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Strategic Communications Advisory For Visionary Founders
Actionable
Takeaways
Look for "Too Obvious" Problems That Lack Solutions:
Chris frames the waste tire challenge as a "largely unsolved and unknown problem" that elicits disbelief when people encounter the staggering statistics. He advises founders to be alert for pain points that seem so glaring, most assume they must have already been addressed. Where conventional wisdom says "of course somebody's solving that," there may be a ripe opportunity to be seized by questioning that assumption.
Prioritize Proving Before Scaling:
PRTI invested years in demonstrating the repeatability, reliability, and efficiency of its tire conversion technology before shifting focus to expansion. Chris emphasizes the importance of achieving robust performance through extensive iteration cycles before attempting to scale. Founders bringing new innovations to market should define clear success criteria and focus on fully validating their solution prior to accelerating growth.
Cultivate a Multidisciplinary Team to Navigate Pivots:
Chris highlights the value of PRTI's diverse team, spanning backgrounds from the space program to real estate, in adapting to challenges and finding common threads across industries. When early automation efforts fell short, this multifaceted expertise enabled the company to reset and ultimately succeed. Founders should intentionally build teams with varied skill sets to enhance resilience and creative problem-solving, especially in uncharted domains.
Master the Art of Authentic Storytelling:
PRTI's fundraising success has hinged on its team's ability to craft and continuously refine a resonant narrative. Chris stresses that while storytelling is a science, it must be authentic to each team member to build trust and credibility with investors. Founders should empower their teams to internalize and personalize the company story, while ensuring key messages remain aligned.
Communicate Proactively and Transparently with Investors:
Extending the theme of authenticity, Chris emphasizes the importance of frank and proactive communication with investors, even when the news is mixed. By openly sharing challenges alongside successes, PRTI has cultivated trust and empathy among its backers. Founders should resist the temptation to sugar-coat updates and instead aim for consistent transparency to forge durable investor relationships.
Conversation
Highlights
PRTI’s Journey: Turning Industrial Waste into Scalable Innovation
Sometimes the biggest opportunities aren’t in creating new markets, but in solving massive existing problems that others have overlooked. In a recent episode of Category Visionaries, Chris Hare shared how PRTI is transforming tire recycling from an environmental challenge into a scalable business opportunity, offering valuable lessons for founders tackling industrial innovation.
The problem PRTI addresses is staggering yet often invisible. “In the US alone, we’re talking about over 300 million tires per year thrown away,” Chris explains. “The reason I think this is a problem most people don’t think about is you only change tires periodically, so you only worry about the cost or the disposal periodically… unlike things like your household trash or plastic bottles that are in front of you every day.”
What makes PRTI’s story particularly instructive is their methodical approach to validation before scale. While many startups rush to market, PRTI spent years proving their technology. “We’ve worked very hard for the last seven, eight years to take this technology from an infancy position right to a point where we’ve run it nearly 10,000 times, where we’ve processed 50 million pounds of tires, where we’ve run it for literally over 100,000 operating hours,” Chris notes. This wasn’t just about processing material – it was about building a foundation for scale.
Their journey highlights a crucial lesson about automation and technological transformation. “When you’re taking a manual process, you maybe don’t understand everything that the process does or what you are really seeing or hearing from the process. When you turn that into lines of code, you have to understand everything,” Chris explains. This insight led to a pivotal moment when they realized their initial automation wasn’t sufficient: “We had automated the process and it still wasn’t performing the way we wanted it to, which meant that we hadn’t automated it the right way yet.”
Instead of pushing forward with a flawed solution, PRTI made the difficult decision to step back and rebuild. As Chris notes, “We may now have another year to not just make the algorithm that we’ve already done, but refine it to the point it’s robust.” This willingness to sacrifice short-term progress for long-term sustainability has proven crucial to their success.
PRTI’s approach to stakeholder communication offers valuable lessons for founders building complex businesses. “We have a slide deck and we have scripts and we have words we use that we change every day because the story changes and the landscape changes every day,” Chris shares. Rather than enforcing rigid messaging, they embrace controlled authenticity, allowing team members to develop their own voice while maintaining consistency.
This extends to investor relations, where PRTI prioritizes honesty over perception management. “If you tell the truth, you never have to remember what you told,” Chris explains. Their approach involves “open communication with our investors… Speak frankly. Speak openly and honestly. And if you’re having a bad day, say you’re having a bad day and say why.”
The company’s growth strategy reflects a deep understanding of institutional capital requirements. “Solving this problem is massive, and the problem is massive. Therefore, the solution has to be massive, which typically means that there’s a lot of money involved,” Chris notes. This reality has shaped their approach to scaling, requiring them to build institutional-grade operations and communication practices early.
Looking ahead, PRTI aims to expand their impact through strategic growth and partnerships. “I would like our technology and our company to have much broader reach in the next five years,” Chris shares. “I would see us having multiple sites in multiple locations and starting to become recognized as a company that’s really doing good and making money.”
Their story demonstrates that some of the most significant opportunities in tech aren’t in creating new markets, but in applying modern technology approaches to solve legacy industrial problems. For founders eyeing similar opportunities, PRTI’s journey offers valuable lessons about the importance of thorough validation, the challenges of automation, and the need to build institutional-grade operations from the ground up.
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