Growth is slow, so we chase the next opportunity. But growth is slow because we never commit long enough to see if the plan works. The distraction causes the problem that justifies more distraction. We have to protect the plan long enough to know if it actually works.
Two weeks ago, I shared our 2026 plan. Six Canadian cities. Clear targets. The next day, an enterprise customer asked us to open seven American cities. Our CEO is in Denver right now. The goal doesn’t change. The path just got a lot more interesting.
When you’re trying to double revenue, every initiative looks promising. You can chase 50 different opportunities and convince yourself they all make sense. You’ll waste months testing marginal improvements while your core business stays mediocre
With AI and operations, your answer will only be as good as your own experience.
Being a leader of a startup — especially in any operations role — is one of the hardest things to do properly in business.
The most important thing that leads to startup success (even more-so than luck, timing, hard work and persistence) is solving a problem in a different way from competitors.
There are two business types: one you control and one that controls you. A co-founder who survived the pandemic and thrived by managing conservative cashflow and growing from profit shares insights. Unlike many overly reliant on investments, he prioritized sustainable, self-sufficient growth, illustrating the essence of true business control.
There are 2 cardinal rules in life: There is no crying in baseball and there is no coaching in startups.