Featured Jeremie's operator profile drops in TFIB — The Future is Built on Monday, September 14, 2026. Applications for the Founding Ten open October 6.
A room for operators, not audiences

You already run a real business. You know a decision is coming.

You've built something that works — customers, overhead, payroll, the weight of it all. And you know, probably have for a while, that the next 12 months need a decision. A new revenue stream. A pivot. A hard call about what stops and what starts.

Nobody around you really understands what you're carrying. That's the point of this room.

Commit to Successes exists to make that decision happen. On evidence. On a clock. With ten other owners who won't let you hide.

Start the qualifier → Read the promise

Applications open October 6, 2026. Close October 31. Ten seats. That's it.

The operator behind it
  • 30 years Building, breaking, rebuilding businesses since 1995
  • 5 brands Running today out of Renfrew, Ontario
  • $5M → $100K → back Profitable again six months after 2008 cut me down
  • Donated an M652R To Pittsburg State University's Wood Tech program
As featured in
Read Jeremie's profile in TFIB →
Issue #1 drops Monday, September 14, 2026.
Why this exists

Built by someone who lost it all and rebuilt it.

I'm Jeremie Paulin. I run five brands out of Renfrew, Ontario — Mikron Machinery (moulders and rosette makers since 1995), Mikron Barn Door Hardware, JZ Trim & Doors, JZ Holdings, and JZ Development.

In 2008 my business went from over $5M to $100K in a single quarter. I was 34, mortgaged to the eyes, with a young family at home in Renfrew. Six months later I was profitable again — not because I had a coach, but because I had two other operators who wouldn't let me stall.

Every stalled decision in a real business gets paid for in cash or in years. Usually both.

I built Commit to Successes as the group I wish I'd had that summer. Ten owners weighing the same kind of decision — a pivot, a new revenue stream, a hard call about what the business becomes next. Real work, done in front of people who've done it before.

I'll say the quiet part too. My wife Lynn runs the books across our companies. My son Zach runs property analysis and cross-business operations. We work together every day, and it works — but it took real structure to get there. I've also been on the other side of family in business, and it nearly cost me two companies. I know both versions of that story, and when family is in the room, I'll bring both to the table.

Family is the reason any of this matters to me — the business exists to protect it, not the other way around. Every operator I want in this room understands that math.

Verify me: Mikron Machinery Mikron Barn Door JZ Trim & Doors LinkedIn
The operator, in full

The businesses I actually run.

I don't teach this from a stage. I run it every day across these brands out of Renfrew, Ontario. Click any of them and check.

Machinery · since 1995

Mikron Machinery

Industrial moulders, rosette makers, parts, and technical support for shops across North America.

mikronmachinery.com ↗
Hardware · dealer channel

Mikron Barn Door Hardware

Premium barn-door hardware built for professional installers, dealers, and millwork shops.

mikronbarndoor.com ↗
Millwork · trim & doors

JZ Trim & Doors

Architectural trim, doors, and finish millwork — the fabrication side of the Mikron ecosystem.

jztrimanddoors.com ↗
The operator · follow along

Jeremie on LinkedIn

Notes from the shop floor, real decisions in progress, and the running commentary on what actually works.

linkedin.com/in/jeremie-paulin ↗
Also under JZ Holdings (family real-estate holding) and JZ Development (Renfrew-area development). Not customer-facing — no public site.
What the room actually takes on

Four real operator decisions. Which one is yours?

These are the shape of the decisions I'm building this room around. Read them. If one of them lands and your stomach moves — that's not an accident. That's the one you haven't said out loud yet.

Scenario 1 — The Number That Hasn't Moved

Three years running, your top-line is basically the same number.

Not down. Not up. The same. Payroll's up 22%, materials are up 18%, one of your best guys retired and the guy replacing him is $30K more. Your margin is thinner every quarter and you can feel it in the cheque you write yourself.

Your accountant hasn't rung the alarm. The bank still loves you. Your spouse doesn't know the numbers well enough to worry. So you carry it.

You've known for eighteen months that the business needs to become something different. You haven't said it out loud to anyone.

What's the call? Cut hard and squeeze another five years out of the current model, add a second revenue stream that uses what you've already built, or start planning the exit before the numbers force your hand?
Scenario 2 — The Side Door That's Actually Selling

The thing you started as a "let's see" is now $340K a year and growing 40%.

You launched it two years ago because a customer asked, or because you had capacity, or because you were curious. It runs on the edges of the main business — same shop, same team, no dedicated anything. You've never run a real number on it. You know it's making money because your bank account keeps saying so.

Your best employee has asked twice if they could run it full-time. You said "let me think about it" both times. That was seven months ago.

Meanwhile the main business — the one you built for twenty years, the one your name is on — is doing the same revenue it did in 2023.

What's the call? Fold the side thing back into the core and stop being distracted, spin it out with your best person running it and take a real swing, or keep it quiet and let it stay a hobby that pays for itself?
Scenario 3 — The Move You Rehearse in the Truck

You know what the business needs to become in five years. You've known for eighteen months.

You've done the reading. You've had the conversations at trade shows, at industry dinners, with the two other operators you trust. Different product, different customer, maybe a different name over the door.

You've mentioned it to your spouse twice. You've never said it to the team. You've never said it to your banker. You've never written it down.

Every month you wait, you spend money running the version of the business that isn't going to work. Every month you announce, you spend money tearing up the version that still is. Both feel expensive because both are.

What's the call? Start the pivot now while cash is strong and you still have the runway to be wrong, wait until the current business shows visible cracks and pivot under real pressure, or run both in parallel and hope you have the bandwidth?
Scenario 4 — The Handshake That Isn't Written Down

Family is in the business — a spouse, a sibling, an in-law, your kids, a parent — and the structure never caught up.

The roles were never really defined. Ownership was never really papered. The exit was never really discussed. It runs on trust and history — and I've watched both of those turn on an operator overnight. I've been on the wrong end of a family situation myself. I nearly lost two companies over it. I got them back. It cost me.

You've watched it work. You've seen how bad it can get. You still haven't fixed the structure that lets either one happen.

I run three companies today with my wife on the books and my son on operations. It works because we forced structure onto it. That's the work most family-run businesses never do until it's the emergency.

What's the call? Have the ownership, roles, and exit conversations now while nobody's angry, wait until a life event forces them, or keep running on the handshake and hope the trust holds?

If you read those and thought "that's the one I don't talk about" — that's the room.

Start the qualifier →
The promise

In 12 months you will have made one clear, evidence-backed decision about your next revenue stream or pivot — launched, killed, or committed to — with the numbers, the plan, and the accountability to move on it.

Not "clarity." Not "confidence." A decision. With proof behind it.

If you're still thinking about it at month 12, we failed. That's the deal.

I'm accountable to that outcome with you.

— Jeremie

Fit matters more than fee

Ten seats means ten real operators. Not aspiring ones.

Not for you if

  • You've never had to sweat cutting a payroll or contractor cheque on a Friday.
  • You can't write a five-figure cheque without a two-week internal debate.
  • You're pre-revenue or under $500K, still looking for the idea.
  • You want a coach to tell you what to do so you don't have to sit with the risk.
  • You'd rather talk about the business than change something in it.
  • You're looking for a Facebook group with better graphics.

Built for you if

  • You own a real, revenue-generating business doing $1M–$10M — manufacturing, trades, distribution, construction, products, services, real estate. Doesn't matter which.
  • You have real people on the line — employees, contractors, or a crew you built — real overhead, and real customers with real receivables.
  • You know a decision is coming in the next year: a new revenue stream, a pivot, or a hard call about what the business becomes next.
  • You're between 35 and 60. The clock isn't infinite and you know it.
  • You'd rather sit with nine operators who've been through it than 900 people who haven't.
  • You can write a five-figure cheque today if you decide it's the right room.
How it works

Weekly accountability. Bi-weekly deep dives. Zero hiding.

Two rhythms. One async, one live. Together they make it almost impossible to reach month 12 with the same question you walked in with.

01
Weekly — async, on your time

The One Front

Every Monday, each of the ten posts one Front — the single most important move toward your revenue decision this week — the decision date, and the evidence that will prove it done. Every Friday, you post proof or a red flag. Ten members, ten rows, one screen.

I read every board on Friday. If you're hiding, I'll see it. That's the point.

50 accountability cycles per year. Not four.
02
Bi-weekly — live, 90 minutes

The Table

Every second Tuesday, 9:30 to 11:00 AM Eastern. Same ten people. Two members are in the chair per session — each has posted a one-page brief 48 hours ahead, the group reads it cold, I run the table.

Not "who wants a hot seat today?" Every table is booked. Every member gets five deep dives a year on their actual business.

Five brief-and-defend deep dives on your decision, per year.
03
Between calls — social channel

The private group thread

Referrals, quick wins, "does anyone know a guy for X." Kept separate from the accountability board on purpose — banter belongs in one place, work belongs in another.

Three ways in

Free, self-paced, or ten operators deep.

Start where it makes sense. The letter is free. The course is on your time. The Founding Ten is where the real work happens — and it's capped at ten seats for a reason.

The Pivot Letter

Weekly notes from the shop floor.

Free
One email, most Sundays

One decision I made this week, why I made it, what it's costing me if I'm wrong, and what happens next. Written from the desk, not a stock photo of one.

  • Real operator decisions, unfiltered
  • No motivation, no funnels
  • Unsubscribe in one click
Subscribe free →
Foundation Course

Six modules. The framework I use.

$500 $397 USD
Launch price. Opens October 2026.

The six-part decision framework I use across five brands. Self-paced, video plus workbook. Built for owners who want the map before they walk in the door.

  • Fear in Business Decisions
  • Effective Business Planning
  • Making Timely Decisions
  • Additional Revenue Streams
  • Pivoting Successfully
  • Resilience in Business
Join the waitlist →
10 seats
The Founding Ten

Weekly accountability. Bi-weekly deep dives. One year. Ten operators.

By application
Founding rate discussed on qualifying call

50 accountability cycles. 26 bi-weekly Tables. Five deep dives on your business. Direct access to me between calls. That's it. That's the room.

  • 50 weekly One Front cycles
  • 26 bi-weekly 90-min Tables
  • ~5 deep dives on your business
  • Private group thread
  • Standard rate after founding: $20,000 USD/yr
Start the qualifier →

Two-Call Money-Back Guarantee

Show up to the first two Tables. If you don't feel the room is worth what you paid, tell me by the end of call two and I refund every dollar — no forms, no dance, no hard feelings. The founding cheque only clears if the Founding Ten actually earn it.

Start the qualifier

Ten seats. Not a form to submit. A conversation to start.

No online booking. No sales page tricks. Answer five questions below. If we're a fit, I'll email you within 48 hours to set up a short call. If we're not a fit, I'll tell you that too — by name, not by autoresponder.

Founding rate is discussed on that call, not on this page. The founding seat is meaningfully below the $20,000 USD standard rate — how much depends on the fit, the timing, and the commitment.

Applications open October 6, 2026 and close October 31. Every applicant hears back within 48 hours — yes or no, personally.

Start with the letter

Not ready to apply? Read for a month, then decide.

The Pivot Letter is the easiest way to see if the way I think matches the way you want to run your business. One email, most Sundays. No sequences, no ladders, no urgency plays.

One-click unsubscribe. No spam, ever. We don't sell or share your email.