When to Fire an Underperforming Executive: A Clear Decision Framework In my work with founders and operators, the pattern is consistent. Most wait longer than they should. By the time they are ready to have the conversation, the damage is already in the numbers, the team has already adjusted around the gap, and the cost…
How to Run a Monthly Business Review That Changes What You Do Next Month Most monthly reviews are a ritual, not a practice. Owners pull the numbers, nod at the trends, and walk away with the same plan they had going in. The review happened. Nothing changed. A monthly review that works produces one output:…
How to Run a Friday Review That Sets Up a Productive Monday Most operators end the week by stopping. They close the laptop, walk out, and pick up Monday morning in whatever state they left things Friday afternoon. That is not a break. That is a cliffhanger, and Monday pays the interest on it. The…
Cash Flow vs Profit: Why the Difference Stalls Your Growth Profitable businesses go bankrupt. This is not a paradox. It is what happens when a founder confuses two completely different measurements and builds decisions on the wrong one. Profit is an accounting result over a defined period. Cash flow is whether money is in your…
How to Read Your P and L Like a Real Operator Most founders look at their P&L the same way they look at a report card. They skip to the bottom number, feel something about it, and close the tab. That is not reading a P&L. That is avoiding one. The bottom line is the…
What KPIs Actually Matter for a Service Business Under $1M Most service businesses under a million dollars track gross revenue and little else. That number tells you how much came in. It tells you almost nothing about whether the business is actually building toward something. The founders I work with who grow fastest are not…