Thank you so much for this. This was very inspirational, and we wish you only continued success!
Brandon Frazier of Mobile Clear Shield On 5 Tips for Accelerating Product Ideation & Innovation
Balance Short-Term Gains with Long-Term Vision — Innovation isn’t just about immediate success; it’s about long-term sustainability. In our experience, the smallest details can have the biggest impact on a product’s success. We’ve learned to look beyond short-term profits and focus on how our products will stand the test of time in the marketplace, ensuring that our brand reputation and customer loyalty continue to grow.
In a world where the pace of change is faster than ever, the power of great ideas has never been more crucial. And yet, developing these ideas into impactful, market-ready products can be an immense challenge. The best products are not born overnight, they’re the result of dedicated ideation and innovation processes. These processes aren’t always easy, but they’re necessary and can be catalyzed with the right strategies and approaches. How do you foster a culture of creativity within a team? How can one rapidly translate ideas into prototypes and eventually finished products? How can roadblocks be anticipated and managed effectively to avoid unnecessary delays. In this series, we’re eager to explore insights, stories, and actionable tips from those at the forefront of ideation and innovation. As part of this series, we had the distinct pleasure of interviewing Brandon Frazier.
Brandon Frazier serves as the Chief Executive Officer at Mobile Clear Shield. With a passion for entrepreneurship, Brandon embarked on his first business venture at just 21 years old. Following the economic downturn of 2009, he made the strategic decision to relocate to Southern California and subsequently founded Mobile Clear Shield.
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Thank you so much for joining us in this interview series! Before diving in, our readers would love to learn more about you. Can you tell us a little about yourself?
Born in a small town in New Hampshire as the third of four brothers, I am a proud African American with a lifelong passion for athletics. My journey in sports has shaped my discipline and resilience. Though I attended college for a year, my drive and motivation have always been guided by a strong entrepreneurial spirit, cultivated from a young age and fueled by visions of success. As I’ve grown older, weightlifting has become a significant part of my life, complimenting my commitment to health and well-being. I strive to live by Godly principles, consistently treating others with the respect and dignity I believe everyone deserves. Honesty and fairness are at the core of who I am. I am blessed to be married, with one son and three stepchildren, and I take pride in balancing my personal and professional life with integrity and dedication.
What led you to this specific career path?
My journey into the service-based industry was driven by a deep passion for finding a niche and trying to become the biggest in that space. I’ve always found fulfillment in understanding and meeting the needs of customers, and this industry allows me to do that every day. Over time, I’ve honed my skills in communication, problem-solving, and relationship-building, which are all essential in providing excellent service. The dynamic nature of this field, where no two days are the same, keeps me engaged and motivated. I’m committed to continuous learning and growth in this industry, which is why I’ve chosen to focus my career here.
Can you share the most exciting story that has happened to you since you began at your company?
My journey in the service industry has been filled with valuable lessons, but one of the most pivotal moments was when I nearly lost, and then successfully regained, a key client that was crucial to my business. The president of an auto group, which was the heart and soul of my client base, contacted me to cancel my services due to inconsistent pricing across their stores. Initially, I had offered a standard rate, but as some stores requested discounts, I agreed, hoping to expand my business without fully considering the broader implications. Realizing the potential loss, I reached out to the president, explaining the situation and emphasizing the quality of service I had consistently delivered. Fortunately, he decided to reinstate our partnership based on the value I provided. This experience taught me the importance of maintaining consistency and clear communication in business dealings, and it has shaped how I approach client relationships to this day. What could have crippled me, served as a critical learning experience.
What are some of the most interesting or exciting projects you are working on now? How do you think that might help people?
One of the most exciting projects we’re currently working on revolves around our proprietary software. Initially developed as a simple tool to streamline key aspects of my business, it has now evolved into a comprehensive solution that manages every facet of our operations. We’re now in the process of repurposing this software to assist other businesses facing similar challenges with task automation. By offering this solution, we’re not only helping others overcome the same obstacles we faced but also creating a new revenue stream that can fuel our future growth and expansion.
You’re a successful business leader. What are three traits about yourself that you feel helped fuel your success? Can you share a story or example for each?
Grit, focus, and a willingness to fail have been the cornerstones of my success. In today’s competitive and often challenging service-based industry, these traits are essential. You don’t have to be the smartest, the most skilled, or the most capable person in the room. However, if you lack grit, the determination to push through obstacles, the focus to stay on course, and the courage to embrace failure as a learning opportunity, success in this field will be elusive. These qualities have guided me through the toughest moments in my career and are the reasons I’ve been able to thrive where others might struggle.
It has been said that our mistakes can sometimes be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
When you’re not funded by investment money, and every dollar you earn — or lose — is directly tied to your decisions and comes directly out of your own pocket, no mistake feels funny at the moment. However, looking back, I can see the humor in my naivety and inexperience. It’s almost comical to think about how hard I was working, giving 100% effort, yet still fumbling through things like taxes, trying to implement processes with a fraction of the staff I needed, or believing I could build a software solution for $100K — only to end up spending well into seven figures. While these moments are amusing in hindsight, they were anything but funny at the time. Each of these mistakes taught me valuable lessons about the importance of planning, realistic expectations, and the steep learning curve that comes with entrepreneurship.
Do you have any mentors or experiences that have particularly influenced your approach to product ideation and innovation?
Apple and Google have been significant influences on my approach to product ideation and innovation. Although our business may seem quite different from theirs at first glance, I’ve learned a lot from their focus on their key products. Both companies have mastered the art of refining and improving their core offerings, making them far superior to the competition. Instead of diversifying into countless new products, they prioritize upgrading and enhancing what they already excel at, keeping their customers engaged without leading them down a completely different path. This strategy has inspired me to concentrate on perfecting our core offerings and continually adding value for our clients.
In your experience, what is the anatomy of a strong product idea?
In my experience, the anatomy of a strong product idea begins with a clear focus on solving a specific problem or fulfilling a key need, rather than trying to be everything to everyone. A strong product idea is rooted in understanding the core needs of your target audience and then honing in on delivering a solution that outperforms the competition. It’s about refining and perfecting this core offering, continuously upgrading and enhancing it based on customer feedback and market trends, rather than spreading resources thin across multiple ideas. Consistency and quality are crucial — like the approaches taken by companies like Apple and Google, which focus on improving their core products rather than constantly diversifying. Ultimately, a strong product idea is one that stays true to its purpose, evolves with the needs of its users, and consistently delivers exceptional value.
What approach does your team use for coming up with new ideas for products and features?
Our approach to generating new product ideas and features is grounded in a deep understanding of our customer’s needs and a commitment to continuous improvement. We start by gathering feedback from our clients which is the most important thing so many companies overlook and closely observe how they interact with our existing products. This helps us identify pain points, areas for enhancement, and potential opportunities. Collaboration within our team is key — we encourage open discussions where everyone can contribute ideas, challenge assumptions, and explore possibilities. Once we have a few strong concepts, we prioritize them based on their potential impact and feasibility. Our goal is always to enhance our core offerings rather than diverting resources in too many different directions. This ensures that we continue to deliver the highest quality service and product to our customers.
What is the story behind the most successful product or feature idea your team has ever had — what was the need, how did the idea come about, and what was the outcome?
Our approach to generating new product ideas and features is grounded in a deep understanding of our customer’s needs and a commitment to continuous improvement. We start by gathering feedback from our clients which is the most important thing so many companies overlook and closely observe how they interact with our existing products. This helps us identify pain points, areas for enhancement, and potential opportunities. Collaboration within our team is key — we encourage open discussions where everyone can contribute ideas, challenge assumptions, and explore possibilities. Once we have a few strong concepts, we prioritize them based on their potential impact and feasibility. Our goal is always to enhance our core offerings rather than diverting resources in too many different directions. This ensures that we continue to deliver the highest quality service and product to our customers.
What is the story behind the most successful product or feature idea your team has ever had — what was the need, how did the idea come about, and what was the outcome?
Our most successful product was actually our original one, though it didn’t start off that way. Initially, it was a bulky car door edge protector that, while functional, was large, unattractive, and expensive, with color options that only roughly matched the car’s body. It was a product that neither we nor our customers could fully get behind. Recognizing this, we made several key changes, focusing on creating the sleekest and cleanest design in the industry. We refined the product to be more aesthetically pleasing and cost-effective, while also bundling it with a lifetime guarantee to ensure quality. These improvements resonated with our customers, transforming the product into our most successful offering to date.
How does your product team manage new product and feature ideas?
Our product team manages new product and feature ideas through a structured yet flexible process that prioritizes customer needs, continuous improvement, and strategic focus. We start by gathering feedback from our customers and closely monitoring how they use our existing products. This helps us identify pain points and areas for potential enhancement. We then bring these insights into collaborative discussions within our team, where everyone is encouraged to contribute ideas and challenge existing assumptions. We look for ideas that align with our core mission and have the potential to significantly improve our current offerings, rather than branching out into unrelated areas. Once we’ve identified a strong idea, we evaluate it based on feasibility, impact, and alignment with our long-term goals. Throughout this process, we maintain a commitment to quality, ensuring that any new product or feature not only meets but exceeds our customers’ expectations. This approach has allowed us to continuously evolve and improve our offerings while staying true to our core values.
What in your view, is the biggest challenge with respect to innovation?
The biggest challenge with innovation is that even the smallest difference can have the greatest impact. A product might ‘work,’ but it may not be the ultimate solution, and finding that solution can often be costly. The risk-reward balance isn’t just about immediate financial returns; it’s also about how your product is perceived in the marketplace. Brand recognition and reputation are crucial for long-term growth. To create a product that stands the test of time, you have to look beyond short-term profits and focus on the long-term value it will bring to your brand and customers.
Based on your experience, what are your
“5 Tips for Accelerating Product Ideation & Innovation”?
- Focus on Solving a Specific Problem — The most successful products often stem from a deep understanding of a specific customer pain point. For instance, our original product — though initially bulky and unattractive — was born out of a need for car door edge protection. By refining it to better meet customer expectations, we turned it into a top seller. Focusing on solving a clear problem allowed us to innovate in ways that truly resonated with our audience.
- Prioritize Quality Over Quantity — Inspired by companies like Apple and Google, we learned the value of concentrating on a few key products and perfecting them. Rather than diversifying into numerous offerings, we continually enhance our core products, which has helped us build a strong, reliable brand. This focus ensures that our innovations are impactful and sustainable.
- Embrace Feedback and Iterate — Continuous improvement is essential. We gather feedback from customers and use it to refine our products. For instance, the initial design of our door edge protector wasn’t well-received, but by listening to customer feedback and making necessary adjustments, we were able to create a product that truly met their needs. This iterative process accelerates innovation by keeping us aligned with what the market demands.
- Balance Short-Term Gains with Long-Term Vision — Innovation isn’t just about immediate success; it’s about long-term sustainability. In our experience, the smallest details can have the biggest impact on a product’s success. We’ve learned to look beyond short-term profits and focus on how our products will stand the test of time in the marketplace, ensuring that our brand reputation and customer loyalty continue to grow.
- Encourage Collaboration and Open Dialogue — Some of our best ideas have come from collaborative discussions within our team. We foster an environment where everyone is encouraged to contribute ideas and challenge assumptions. This collaborative approach not only accelerates the ideation process but also ensures that we consider diverse perspectives, leading to more robust and innovative solutions.
We are very blessed that very prominent leaders read this column. Is there a person in the world or in the US with whom you would love to have a private breakfast or lunch, and why? He or she might just see this if we tag them 🙂
Jeffrey Butler from Autonation. Like myself, he is a person of color who has found tremendous success in his industry. Autonation is incredibly rigid in their approach to working with vendors like myself. Although we have been fortunate enough to do some business with them in one of our divisions, we unfortunately have not had the opportunity to work with them, with our core products. I’d love to sit down and talk about a potential partnership with one of our key products that would be a tremendous value for them.