Why you don’t need to be a born entrepreneur to succeed

If you’re expecting the story of a polished, Ivy-League-trained business prodigy, this isn’t it. My journey has been one of an underdog, an unlikely entrepreneur who got it wrong more than I got it right. The truth is, I stumbled into business like a kid at a school dance – nervous, unprepared, and completely out of my element. But in the end, the awkward moves led to something meaningful.

From the outside, the success of the Back In Motion Health Group looks inevitable. Building Australia’s largest physiotherapy network and selling it for over $100 million is a story that could easily be wrapped in glamour. But reality rarely matches perception, and my story is far from a fairy tale. In fact, I’ve spent a significant part of my career wondering if I even belonged in the commercial world.

A Reluctant Start

I didn’t set out to become an entrepreneur. Growing up, I had visions of becoming a medical missionary, saving lives in far-flung places. The idea of running a business seemed about as appealing as washing dishes. But after multiple failed attempts to find the right opportunities to begin overseas mission work, I was forced to pivot. What started as a small physiotherapy practice in my carport grew into something far bigger than I ever intended.

That’s where the real challenge began. I wasn’t equipped for the commercial world, and the steep learning curve felt like a constant uphill battle. I often found myself thinking, “What am I doing here? I’m not a businessman!” Yet, despite my discomfort, the business grew. Maybe that’s one of the key lessons – often, you don’t need to feel ready to succeed.

More Setbacks Than Successes

The road to success is paved with failures, and my path was no exception. Take franchising, for example. When I decided to franchise Back In Motion, it seemed like a great idea. But what I didn’t anticipate were the critics. The physiotherapy industry looked at me like I was mad – franchising had never worked in this sector. Leaders were sceptical, assuming it was too risky and commercialised for healthcare.

I faced rejection after rejection, including losing many deals with other significant health brands that fell apart when they got cold feet at the last minute. These decisions to pull out weren’t just disappointing – they almost derailed my entire operation time after time. But instead of letting that be the final blow, I dusted myself off, learned from the mistakes, and pushed forward. The critics didn’t disappear, but they became quieter as the franchise model eventually took off.

Humour in Hardship

Of course, there were moments when the setbacks were more comical than catastrophic. Like the time I fractured my coccyx on a water slide while on a trip with my son. For weeks, I had to sit on a donut pillow in meetings, trying to maintain some semblance of professionalism while being reminded with every shift in my chair just how human and fallible I really am​. It wasn’t exactly the picture of a high-flying CEO, but it certainly kept me humble.

Another humorous example came during a franchise conference where we were supposed to break timber boards with a karate chop as part of a motivational exercise. As the leader, I was expected to go first. I’ll admit, I was terrified that I’d break my wrist instead of the board. Fortunately, I pulled it off – but the same couldn’t be said for one of the most athletic people in the room, who repeatedly failed to break her board in front of everyone. We all learned that day that strength is more about technique than raw power – a metaphor that holds true for leadership too​.

Turning Setbacks into Triumphs

Perhaps one of the most significant setbacks I faced came during the Global Financial Crisis (GFC). Like many, our business was at risk. But instead of pulling back, my wife Paulina and I decided to double down on our charitable activities. We launched the SOS Health Foundation, which helped provide healthcare to disadvantaged communities​. It felt counterintuitive – giving more when we could have lost everything – but it ended up being one of the best decisions we ever made. Not only did the business survive, but we also deepened our sense of purpose.

Looking back, I can see how many of my failures were just lessons in disguise. Every mistake taught me something valuable about resilience, leadership, and the importance of staying grounded. I’ve come to realise that it’s not about getting it right all the time – it’s about getting back up when you fall.

The Unlikely Success

So, how does an unlikely entrepreneur like me end up leading a national business? The answer isn’t as glamorous as it sounds. It’s about perseverance, humility, and recognising that success doesn’t come from knowing everything – it comes from learning along the way.

I often felt like a fraud, unsure of whether I deserved to be where I was. But I’ve come to understand that many successful people feel the same. The real secret is simple: get it wrong, then get it right – and repeat.

At the end of the day, I’m proof that you don’t need to be a born entrepreneur to succeed. You just need to be willing to fail forward, laugh at your mistakes, and keep pushing through the setbacks. Success is less about brilliance and more about the ability to persist when things go wrong – and they will go wrong. But if you keep going, you might just find yourself in the unlikely position of leading something great.

Written by Jason T. Smith.

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