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Methods, checklists and thinking models we use in our work. Open, and no contact details required: an owner who understands their system asks different questions.
18 articles · 94 min read
All materials
18 articles
- Symptom or causeThinking model · 6 minMost expensive management decisions are made on the basis of a symptom. This method helps you avoid treating the effect.
- The cost of doing nothingStep-by-step method · 5 minCompanies know how to calculate the cost of a project and almost never calculate the cost of changing nothing. That asymmetry costs more than any contractor.
- Why automation speeds up chaosStep-by-step method · 6 minAutomation doesn't create order. It multiplies whatever is already there, and does it faster than you can spot the error.
- Delegation that doesn't fall apartThinking model · 5 minMost attempts to delegate fail because of the structure, not the people: the task gets handed over, but the decision doesn't.
- Unit economics for owners: seven numbersThinking model · 5 minYou don't need a forty-tab financial model to tell whether a business is making money or imitating growth. You need seven numbers and honesty when you fill them in.
- Readiness to scale: 24 checksChecklist · 5 minScale doesn't create a system. It tests the one you have. This checklist shows what will break first.
- Marketing stopped working: five real reasonsStep-by-step method · 6 minWhen advertising "stops working," the contractor is the first thing to go. In most cases, the cause lies outside the ad account.
- A sales team that doesn't depend on one personStep-by-step method · 5 minAs long as results depend on one strong salesperson, you don't have a sales team. You have a person and a risk.
- AI in business: where it really changes the economicsThinking model · 5 minThe question isn't whether to use AI. The question is where it changes the numbers and where it just adds costs and a nice presentation.
- Crisis: the first 30 daysStep-by-step method · 5 minIn a crisis, the main mistake isn't a slow decision but a fast decision on the wrong problem. This is the order of actions for the first month.
- Entering a new market: what to check before you goChecklist · 5 minExpansion fails on three assumptions nobody checked because they seemed obvious, not on execution.
- The owner's glossaryGlossary · 5 minTwenty-six terms everyone uses in business conversations and everyone understands differently. The discrepancy costs more than it seems.
- End-to-end process: where the links between departments breakStep-by-step method · 6 minEvery department works fine, yet the business loses money. The losses almost always live at the joints between functions, not inside them.
- Two sets of books: why an owner needs bothThinking model · 5 minFinancial accounting answers to the government. Management accounting answers to you. Trying to get the second from the first is behind most wrong decisions about money.
- A CRM people trustStep-by-step method · 5 minA system becomes the source of truth when the manager makes decisions from it without double-checking with people, not when it's implemented.
- Strategy as a list of refusalsThinking model · 5 minA document that lists only what the company will do is a plan. What makes it a strategy is the second list: what it won't do.
- When the model stops workingThinking model · 5 minFrom the inside, it's hard to tell a temporary downturn from an exhausted model, and a mistake either way is expensive. This is a set of signs that help tell them apart.
- Launch: a sequence of cheap testsStep-by-step method · 5 minA new venture fails not because the idea was bad, but because an expensive test was run before a cheap one.
Reading helps. Applying it together is more precise.
A material gives a general framework. Which part of it applies to your business and what to tackle first becomes clear in a conversation with us.