When Success Hits a Ceiling: A Business Diagnosis
As a business diagnostician, I recently had the opportunity to dive deep into an intriguing case: a successful agency owner...
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I write about business here. Strategy, operations, the stuff I have picked up from years of actually running things. Posts like "When Success Hits a Ceiling: A Business Diagnosis" and "The Ultimate Hiring Playbook" come from real situations I have been in or worked through with others.
The Ultimate Hiring Playbook
This comes with a warning. It’s going to hurt and some people might not like it. Here is the hard...
Why Your Business Should Be Boring (And That’s a Good Thing)
As entrepreneurs, we're drawn to excitement. The thrill of the next big idea, the rush of solving complex problems, the...
Why Most Successful Businesses Still Need Optimization
When people hear that I work with businesses, they often assume I'm a turnaround consultant—someone who swoops in to save...
From Neuroscience to Business Optimization: My Approach
Many people are surprised when they learn about my transition from neuroscience and epilepsy research to business consulting. How does...
Revenue is a Lagging Metric: Focus on Growth Drivers Instead
🚨 NEWS FLASH: Revenue is a lagging metric 🚨 This is one of the cardinal sins of business. If you're...
"When Success Hits a Ceiling: A Business Diagnosis" came from a session where, in just 20 minutes, we figured out what was actually holding a company back. It surprised me too. That kind of rapid diagnosis is something I keep coming back to because it shows how often the real problem is not the obvious one.
"The Ultimate Hiring Playbook" hit a nerve with readers. Probably because I did not sugarcoat it. Some of it stings, and not everyone agrees with my take. But writing about hiring honestly helps me think through it, and I have heard from people that it gave them a framework they actually use.
Then there is "Why Your Business Should Be Boring (And That's a Good Thing)." As entrepreneurs, we are drawn to excitement. But I have found that the boring businesses are usually the ones that last.
I also wrote about the assumptions people make when they hear I work with businesses. They picture a turnaround consultant swooping in to save failing companies. That is not what I do, and "Why Most Successful Businesses Still Need Optimization" explains the difference.
There are 6 posts here so far, with more on the way. Read them in order or skip around. Either way, I think you will find something useful.