Newsletter

📌 Note: This is Part 3 of our Operating Model series. For best results, read Part 1 and Part 2 first. They lay the foundation for this implementation guide. Over the last two weeks, we explored: Why org charts can’t keep work flowing (Part 1) The 4 elements that make up an Operating Model (Part

Last week, we explored why work gets stuck even with a perfect org chart (read Part 1 here). If you did the exercise, you probably noticed that the same bottlenecks appears across your company. I have been here. As my company grew, I found myself in endless meetings, constantly being pulled into decisions, and feeling

What used to take 2 hours now takes 5. What used to be a quick decision now needs 3 meetings. What used to be instantly clear now gets “stuck in communication.” You’ve probably tried everything: better tools, more processes, and endless documentation. And when those didn’t work, you tried reorganizing your org chart — moving

The ancient banyan tree towered above me, its aerial roots reaching toward earth like fingers of time. Beside it lay its fallen brother. Once mighty. Now, returning to soil. Nature’s oldest lesson was playing out before me. Everything is temporary. In 7 days, I’ve walked over 60 kilometers through Singapore and Bali. Through manicured gardens

Micromanaging? It kills trust. But ignoring problems? That kills your business. I’ve been coaching dozens of founders over the past 18 months. Every time they avoid stepping in, small issues grow into big problems.  When operational issues or performance drops, the solution is obvious: The founder needs to step in. Yet, almost every time I

“Just write whatever comes to mind!” “Express your feelings freely!” “Let your thoughts flow naturally!” That’s the standard journaling advice. It’s not wrong—but it’s incomplete. Most founders quit within a week because they’re missing the strategic element. For me, writing is thinking. And it gives me clarity. Over the past 12 years, journaling has been

Ever taken on a client saying, “This is not profitable right now but it will open many doors?”  Then this letter is for you.  I’ve been coaching a bootstrapped founder to grow from ~$1M to $5M. Despite impressive revenue growth, their margins were shrinking. End of the year, there is no money left to invest

The Proximity Trap: Why leaders are always the last to know 18 years of building a tech company taught me many lessons. But this $2M wake-up call stands out – a painful reminder about leadership blind spots. At the 10-year mark, with 200+ people spread across geographies, I thought we had it all figured out: 

This 3-step process unlocks ideas your competitors can’t match. Last week, a founder I coach came to me frustrated.  “We’re delivering solid results,” he said. “But no game-changing ideas. Are we stuck?” His worry was valid. Innovation sits in the dangerous quadrant of “Important but Not Urgent”. Your business runs well. Your team executes. But

Why do capable teams still need your input on every decision? It’s not what you think… This is the wall you’ll hit: You want your team to make decisions. But they keep coming back to you. You say, “I trust you,” but they hear: “Make decisions, and I’ll judge them later.” Your team isn’t scared