I Knew from a Young Age That I Wanted to Be an Entrepreneur
Starting a company is an act of courage. The road to success is filled with detours, roadblocks, and the occasional sinkhole. So, why do business leaders take the leap, and what drives them forward when the going gets tough? We sat down with Robert Burke, Founder and CEO of Sobo, to discuss his entrepreneurial journey and the evolution of fractional consulting.
When Did You Start Your First Business, and What Inspired You?
I launched my first business, Sobo Networks, in 2008 with a vision to provide professional IT consulting services to small businesses. I noticed a gap: large firms had access to cutting-edge technology expertise, while smaller businesses were left behind. I wanted to level the playing field and give SMBs access to the same high-caliber expertise that enterprise companies took for granted. That same drive to democratize business expertise later led me to create Sobo.ai.
Was Entrepreneurship Always in Your Blood?
Absolutely. My family is a lineage of entrepreneurs stretching back generations. My great-great-grandfather ran a successful sawmill and livery business. My great-grandfather, grandfather, and father all forged their own paths in industries ranging from heavy equipment sales to insurance and janitorial services. With that kind of legacy, I always knew I wanted to build something of my own. But instead of sticking to traditional industries, I saw an opportunity in consulting—to redefine access to executive-level expertise through a fractional model powered by AI.
What Are the Biggest Challenges You’ve Faced, and How Did You Overcome Them?
There are two big challenges that every entrepreneur will inevitably face: securing capital and managing people.
Funding a business is tough, and in many ways, that’s a good thing. It forces you to have grit and determination. If you’re serious about building something scalable and sustainable, you have to be strategic about raising money. High-interest rates and low valuation caps can lock you into long-term constraints, so you need to weigh the cost of funding against the long-term vision.
The second challenge—managing people—is more complex. It’s part science, part art. What worked five years ago won’t necessarily work today. People are not cogs; they need purpose, direction, and support. Many SMBs struggle because they operate on thin margins and can’t afford to hire the right talent to drive their business forward. That’s why I built Sobo—to connect companies with the right expertise at the right time, without the financial burden of full-time executive hires.
What Do You Wish You Knew Before Starting Out?
That no one succeeds alone. You need a network of advisors, peers, and mentors. You should avoid burning bridges, but also recognize that mistakes will happen. No one is perfect, and you can’t please everyone. What you can do is learn, improve, and keep moving forward.
What Is Your Top Tip for Other Entrepreneurs?
If your business values don’t put people first, you’re doing it wrong. Companies aren’t self-sustaining assets; they require leadership, strategy, and execution. Your job as a founder or executive is to ensure your people feel heard, valued, and empowered. The best ideas and innovations come from those who feel invested in the company’s success.
What Are Your Plans for the Future?
My mission with Sobo is to give every small and mid-sized business access to vetted, fractional talent so they can scale efficiently and compete effectively. Our AI-driven platform ensures companies are matched with the right consultants while guaranteeing accountability through our engagement assurance model. The goal is simple: provide SMBs with the same strategic advantage that large enterprises have, without the overhead.
What Would You Like Your Legacy to Be?
I want to be remembered as a great husband, father, and leader who never quit. Business success is important, but at the end of the day, the relationships you build and the impact you make define your true legacy.
