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24-Year-Old College Dropout, Dylan Jacob is the King of the Drinkware Market




At a mere age of 24, Dylan Jacob is a force to reckon with. Already the king of the drinkware market in the United States, Jacob is a serial entrepreneur who has successfully run two businesses before starting BrüMate.

Every year, millions of aspiring entrepreneurs come up with fantastic business ideas. While some fail, some others succeed and set an example for others to follow. Passion, creativity and confidence are traits required in good businessmen. But for them to turn a business into a successful venture, understanding the consumer’s needs is important.

Indiana-based Dylan Jacob believes that, “Before setting out to create any product or service you should be out there talking to your ideal customer base to help shape and transform your concept into a viable product that the general population will get behind.”

Always amongst the top 10 in his class, Jacob studied Engineering at the prestigious Purdue University. It was then that he started a small business of part supply for repair which he sold to one of the company’s franchise customers.

After two semesters at Purdue, Jacob made a risky decision which completely changed his life. He dropped out of college to pursue entrepreneurship full time. He then started a high-end glass tile company and sold it in 2017 which is still a successful venture under the new owners. But his third and the most successful venture, BrüMate is the closest to his heart.

At a Christmas party, Jacob left his drink unattended for a few minutes and found the drink to be quite warm when he returned. He grew curious and started looking for koozies online to keep his drinks cold. He was surprised that there were no koozies available for his choice of beverage. So in 2016, he launched BrüMate, an insulated drinkware brand specializing in adult beverages.

In its first year, BrüMate made $2 million in sales without taking a single penny from investors. In the second year, the company recorded a 1000% profit with $20 million revenue. In 2019, Jacob aims at crossing $35 million in revenue. One of the most popular product of the company, the Hopsulator TRiO keeps your drink cold till you finish it. The Winesulator is another best-selling product which keeps your wine cold for 24 hours. Apart from these, there glitter flasks and a variety of accessories to choose from.

Jacob has made it in the Forbes 30 under 30 list two years in a row and is also one of the finalists for ‘Entrepreneur of the Year – 2019.’ All products by BrüMate are designed and conceptualized by Jacob himself and he’s increasingly adding new products on the shelf based on market requirement. According to a Drinkware Market Report, the industry is estimated to cross $11 billion by 2023 and the rate at which BrüMate is growing, Jacob is sure to be one of the top contenders in the world market.

At 24, Jacob is running one of the fastest growing businesses in all of United States and is the leader in the drinkware market. But even after achieving so much, he wants to explore, take more risks and grow his business further. “I have seen entrepreneurs hesitate to take risks because of fear of failure. However, real success comes to those who dare to take the unexplored path. Today, even though I have established myself in the industry, I wish to experiment and explore newer markets, achieve greater heights, and become a market pioneer,” Jacob says.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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