school?

Was there a precipitating event? Yeah. Or is it a passion or something that you fell into where you were entrepreneurial as a child? Let’s go back way back.

JAMES: Yeah, I always like going all the way back to the beginning. You know I was born in Baton Rouge, Louisiana. My, my dad was a lifelong entrepreneur.

He didn’t have any role model for that. His father was a,  a very poor farmer and Southern Mississippi. My dad went to the Navy when he turned 18 to be able to eat regularly. Honestly, and we did the Navy for a few years and then went to LSU and Baton Rouge and then when he got out, he ended up starting a business out of his garage and then he ended up building and selling for companies and that’s the, the, the example that I had growing up.

And so he, you know, taught me everything he knew my whole childhood. And then you know, I went to Texas a and M and was in the Corps of cadets there and was a accounting major, did a couple of internships as an auditor with PricewaterhouseCoopers and really did not enjoy love the firm. Nice people, but did not enjoy,  you know, traveling five days every week sitting in a cubicle with two other guys.

Reviewing audit findings. I just didn’t see that as my, my future. I mean, that’s,  you know, it’s somebody’s calling. It’s just not mine. And so I went back to my dorm room after my first internship and I told, called my dad. I’m like, hey, let’s start a business.  And my dad refused to employ me. He would never let me work for him.

He would, he told me I would never own or work in any of his companies. He said I had to do it on my own. And so he gave me a few thousand dollars of seed capital as a loan and investment. So he became my partner. And then I went to one of my high school best friends, Sebastian Costa, who’s my, my right hand man in life.

At this point, we’ve been partners now, 23 years. And the three of us got the JV knowledge off the ground me from my dorm room, Sebastian from you know, his his, his bedroom and, and my dad, you know, was our advisor.  And financial, financial backer, although the, the, the total backing ended up being about 68, 000 total.

So it really was, that’s why we say we’re bootstrapped because we never raised money. Friends and family around usually these days is, is over a million dollars. And the total cash consumed for us was 68 K and we paid that off in the first two years. So really, we, we decided to go and build enterprise grade software for small to medium enterprise and, and you know, within 40 within by 2004, we found insurance as a sector.

We wanted to work in and in 2006, a friend of my father’s told us we should focus on construction bidding.  And so while we were doing professional services, custom software for insurance, we built a construction bidding product that we licensed called SmartBid. And that ended up being a runaway hit. We sold it in 2018 and kept all the people and pivoted into building insurance products.

And so today, you know, 280 people. Of those about 155 work in our professional services group, selling time and the balance work a hundred, whatever that is, 125 work in our product division, producing Tara, which is a claims policy compliance platform for insurance carriers, TPAs, self insured groups.

And so it’s been a really interesting rock, but you know, if you go back to the beginning, I went to a really great middle school and high school. Well, that we’re engineering magnet schools focused on engineering and software development. And  I learned so much about computer science and software development from age 11 through 17.

And then, you know, went to a wonderful university, had a great experience, met a lot of great people.  clients were all Aggies. And That’s kind of what led to the whole thing. And bootstrapping was the only thing I knew how to do. Because that’s what my dad did. And that’s what I did.  And that’s how we ended up here today with no investors, no debt at all,  not a single loan on the books, no investors.

And, and you know, we, we, we determine our own destiny every day. 

HENRY: Right. And you are a bestselling author. One of your books was be your own BC. And I’ll just read it out here. 10 bootstrapping principles to generate cash and keep control. So that’s going to be interesting because obviously you’ve lived that, done that, and now you’re passing that on and your father did that too and of course, a lot of people would love to do that because they may not have the friends and family.

Or there may be too many  obligations, responsibilities, hooks. And who really wants to go ask your friends and family for money? Just  sometimes, you

JAMES: Yeah. And raising money. If you go the raising money route, that becomes your full time job as a CEO or a near full time job. You know, I have a lot of friends on that, that, that train and, you know, I’m, I’m actually a limited partner at a few different VC funds.

So I’m on the other side of the transaction. But I’ll, I’ll tell you the it’s a, it’s a tough job because you, you got to make investors happy. You got to raise a lot of money. And you, then you got to raise the next round and then round and the next round of those funds of expiration dates. And you gotta, you gotta sell it often before you want to.

So it’s a, it’s an interesting ride, right? And I think that it’s, it’s for some people, it just wasn’t for me.  And, and you know, raising friends and family money is pretty nerve wracking because, you know, people put sometimes a significant portion of their money into your business and, and then you have the, all the family fallout that happens if you can’t pay it back.

And so you know, just learning. The core disciplines of bootstrapping, I think it’s really important and I can tell you I’ve guest lectured in business colleges for years and I was an adjunct professor at Zainam as well and I’m on the board of a university now.  Business schools don’t really teach bootstrapping.

They teach all the mechanics of corporations and then they’ll talk about fundraising and pitching and pitch decks, but they don’t, they don’t dive into the principles of how to actually do it yourself. And so I thought it was an important topic to write about. 

HENRY: I’ll say would you like to share, you already shared some, but do you have any more highlights of that, that you would like to share?

JAMES: Yeah, I mean, there’s 10, you know, I mean, number one, cash is king talk about that a lot. I mean, a lot of people lose sight of the fact that they’ve got to manage cashflow all the time and think about cashflow all the time. You know, they’ll look at EBITDA and as a Charlie Munger used to say EBITDA is a pretty worthless number to look at in a lot of regards.

It’s useful in some regards, but pretty worthless in many others. You know, you got to look at cash generation. Number two, you got to get out and stay out of debt. I’m a hardcore Dave Ramsey guy. And, you know, personally, you got to get out and stay out of debt. Professionally, you got to get out and stay out of debt.

In 08, we had the massive Great Recession. The companies that really got nailed were the ones that were in debt. When COVID hit, the ones that really got nailed were the ones in debt because those debt payments come in. Right now, all those commercial real estate companies that are loaded up with debt on their commercial office buildings are going under one after another, one after another, because they can’t weather this storm of having to repurpose commercial office space for other uses.

And, and, and I’m watching another one go down every day. Right. And it’s because of that. So that’s really tough. Number three, you know, build what you have to. So you build what you want to, I call this kind of the core mantra bootstrapping is that you have to build a cash generating machine that you might not exactly like doing, you know, so that you can generate cash that allows you to build what you really want to build.

And so it’s almost, there’s almost like a two step process. You know, it’s sometimes you, sometimes the cash generating machine is the dream that you had, but often the dream you have. Needs a cash generating machine to build it. And so that’s some of a huge principle bootstrapping. I always say the number one rule of business is to survive in particular in bootstrapping.

So you’ve got to have a little bit of a paranoid, my dad always said only the paranoid survive. So you have to have a little bit of a paranoid perspective to make sure your business can survive pandemics, recessions, downturns, natural disasters, client departures,  and then moving on, you know, you got to choose your partners carefully.

Number six, you got to get out and sell. I said, the CEO should stand for chief evangelizing officer. You’ve got to be the chief spokesperson as the CEO, and you’ve got to be willing to get out and sell. I still, after 23 years, I was on sales calls yesterday. I got sales calls today. I got sales calls every day.

I still hope that and do presentations and demos. And I worked trade show booths. The really good CEOs you know, are the chief evangelists. Number seven, you got to be willing to rewrite rules, but not your values. You got to stick to your core values. But being willing to be willing to reconsider,  maybe your rules aren’t exactly the right ones.

I learned this big time when we opened up our office in Argentina that I had to rewrite some rules, but stick to my values. Number eight, you gotta make innovation a habit and a process. You gotta really be habitual about innovation. And, and and you gotta turn it into business process. Number nine, you always get paid less.

You gotta put yourself as the entrepreneur last in line to get paid. Serve the needs of the organization, make sure it survives. And then lastly, you gotta establish and communicate your personal minimums. You gotta understand what your limits are when you’re building the business, funding the business, operating the business, and selling the business.

So those are kind my 10. I had a, when I started this list, I had like 26 and I just boiled it down to my top 10 that have helped us do what we’re doing. And it’s been really neat  now for about a year and a half. And we’ve had it valid. I’ve had it validated by a lot of bootstrapped entrepreneurs who have read the book and come back and said, yeah, man, nailed it.

That’s spot on. That’s exactly what people need to know. 

HENRY: Well, so let’s talk a little bit about the beginning. So you were a talented and hardworking, evidently, you know, programmers. So you knew a lot about software. And when you actually first started, how did you get your first blank? How did you get, you know, revenue?

JAMES: Yeah, I got in my Ford. I’m a 1995 Ford Mustang and I drove around and I met with Aggies that I met through my work at Texas A& M as a student and I was in the core and I met some ex cadets. And I went to their houses in Dallas and Richardson, Carrollton Uvalde, Texas. I drove around the state of Texas and I called on Aggies and they started hiring me to do independent contractor work.

And that’s how I got started. My first client was the Texas Aggie Corps Cadets Association. Built their website, built their member database, hired some awesome cadets to help me out with that. And same thing with, you know, my second client  was a lumber company. The third client was a plastics company.

Fourth client was a membership nonprofit organization. And they were all Aggies that gave me a chance. Aggies we all wear this ring  and it’s the same room since it’s been a ring for over a hundred years. And it means something to us. And when I walked in and, you know, they gave me a listen. And they gave me a chance and they hired me and we built some really great products together.

HENRY: And today, are you still doing custom design software for companies with these projects? In addition to your specialized products of Terra?

JAMES: Yes. Yeah. Only for insurance though. So we only work in the insurance sector. So yes, before we worked in like 12 industry verticals, now we work in one. And that’s, that’s insurance.

So we now insurance is a huge vertical. I mean, it’s a multi trillion dollar industry. It’s not a small business. But we work for carriers, brokers, third party administrators, pharmacy, benefit managers, you know, anybody up and down the value chain. And an insurance and so we, we build a lot of bespoke custom solutions for them.

We do this managed maintenance offering. We go and take over maintenance on their core applications.  And then we, then we do some really cool stuff on products, which is Tara. Tara is the product. And, you know, the reason you build product is that you can generate recurring revenue that doesn’t require you to deliver hours.

Right? And it’s also something that delivers and builds a lot of equity value. As I can testify to when we sold SmartBid and you know, that’s why you do it. Tara is still a small, you know, beginning stages company. And again, all, all product companies are highly speculative in the early years.

And so we’re, we’re investing heavily. It’s been a lot of, a lot of fun to be back at the beginning and, you know, scrapping and finding our first couple of clients and going live with them and. Seeing how it goes, you know, it’s, so it’s I mean, the, the, the, the, the beginning part of the journey often is the most fun because you’re, you’re finding your niche and you’re finding your solution and you’re figuring things out.

And that’s definitely where we’re at. There, and, and so far so good. The services business continues to be a source of joy and there’s been a lot of fun for us as well. I’ve been doing it for 23 years. So I really enjoy it. 

HENRY: I know, I believe you said it was your dad that said, Hey, maybe you should check out insurance, but could you talk a little bit about because there is an awful lot of expertise and focus that you have.

It’s a massive industry, so it’s focused on a massive industry, which helps, but obviously. There was some crucial decisions at that point. So, yeah, it was,

JAMES: Yeah, it was, it was it.  An ex cadet buddy of mine that told me my, my dad’s friend told us about the construction. A friend of mine who was in the core with me told me about insurance and then we, we got our first client there and, and started building software for them.

And, you know, that, that’s really when I, when I saw the industry and saw the opportunity it was just too good to pass up, you know there’s a, the insurance needs a lot and really fun to work on.

HENRY: Are you so you’re, you’re speaking, you’ve been to Ted, you’ve written books you’ve, you’ve spoken to me now.  Okay. Yeah, at the future of insurance USA before we get to that, though, I was going to talk about what your plans are going forward.

Talk a little bit about the VC side being on the other side. Because there is a, you know, there’s a love hate relationship with entrepreneurs and VCs in my experience, they want the help, they want the money, they want the board VCs. You got to make sure there’s financial discipline. You’re an entrepreneur. So I’m sure you’re sympathizing with the entrepreneurs, but yet VCs can. Really help entrepreneurs too. 

JAMES: Yeah, absolutely. They can. Yeah, absolutely. They can. They can. It’s, but, but there is a very contentious relationship there with many of them, right?

It’s the VCs want their money and they want the, their return.  And you know, and they, they can be quite merciless about that.  And so it’s it, it, it, it can be, it can be difficult. That being, you know, look again, cash is King.  And you got to accept that as an entrepreneur that if there’s money from someone, you owe it back.

That’s why I’ve never believed in companies celebrating when they raise rounds of investment. You know, I think it’s I think it’s really premature. I think you should celebrate when you get your 1st sale. I think you should celebrate your second and third and when you become profitable and those are great things to celebrate, but not raising money because you, you just, you know, you owe someone a lot of money back.

HENRY: So it’s a big responsibility and a big obligation and a big commitment.

JAMES: Yeah, you did. You did. And so I think that’s something that they have to keep in mind. 

HENRY: Well, what do you see going forward? Some people would say, okay, you’re still a young guy. But you could hang it up. You could say, okay, I’m retiring.

I don’t see that based on getting to know you that that’s in your DNA. So what what are you playing for? I mean, it just keeps expanding all the things you’re doing from your show to your book, to your speaking, to your company, to new products. 

JAMES: Sure. Yeah, we really my business partner, Sebastian, who’s my chief operating officer. He and I do this together.  He’s incredible.  Amazing guy. My leadership team that leads Tara and JV knowledge is incredible.  We’ve got incredible people that have worked in the frame very long time. Our top leadership team has been with me 20 years plus our, our next level has been with me 15 years plus.

And, and, you know, you definitely. When you’re an entrepreneur and you build a business, taking an obligation your people at some level you know, and you also get to do exciting things with them. And I’ve watched so many entrepreneurs really struggle after they sold something. That’s when we sold smart bid.

It was important that we keep the people because I really wanted to build something again. I’m 44. I’ve got a lot of runway left and I’m a pilot. So I think of terms and runway, right? Even if you’ve got a lot of runway left, you got to  use it, build some more ground speed and then take off. I mean, Yeah, I’ve got a lot more runway left in my life.

It’s really fun. It’s enjoyable. You know, my, my Children are almost grown. My oldest is a year from going to college. My my next one’s in high school now. And so there’s a lot to be excited about. And, and it’s also really fun. Sebastian and I like building product. We like delivering professional services.

We like having a niche. We enjoy this. And there’s only so much golf you can play.  Right. I mean, that’s just I, I think that building things is what people are called to do. I mean, look at Warren Buffett, he’s in his nineties and he’s still handling, I was watching his interview from his recent annual conference  and, you know, he lost, he, his, his, right.

His Sebastian was Charlie Munger. Right. And  you know, and again, I’m not comparing us to them, right. They’ve, they’ve built. They built one of the largest enterprises in the history of mankind. So I’m not comparing us to them. I’m just saying that they did it for the joy of it. It was, it was fun.  And, and you know, it’s, it’s great building things and it’s great solving problems and it’s great having a mission in life, something to do.

I think that recreation is a, is a poor substitute for a real mission. And I  still have to really struggle with just having a recreational lifestyle. I think it can be pretty empty.  And so that’s also why I engage in public service, why I serve on the board  to Southern, why I was a city councilman before this.

These are unpaid volunteer positions. I think it’s important that you back along the way,  you know, it’s, it’s, it’s a, it’s a pleasure.  We’re made, I’m made to work. Henry, I’m, I’m made to work.  That’s why I’m, I’m here on earth to work.  I have a lot of fun as well, but I’m, I’m here to work 

HENRY: And I can see that. And my dad always told me and my brother and sister find something that you like to do, find something that you love to do, find something you’re passionate about for your work, because you’re going to spend a large part of your life doing that. Doing it and  and even if you don’t need to do it, you want to do it because you want to do it.

There’s, there’s a saying that the founder of Sam Walton, everybody probably knows Sam Walton, but a Walmart, he said, you know, the, the idle rich business never much interested me.  And you know, we’re, we’re a fortunate society. You get to a certain point and your needs are met. And there’s always more money you can spend on.

So I think for many people like you, it gets more, it goes beyond that to the purpose of the mission. It’s inspiring to hear you say  that and  your employees. So, last thing, maybe, or 1 of the last things you’ve got all these people that have been with you for 20 years. That’s. Manager’s dream, if you will, you know, that’s success. How do you do that? 

JAMES: How do we keep them there for that long?

HENRY: Yeah, Well, I can guess from what you’re saying, but I want to hear from you.

JAMES:They’re very talented and they definitely have other options.

I think it’s, it’s really important first that you have an operator for the business. That’s incredible. That’s Sebastian. You know, he’s the, in, I’m the external facing one. I, I, I set the goal. I say I, I stand on top of the hill and say, we’re going over there, and then I go help get the clients and land the deals and do the speaking engagements.

I’m very externally focused. He’s very internally focused. He’s very in tune and in touch. With the organization, we’ve got a brilliant chief administrative officer, Mauricio. We’ve got brilliant division leads in Diego and Aaron. We’ve got a brilliant creative director in Pablo. We’ve got brilliant account managers who just love their accounts and love their teammates underneath them  and are focused on building leaders and building great teams that function well.

People don’t work for companies because they work for other people. So I think like the most important thing is to remember that all of your people work for other people.  And so you, you, you do have to actually. Give a crap about them. Like you got to care.  So number one thing, give a crap.  Care about them and what their goals are and what they want to do.

And figure out how to challenge them.  Give them a sense of purpose. Show them what you want to do. Sell them on why they should do it. Don’t just tell them why they should do it. You know, there’s a lot of those things. You know, get them excited about the future of the product and the company. Make yourself available.

Go you know, don’t, you know,  don’t be, don’t be that person that they can’t reach, you know, if they email you or they message you on teams, they text message, you get back to them,  you know, that’s a, there’s a, a lot of people  mess up and look, I, I’ve definitely had plenty of my share of failings as a leader at this business.

But there’s, if you want to build, build great teams, have them stay with you a long time,  it’s hard work. And If you don’t love them at some level, you’re gonna have a hard time doing that. You know,  they’re not, they’re not, they’re not interchangeable.  Now you can, you can replace them. You can replace people.

But  it’s not that simple.  It’s never, it’s never that simple because you have knowledge and experience and desire and passion. And, and so you’ve got to, you’ve got to make sure that you’re recruiting the best team possible. There are people in organizations that do really, really well in high turnover environments.

I mean, look at Nick Saban. That guy won national title after national title after national title. He had a complete turnover in his coaching staff every four years and a complete turnover in his player staff about every three,  and he still kept winning national titles  because for him, it was, you know, system first,  you know, system first  and the people were very highly interchangeable.

I couldn’t operate in that environment. Now, I’d love to have as much success as Nick Saban had but I, I can’t, I could not handle that level of turnover. And so I really appreciate my folks. And, you know, when my, I go with my account managers when they do their quarterly stewardship reports for our service clients, I travel with them, I sit in their meeting, they present, I take notes on their presentation style,  what they did right, what they did wrong, we meet afterwards, and I coach them every single time.

Here’s what you did right, here’s what you did wrong, here’s what you got to work on.  Right, and you’ve got to do that too, you know, but I can’t. Under emphasize the importance of having a great operating partner like I have with Sebastian, someone who’s internally focused and really dealing in the details because I don’t get into the details of how, how people are managed having a great chief administrative officer or CFO like Mike Mauricio, who runs the HR organization plus a lot else that, you know, I believe in really good HR.

And I think that’s another really important part of the organization. So we’ve got a great HR group. 

HENRY: How did it come  about that you expanded internationally? That’s a big step.

JAMES: Yeah. We did that early in in oh two. So 22 years ago, Sebastian’s from our, Sebastian’s from Argentina. We were competing against firms from India and Ukraine, all over the place.

And so we had to have an answer for for that level of competition. And We, we found it and Sebastian’s home country. And that’s how it happened.  We got into South Africa through Marie LaRue, Marie, you know, was working for us and  moved back home to South Africa from Argentina. And we started an office for there.

So it was really, we just followed our people. And it, and it solved a really big problem for us. 

HENRY: So to wrap up very interesting and exciting dynamic interview. Thank you. And to wrap up to wrap up, or if there’s anything you want to add, please do  more creation, more fun. More supporting your employees, more business, more products, more life.

You can add to that. I’m sure.

JAMES: Yeah. From, for, for me, more, more flying. I’m a pilot and I love to fly. I, I really enjoy the taken off and soaring over the country. It’s incredible. My dad was a pilot. My mom was a pilot. My, my mom’s dad was a pilot. I’m one. And so that’s certainly, that’s certainly a big, a big passion of ours and our family.

And for me I really enjoy public service.  I enjoyed being elected city councilman. I enjoy being a governor appointed regent. Now I enjoy public service. I  love business. But, you know, my my kids are, are really the, you know, they’re the one I call them every call or text. Sometimes they, you know, they prefer texts and we, we do, we do coaching on their career.

My 17 year old wants to be a Broadway star. And so we’re doing a lot of coaching around that.  And she’s at a wonderful school called Interlochen Arts Academy. That’s a boarding school for the performing arts. And she’s going to be a senior next year and she wants to go to Broadway. So she’ll probably.

New York or Boston and my, my soon to be freshman in high school is a brilliant,  just a brilliant performer and cheerleader and a brilliant mind. She wants to live in Hawaii and surf and be a marine biologist. And we just got back from a four day trip out there to check out university of Hawaii and we went scuba diving and she and I discovered a new passion in scuba diving.

And you know, so my girls kind of mean the world to me. They’re, they’re, they’re incredible and I enjoy my time with them.  You know, it’s a life is good, even when you got storms in your life and you got things going on, I think you just got to find stuff you enjoy. I’m in a dance troupe. We we practice every week.

I do, you know, 3 to 5 hours a week of ballroom dancing and salsa and tango and bachata. I mean, you know, you gotta, you gotta find stuff you enjoy doing outside of that 40, hours a week of work. And so I think it’s I always tell my, my employees, you know, like work hard here, but then find something to geek out on outside of work.

So you’re not just going home and watching TV. I think watching TV is the, the waste of all human society, you know, just sitting down and watching any kind of, you know, long format video where you are just, you know, zoning out on Instagram reels or Tik TOK for three hours. What a waste of a brain, what a waste of a life.

What a waste of your time. You know, instead of watching people do things, go do things.  And for me, that’s, you know, that’s, you know, flying and it, it’s obviously business and then my kids and then flying. And then you know, I also play piano and guitar and saying  on a dance troupe, I love music and the arts.

I mean, there’s so much to enjoy and I kind of feel like I’ve got so little time. I’ve got 40, 40 years, maybe if I’m lucky. To try and master a few things and then really enjoy this creation God’s created. And, you know, it’s I don’t know, it’s think that if you have that, then if you got hard days at work, hard days in your personal life,  it, you know, it’s a good way to manage the difficulties is to have some creative things to plow your brain into.

And so trying to answer your question you know, what’s, what’s next, what’s now that’s, that’s it. 

HENRY: All around good advice from where I sit and thank you for sharing openly and candidly and honestly.

JAMES: Sure. 

HENRY: James Benham, JB knowledge on entrepreneurs, business and finance. Thank you James. Oh, please.

JAMES: Yeah. And if, if anybody has any information or they need any information, they can go to  jamesbenham. com. That’s James B E N H A M, jamesbenham.com. You can subscribe to the podcast, get on my newsletter, check out my book, go to the companies that I have. Check it all out there. And if there’s one social media place I really spend time, it’s LinkedIn.

So you can hit me up on LinkedIn as well. Thanks, Henry. 

HENRY Fantastic. Thank you.

james benham JB Knowledge<br />

James Benham

James Benham, born in Baton Rouge, Louisiana, is a visionary entrepreneur and the CEO of JB Knowledge. With a background in accounting from Texas A&M University and early career experiences at PricewaterhouseCoopers, James decided to forge his own path in the tech industry. He co-founded JB Knowledge from his dorm room, focusing on enterprise software solutions. Over the years, he has developed disruptive insurance tech products and maintained a commitment to community service, including serving on the board of Texas Southern University. James is also a published author and a passionate advocate for bootstrapping businesses.

You build what you have to, so you can build what you want to.

James Benham's Business Philosophy

Insights from the Interview

James Benham, CEO and founder of JB Knowledge, shared his journey from a dorm room startup to leading a multinational technology and consulting company. His philosophy centers on bootstrapping, maintaining control, and building sustainable businesses. Benham emphasizes the importance of cash flow, staying out of debt, and creating value-driven products. His story is a testament to resilience, innovation, and the power of a strong entrepreneurial spirit.

During the interview, Benham highlighted his commitment to community involvement and giving back, which he attributes to his father’s influence. He also discussed the significance of choosing the right partners, continuously innovating, and the role of leadership in driving a company’s success. Benham’s principles are not just theoretical; they are lived experiences that have shaped his career and the growth of JB Knowledge.

Stay Connected with James Benham

Don’t miss out on the latest insights and updates from James Benham. Subscribe to his podcast or visit his website to stay informed about his latest projects and business strategies. Be part of a community that values innovation, leadership, and entrepreneurial growth.