Building a successful business is one thing. Knowing when to sell it is another. When Tyson Orth scaled his card
game entertainment company to become the largest operator on the South Coast of NSW—hosting 20+ weekly
events across multiple regions—he had achieved what most entrepreneurs dream of. The business was thriving.
Revenue was growing. The operation was running smoothly. Yet in 2021, at the height of success, Tyson made a
bold decision: he sold the business.
It wasn’t because the company was failing. It wasn’t because he’d lost passion. And it certainly wasn’t because
he wanted to retire. Instead, Tyson recognized something that separates truly successful entrepreneurs from
those who just get lucky: knowing when your success in one industry has prepared you for something
bigger. This is the story of a strategic exit—and what it reveals about ambition, timing, and building lasting value.
THE RISE: FROM SIDE HUSTLE TO MULTI-REGION EMPIRE
Tyson’s entertainment business didn’t start as his main focus. After 13 years in electrical contracting—working his
way up to become a leading hand managing complex projects across residential, commercial, and industrial
sectors—he started hosting card games as a side business. What began as evening events quickly evolved into
something unexpected: a genuine market opportunity.
Within five years, he’d grown that side project into: 20+ weekly event locations across NSW, Multi-region
operations spanning South Coast to Newcastle, Market dominance as the largest operator of its kind in the
region, and A thriving community of regular players and staff members.
He accomplished this while navigating a global pandemic and government lockdowns that devastated most
hospitality and entertainment businesses. By any measure, Tyson had built a success story.
THE REALIZATION: WHAT SUCCESS REALLY TEACHES YOU
This is where Tyson’s thinking diverges from typical entrepreneur narratives. Most people in his position would
have continued scaling. Instead, Tyson noticed something deeper: the principles that made the entertainment
business successful weren’t unique to entertainment. The foundations of success are consistent across
industries. It’s about team culture. It’s about leadership. It’s about having clearly defined company values. It’s
about understanding that happy team members create exceptional customer experiences.
THE STRATEGIC DECISION: PLAYING FOR BIGGER STAKES
Here’s the key insight: Tyson sold not because the entertainment business had limits, but because he’d
outgrown the entertainment business. He’d proven he could scale operations across multiple regions, build
and lead strong teams, navigate crisis and disruption, and maintain culture while expanding. These were the
exact capabilities he needed for his real ambition: building a multi-state, multi-division essential services
company.
The question wasn’t: ‘Can I keep growing this entertainment business?’ The real question was: ‘What’s the best
use of my expertise, time, and capital?’ For Tyson, the answer was clear: sell the successful business, take
the capital and credibility, and apply those lessons to a market with greater long-term potential.
WHAT THIS TEACHES EVERY ENTREPRENEUR
1. Success Teaches Principles, Not Just Profits — The real value of building a successful company isn’t just
the money you make. It’s the systems, principles, and capabilities you develop. Those are transferable. Those
are scalable.
2. Knowing Your Competitive Advantage — Tyson’s competitive advantage wasn’t ‘I’m the best at card
games.’ It was ‘I’m great at building teams, creating culture, and scaling operations.’ Those skills are valuable in
any industry.
3. Timing Matters More Than Size — Selling at the peak, rather than waiting until decline sets in, is strategically
superior.
4. The Real Goal Is Building, Not Holding — Many entrepreneurs sell when they have to. Tyson sold when he
wanted to—because he was ready for the next challenge.
THE NEXT CHAPTER: FROM ENTERTAINMENT TO ESSENTIAL SERVICES
With the entertainment business successfully sold, Tyson is now focused on his most ambitious project yet:
building a multi-state, multi-division essential services company across NSW and Queensland. This
company will operate in Electrical, HVAC, Plumbing, and Data services. But it’s not just a services business. It’s a
platform for creating employment in skilled trades, supporting upskilling and career development, revitalizing the
trades industry, and building sustainable value through organic growth and strategic acquisitions.
WHY THIS MATTERS FOR YOUR BUSINESS
Whether you’re running a small service business or dreaming of building something bigger, Tyson’s story offers a
crucial lesson: Your success isn’t measured by how long you hold onto one business. It’s measured by
what you learned from it and what you build next.