25 Years of Peer Group Stories - #2 Michelle Nelson
This article's content originated on Peer Talk podcast ep. 21 from Spring of 2021.
From Urban Planning to Equipment Rental – A Leadership Transformation
“I never thought I’d be running an equipment rental business,” Michelle Nelson admits with a laugh. “If you had told me years ago that I’d be here, I would have said, ‘No way.’”
Michelle’s journey into MK Equipment was anything but conventional. She had pursued a degree in urban planning from the University of Southern California, later earning her master’s degree. Her career path led her to work for the cities of Los Angeles and Seattle, followed by a stint in a private engineering firm.
But in 2015, her plans took an unexpected turn. “A mentor of mine casually mentioned that maybe I should think about working with my dad. It was kind of out of nowhere,” she recalls. “Then, within the same week, my dad calls me up and says, ‘Hey, you ever thought about coming to work for me?’”
At the time, MK Equipment, founded by her father Marvin Kurisu, was at a crossroads. His business partner had left due to health concerns, and Marvin was considering retirement. “He was tired, and he didn’t know what was next for the company,” Michelle explains. “And suddenly, I found myself wondering… maybe this is something I should actually consider.”
She had worked one summer for her father as a teenager, an experience she hadn’t exactly enjoyed. “I was chipping mud off tractors in the blazing heat, and I swore I’d never do it again,” she says. “But life has a funny way of bringing you back.”
The Challenge of Transition
When Michelle joined the company, she quickly realized that she and her father had very different ways of working. “My dad was a one-man show,” she says. “He knew every inch of this business, but he never had to document things or delegate. He could just… fix things on the spot.”
She, on the other hand, was wired differently. “I thrive on organization, processes, and structure,” she explains. “So, from day one, we butted heads.”
She laughs, recalling their early days working together. “He’d say, ‘Why do we need a system for that? I’ve been doing this for years!’ And I’d be there with my spreadsheets and plans, saying, ‘Dad, we have to get into the 21st century!’”
The tension wasn’t easy, but Michelle knew that if the company was going to survive and grow, changes had to happen. “I realized quickly that I wasn’t here to be a carbon copy of my dad. I had to find my own strengths and build a team that complemented them.”
Modernizing the Business
One of Michelle’s biggest initiatives was updating the company’s processes. “When I got here, it was like stepping into the Stone Age,” she jokes. “We needed digital systems, better communication, and an actual plan for the future.”
Her father had built a successful business on instinct and experience, but Michelle saw the need for a structured approach. “I needed to take what he had built and make sure it could function without him having to be here every day,” she says. “And that meant building a team that wasn’t just dependent on one person.”
The Role of Peer Groups and Industry Associations
Recognizing that she needed outside perspectives, Michelle sought support from industry networks. “Joining Peer Executive Groups was a game-changer,” she says. “Suddenly, I wasn’t just figuring things out on my own—I had this whole group of other business owners who had been through the same challenges.”
She also leaned heavily on the American Rental Association (ARA). “ARA has been an invaluable resource,” she says. “I mean, they have everything—training programs, industry insights, and an entire community of rental business owners.”
Her first ARA Show in Atlanta was an eye-opening experience. “I remember walking in and thinking, ‘Wow, there’s so much to learn,’” she recalls. “Being able to meet manufacturers, touch and feel the equipment, and connect with other owners was incredible. That’s actually how I first heard about Peer Executive Groups.”
Data-Driven Growth and Strategic Planning
Through her peer group, Michelle was introduced to core value software, a tool designed to help businesses assess their value and identify areas for growth. “I didn’t even know something like this existed,” she admits. “But once I started using it, I could see exactly where we needed to improve.”
With guidance from consultant David Olson, she worked through the assessment. “It was like looking in a mirror,” she explains. “Suddenly, I had a map of our strengths and weaknesses, and I could actually see a path forward.”
One key takeaway? MK Equipment needed a dedicated sales representative—something they had never had before. “By mid-2023, my goal is to have a sales rep,” she says. “That was a direct result of the work we did with core value assessments.”
The Power of EOS and Leadership Evolution
Michelle also implemented principles from the Entrepreneurial Operating System (EOS). “EOS gave me a framework for structuring meetings, setting goals, and actually holding people accountable,” she says. “Before, I felt like I was doing it all myself. EOS helped me build a leadership team.”
She introduced Level 10 (L10) meetings, structured team discussions that kept everyone focused on key objectives. “This wasn’t just about having meetings,” she says. “It was about making sure my team was engaged and thinking like business owners.”
Defining Success and Looking Ahead
For Michelle, success is about more than just financial growth. “Success is when I don’t have to be involved in every single decision,” she says. “It’s when I know my team can handle things, and I can step back and focus on the bigger picture.”
She laughs, recalling a favorite quote from Winston Churchill: “Success is stumbling from failure to failure with no loss of enthusiasm.”
“That quote pretty much sums up my journey,” she says. “Every challenge has been a lesson, and every mistake has helped us grow.”
Looking ahead, Michelle envisions MK Equipment as a company with a clear strategic plan, operational targets, and a strong team. “In three years, I see us refining our operations, growing our sales, and continuing to build a business that doesn’t just survive—but thrives.”
Her story is one of resilience, adaptation, and a willingness to embrace change. By blending her father’s legacy with modern strategies, Michelle is shaping MK Equipment into a business that is built to last.
Takeaways
If your company depends on one person (founder/GM/you) to make every decision, you don’t have a scalable operation—you have a fragile one.
Modernize operations with systems, structure, and accountability
Use Peer Groups + industry networks to accelerate learning and strategy