Going Green in the Fast Lane

I recently went one on one with serial entrepreneur Aziz Tepjar. Growing up in East Kenya, Aziz spent his childhood watching his father race rally cars. It wasn’t long before he found himself in the driver’s seat, following in his dad’s footsteps. Aziz has owned several successful businesses, including the successful Environmental Biotech franchise system throughout the UK, several rental car businesses, and his most recent venture – the recently launched EnviroLogik franchise. EnviroLogik is a first-to-market, eco-friendly commercial drain line and odor control solution franchise that just launched in the United States.

Adam: Thanks again for taking the time to share your story and your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks or challenges have been most instrumental to your growth?

Aziz: I was born in Kenya and spent majority of my childhood there before making my way to the United States (U.S.). I grew up watching my father race rally cars and build a business with his own hands. I always wanted to follow in my father’s footsteps, and did so by becoming a recognized rally car champion in Kenya and earning a degree from Florida Atlantic University in Boca Raton, Fla. I graduated in 1984 with a Bachelor’s Degree in International Business. After that I planned on going to North-Eastern University in Boston to complete my Masters, but never made it. 

My father was diagnosed with cancer and was forced to be away from the family business, so I ended up returning to Kenya to take over his duties. He built a successful guided tours business in Kenya, offering a special safari experience for tourists and locals alike. When his major clients got word of his illness and heard that I had taken the reins, they decided to take their business elsewhere. They felt they were unable to put their faith in a ‘young, inexperienced business man,’ so instead of holding out and giving me a shot, they turned away and moved on.

Before his passing, I was faced with the challenge to transform the business – basically overnight – and did so by selling 50 percent of our fleet of Land Rovers and safari buses. It was a hard decision to make, but with clients dropping, we had no use for the extensive inventory that had accumulated over the years. With that money – and in an effort to save the family business – I began to build an inventory of regular cars, renting them out to visitors, locals, tourists, etc. At this time, my father was too ill to consult in these endeavors. He had put his trust in me, and I had to make the right decision.

Fast forwarding a couple of years – we grew a strong clientele base, becoming a large car rental option in the area. This led to the acquisition of Budget Rent-A-Car in Kenya, which allowed us to grow even further. My father fought through, fighting his way into remission. During this time, he tried his best to offer guidance and help the business stand strong by bringing in partners to provide support. In 1986, he passed away, fighting until the very last day. His passing was not only a major tragedy for our family, but also a huge obstacle for his business, as he was the face of it. He was a master salesman and had single handily built an empire on his reputation of providing the best service and developing incentive travel in East Africa from the 1970’s and on. Life threw us a few curveballs, as it does for everyone. We continued on, building relationships with clients and keeping the business in a positive light to honor my father. 

Another curve ball was thrown our way in 1989, when my wife became pregnant with twins. We were filled with joy and excitement, ready for this new chapter in our lives. Unfortunately, one of the twins didn’t make it to full term, passing away before birth. We were heartbroken over the sudden loss, however very happy to welcome that perfect, beautiful daughter had survived. The high-stake circumstances of her birth resulted in a severe disability, which was not apparent until she reached three months old. My wife and I decided that the only way to help our daughter was to move to the United Kingdom (UK), where healthcare was more accessible. 

In preparation for our move, I sold the business to our partners, never fully receiving the amount we had agreed upon. With very little, we ended up in Chelmsford, UK. Reaching out to those I had created relationships while working with Budget, we bought a franchise with 17 cars and two vans in December of 1990. We continued to grow over the next few years to be the largest independent franchisee for Budget in the UK. When 1999 came along, most of the growth came to a halt. My wife and I decided to sell Budget International and begin on the next venture – a limousine service. Through hard work, time, investment and partnerships, we were able to grow to six locations and 2,000 vehicles in just a year and a half. 

Over the years, as I would travel to and from the U.S. for business, I used lengthy flights and extended travel to indulge in large business publications, learning and absorbing all I could about the industry. During a flight returning home to the UK in 2002, an article in Forbes Magazine, titled, ‘Germ Warfare’, caught my eye. It explained the blockage problems cities across the world, especially in the UK, battle due to improper waste management. The article highlighted an eco-friendly solution to the problem, Environmental Biotech. Specializing in odor control and fats, oils and grease (FOG) blockages in city sewer systems, Environmental Biotech offered an eco-friendly solution for commercial restaurants and businesses. I was hooked. When I walked off that plane in, I knew I had come across my next business adventure. I sold my interests in the limousine and rental business, and embarked on a new endeavor, pursuing Environmental Biotech. This was a completely different path than the one I had been on my entire life, but I believed in it. There was a serious problem and I wanted to have a hand in the solution. 

We grew this as a franchise in the UK and became the leading FOG control and drain service company in the country. Our clients were big names such as Walmart and McDonalds, among others. In 2006, our team ended up buying out the franchisor in the U.S., and became owners of the brand.

More recently, we’ve launched our new forward-facing brand in the U.S., called EnviroLogik. This opportunity is a refined, simple and convenient drain service franchise that acts as a bridge of support for business and restaurant owners to their municipalities. EnviroLogik’s service helps keep owners in line with local compliance orders and proactively prevents major blockages from impacting communities. EnviroLogik uses state-of-the-art bioremediation technology in the form of live bacteria to consume the substances in commercial drains that cause blockages at the source. 

Continuing the brand’s eco-conscious mission, our team has added EnviroHeat, a HVAC supplier that allows business and home owners to utilize used cooking oil to generate power for heating and air conditioning purposes, to EnviroLogik’s line-up. With this addition, we are bringing green initiatives and cost saving solutions to a head. 

Adam: What are the best lessons you have learned from each of the businesses you have built?

Aziz: I’ve learned countless of valuable lessons through both my successes and failures. A few that stand out would be how important perseverance, belief in the product, vision and hard work are to bringing a business to fruition. Entrepreneurs must be passionate about their product, ride the ups – challenge the downs, and persevere through the inevitable obstacles of business ownership. Every challenge is an opportunity for growth, and every win is another opportunity for improvement. 

I’ve also learned to be grateful for good people. People that support you, trust you and challenge you are key to any successful business. Those with ethics and passions that align with yours are essential to building a strong foundation.

Adam: How do you decide which businesses to pursue and which to stay away from?

Aziz: When a business venture knocks on my door, I rely heavily on my gut. If the idea is good and shows potential, I am not afraid to give it a shot. Some decisions have been good and some have not. Believe it or not, my biggest failure was with one of the most successful brands in the U.S. I worked with the franchisor to bring the brand to the UK, but they were not willing to alter their business model for overseas ventures. This was one of the first lessons I learned in college – ‘don’t try to take the preconceived idea that the U.S. model of a business will automatically work in a new country, without first adapting to and understanding the market, people and culture.’ By being hesitant to cater to a totally different market, it failed. I lost my investment and the brand lost its chance to go global.

Adam: What have you learned from your experience as a rally car racer that are applicable to entrepreneurs and leaders?

Aziz: I have always been big on surrounding myself with good people. I believe I first grew confident in my support system while competing at races. Rally car driving is a team effort – even if there’s only one person behind the wheel. The only reason I was able to drive, was because of the support of my team. Now, as an entrepreneur, I rely heavily on my support system – my wife, partners and family for insight, advice and collaboration. 

Adam: What do you believe are the defining qualities of an effective leader? How can leaders and aspiring leaders take their leadership skills to the next level?

Aziz: Effective leaders are surrounded by good people who can do the job better than they can. Just because you have an executive title does not mean you are the smartest person in the room. There is always something to learn from one another, especially in business. 

Leaders can take their leadership skills to the next level by sharing their vision with their team and believing in the product or service they offer. Being transparent among employees and partners will streamline the vision – creating consistent belief in the product across the board. 

Adam: What are your three best tips applicable to entrepreneurs, executives and civic leaders?

Aziz: Wherever you go – be sure to adapt to your market. Everything can change across waters. Learn who you are serving, find what they need, and cater to that. 

Look after and empower your people. Building a strong relationship with those around you will result in collaborative efforts and passion from both sides. 

Adam: What is your best advice on building, leading and managing teams?

Aziz: Recognizing your team members’ achievements goes a long way. Saluting employees and partners for their dedication, hard work and successes will foster loyal mentality throughout. We have found success with this strategy, which is marked by impressive team retention. One of our team members has been with us for 28 years – and counting.

Adam: What is the single best piece of advice you have ever received?

Aziz: The best piece of advice I have ever received is to believe in what you do. If you lose belief – it’s time to move on. A business cannot grow if you don’t believe in it.

Adam: What should everyone understand about building a green business

Aziz: There is sometimes a poor stigma around green businesses. Protesting, loud opinions and sometimes violence can be associated with green initiatives. However, when building a green business, it is important to establish your brand as a solution, not a conflict. 

The strongest strategy for making a difference while also bringing in revenue is simple. Recognize the issue(s), raise awareness and take steps to resolve the problem. Keep your intentions pure, and educate the people you are serving!

Adam: What is one thing everyone should be doing to pay it forward?

Aziz: Find what you’re passionate about and go for it. Inspire others the spark the flame within them and create a difference in this world.