About advisories
Practical advisories for common founder and operator challenges, built with clear actions you can apply immediately.
Showing 7 articles.
Most advice about building a brand assumes you have a marketing team, a content budget, and a few hours a week to dedicate to it. If you have none of those things, this Advisory is for you. It explains what brand actually means for a small or growing business, where it is built most efficiently, and the single most common mistake founders make when they try to build one under constraint.
The pull of a new market is real — more customers, more revenue, more room to grow. So is the cost of entering the wrong one: months of distraction, resources committed to something that does not return them, and the existing business quietly declining while attention is elsewhere. This Advisory explains how to evaluate a new market honestly, before you have committed anything you cannot recover.
These two problems usually share a root cause, and understanding what connects them changes what you do about them. This Advisory explains how to diagnose whether your problem is structural or operational, why the most common response — trying to grow your way out of it — tends to make things worse, and what to fix first.
Your buyers treat what you sell as interchangeable with what your competitors sell. They compare on price, take the cheapest quote, and move on. This Advisory explains what is actually producing that dynamic, what your real options are, and the one thing almost every founder who successfully escapes a commodity market does first.
The first two weeks after a key person leaves are the most important. What you do — and do not do — in that window determines how much of the damage is recoverable. This Advisory explains what to prioritise immediately, what the departure has revealed about how your business holds knowledge, and how to make sure the same vulnerability does not rebuild itself quietly over time.
They did not leave angry. They did not find a better alternative and switch. They simply got busy, the next engagement never quite materialised, and enough time passed that reaching out started to feel awkward — on your side as much as theirs. This Advisory explains why this happens, how to re-engage the customers who have gone quiet, and how to build the simple habit that stops it from happening again.
When margins shrink, cutting costs is the most natural response — it is immediate, controllable, and produces visible results. It is also, in most cases, the response that solves the least and risks the most. This Advisory explains what shrinking margins are usually telling you, why the answer is almost always on the revenue side rather than the cost side, and what to actually do about it.
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