5 Things Every Entrepreneur Needs to Do to Get Ahead in 2027

Small businesses are entering 2027 with real momentum—and real pressure. Data from the most recent Chase Small Business Pulse report show profitability improving, while payroll growth has stabilized: 18% of small businesses expanded payrolls year over year in July, and median payroll growth was 5%.

At the same time, rising costs, a cooling labor market and rapidly evolving technology are forcing owners to make sharper decisions about cash flow, hiring, operations and growth.

Small-business owners are trying to balance growth with many of these day-to-day pressures. There is no single silver bullet for navigating these factors.

“Owners are still moving forward, but they’re doing it thoughtfully,” says Jenny Shum, General Manager of Chase Small Business Card. She leads the teams that bring business credit cards and their financial management solutions to life for business owners as they start, run, and grow their companies.

“The business owners I talk to … are watching expenses, thinking carefully about hiring and figuring out where artificial intelligence can genuinely save time or help them reach customers,” she continues. “They want technology and talent to work harder for the business without creating new costs, risks, or complexity.”

Shum says she is optimistic that small businesses will continue to show real resilience into 2027. “The businesses that are best positioned will be the ones that know their cash flow, hire thoughtfully, and use technology to make the day-to-day easier. It’s less about finding one perfect answer and more about making a series of smart, practical decisions,” she says.

Here, Shum outlines five strategies entrepreneurs can explore as they look to grow and adapt in the year ahead:

1. Stay close to your numbers

Improving profitability doesn’t eliminate volatility. That means entrepreneurs and their teams should keep a sharp eye on cashflow.

“Owners should maintain a simple, recurring view of cash coming in, cash going out, upcoming obligations and the drivers of margin,” Shum explains. “That visibility makes it easier to identify pressure early, protect working capital and invest when an opportunity appears.”

Shum says artificial intelligence (AI)-enabled forecasting and categorization tools can help reduce the manual work but encourages owners to validate the outputs and maintain their own financial controls.

Building a regular cadence for cash-flow review, receivables, customer outreach, and risk checks should be part of the process. “Consistency matters when owners are balancing growth with elevated costs and measured hiring,” Shum says. “Protecting time for these fundamentals creates structure and reduces the likelihood that urgent work crowds out important decisions.”

2. Prepare for the unexpected

A steadier pace of hiring across small businesses doesn’t mean risks have disappeared. While making moves to fuel growth, owners still need to think, one, two, three steps ahead, accounting for different scenarios and outcomes.

“Slow periods, delayed payments, and demand spikes, can quickly strain a small business,” Shum points out. “Scenario planning, cash reserves and appropriate access to credit can help owners absorb shocks without losing momentum.”

3. Make sure every dollar you spend works hard for the business

With labor, travel, marketing, and operating costs competing for limited budgets, Shum says every expense should support a business objective. Owners can review recurring costs, consolidate vendors where it makes sense, and use financial products and business credit cards that reward their actual spending patterns—while paying on time and avoiding interest that can outweigh the value of rewards.

4. Buy back time by simplifying the financial setup

Time is often a small-business owner’s scarcest resource. Shum says AI is already common in small-business workflows, especially for marketing and research, but adoption should be intentional. Don’t start with the technology; start with the problem you want to solve.

“Integrated tools, automated reconciliation, and clearer expense tracking can reduce administrative drag,” she explains. “Start with a defined task, measure the time or cost saved, and protect customer and business data.”

5. Build a community you can actually lean on

“Capital matters, but so do the people who can help you use it well,” Shum says. “A trusted banker, mentor or fellow owner can help you see around corners and make decisions faster.”

Programs that combine funding with practical guidance can be useful resources. For example, JPMorganChase plans to help approximately 115,000 entrepreneurs complete Coaching for Impact in more than 80 cities through its American Dream Initiative. It also has committed to $80 billion in small-business lending over the next decade.

“Business owners should look for support that fits their needs and not try to build alone,” she adds. “No single program is right for every business, but having a network to call on can make the path forward feel a little less daunting. Beyond research and talking to our customers, I rely on a tight community of people working in chambers of commerce and non-profits backing small businesses to learn about the evolving needs of this community.”

By closely managing cashflow, preparing for the unexpected, and following the other tips above, Shum says small-business owners can gain more room to lead instead of constantly reacting. “When you understand your cash flow, choose technology intentionally, and have people you can call for advice, you’re better equipped to manage a setback or act on an opportunity,” she says. “We’ve seen connected support help small businesses reach capital and create or retain jobs at meaningful scale. For the individual owner, though, success can feel very simple: fewer surprises, better decisions and more time to focus on what comes next.”