Use cases
These are the situations I step into when companies hit their limits.
Revenue growing — but the business isn't scaling
Revenue is growing, but the system underneath is breaking. Retention is weak, delivery struggles, and customer success becomes reactive. Sales keeps pushing forward — masking structural problems. The issue is not growth. It's that the business is not built to sustain it.
View case ↗It looked like product-market fit — it wasn't
Revenue was growing, and sales were strong — but retention hovered around ~50%. Customers churned after initial growth, and expansion into larger segments kept failing. The issue wasn't demand — it was mistaking sales-market fit for real product-market fit.
View case ↗The founder is still the system
Too many decisions still flow through the founder. Teams wait instead of acting. Managers lack real ownership. The organization grows — but the operating model doesn't.
View case ↗High trust — low accountability
The culture is collaborative and supportive — but performance is inconsistent. Feedback is soft, ownership is unclear, and underperformance persists. Empathy becomes a shield instead of a driver of improvement.
View case ↗A strong engine — but no machine around it
The company has a strong core function — usually sales — driving growth. But product, operations, finance, and customer success lag behind. Execution breaks at handoffs, and performance becomes inconsistent.
View case ↗The board was in the business — then out of it
Founders moved to the board — but continued influencing operations. Decisions were bypassed, governance blurred, and authority eroded. The issue is not control. It's structuring governance to enable the business.
View case ↗Articles
The 21st-century leaders vs. the 20th-century managers
Much has changed in the past century: industry has turned digital, the world has globalized, and with them, also the manager role. This is a guide for the 21st-century leader.
Building a business plan vs. lean startup: pros and cons
In recent years, more and more technology ventures take their first commercial steps without a clear business plan. Why?
Direct sales vs. indirect sales (channel partners)
Many businesses contemplate whether to engage the market via direct sales or through partners. This article discusses the trade-offs.
Why hard work is not enough
Many managers push their employees to work hard and "put in the hours." This article makes the case against it.
Full articles coming soon — get in touch if you'd like to read one now.