Challenge your own biases. Practice creativity. Force yourself to experience things outside your comfort zone. See pain and pleasure as one and the same — embrace difficulty as much as you embrace things that go easy. And my favorite quote, which is a good motto to live by, is: “The opportunity of a lifetime comes once a day.”
In today’s world, uncertainty has become the new normal. Yet, some companies are not only surviving but thriving by leveraging disruption as an opportunity for growth and innovation. What strategies, mindsets, and practices enable businesses to navigate chaos and come out stronger on the other side? As part of this series, we are interviewing Chris “Bulldog” Collins.
For over three decades, Chris “Bulldog” Collins has shattered convention with his no-nonsense approach to leadership and business growth. Known as “the fixer” for transforming struggling companies into profit-generating powerhouses, Chris operates on a foundation of accountability, decisive action, and innovation. From driving a BMW dealership to #1 global status to quadrupling business profits in mere months, his philosophies — distilled into a series of books, online courses, and workshops — cut through complacency and entitlement, offering a no-BS roadmap to results. But despite his bold techniques, Chris remains deeply invested in culture and human nature, believing that at the core of every failing business is a lack of confidence in its leader that first needs to be fostered before any real change can take place. Beyond business, Chris is the founder of Syndicate X Library of Leadership, a hub for transformation and community, while his book, I Am Leader, tackles the global management crisis head-on, providing an actonable blueprint for developing stronger, more resilient leaders.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I’ve been fixing businesses, primarily car dealerships, since I was in my mid-20s. One of the things I observed was how few leaders are out there — even entrepreneurs who are really successful are actually just managers managing somebody else’s invention. They’re not very creative or innovative, and they don’t have a lot of courage. Of the hundreds of businesses I’ve fixed personally, or the thousands I’ve worked with, I can count on one hand how many people I would actually consider a leader. I really felt there was a big gap in the marketplace when it came to leadership books. I felt like the book I wanted to read didn’t exist — so I wrote it. It might be considered a little heavy-handed, but it’s honest. And the truth is a “purifier” in a sense.
Can you share the most interesting story that happened to you since you started your career?
Probably the most interesting thing is that I’ve found fraud maybe ten times. Three times, people were actually escorted out of the building in handcuffs. And it’s always someone you wouldn’t expect.
What do you think makes your company stand out?
We focus on outcomes — not treating the symptom. Most companies treat symptoms, not the cause. It’s more work to treat the cause, but that’s where real change happens. That’s also what my book is about — it’s in two parts because in order to talk about leadership, we have to start with the person. So first is the “I Am,” and then comes the “Leader” part. You have to go to the original source — the person.
You are a successful business leader. Which three character traits do you think were most instrumental to your success?
I question authority. I grew up in Mexico as a missionary’s kid, so I’ve always had a different perspective on opportunity and how lucky we are. And common sense. My mom used to say when I was a kid was that what made me different was that I had common sense. And I never thought it was anything, really. But it turns out it’s really valuable. If you question authority and don’t just assume you have a social contract, and you have common sense, you can usually get to the truth pretty easily.
How does your company foster a culture that embraces change and innovation during periods of uncertainty?
It starts with the example I set, and then it’s something we practice. I don’t think at a time of crisis is the time to start practicing. That’s when you apply it. We practice during the downtimes. It proved beneficial during COVID and what we’re going through right now. We look at downturns as an opportunity, not as a crisis. If you’re creative, you can see the opportunity in the chaos.
What are the key strategies your business has used to turn market disruptions into opportunities for growth?
Flexibility. The flexibility to change and to focus on results, not symptoms. Most people are focused on the crisis and don’t see the opportunity. Every crisis creates a huge opportunity if you’re willing to see it.
Can you share an example of a major pivot your company made in response to unexpected challenges, and the lessons learned from that experience?
One that comes to mind is that we pivoted from automotive to general business and leadership. Another was during COVID, we got our clients to pivot into delivering cars and being proactive rather than waiting for things to happen.
How do you identify and act on emerging trends that could impact your industry before your competitors do?
Well, I don’t know that it’s always the best to act before. I’m not always trying to be the first. I’m trying to be the one who fulfills and gives the best value and results. Sometimes adopting early doesn’t pay off. A lot of people are jumping on AI, but it doesn’t pay off yet. So, understanding AI is important, but you don’t have to fully embrace it until it creates real revenue, until it has a proved track record… READ THE FULL ARTICLE
