Content about the internal machinery of running a business — the processes, systems, and tools that keep everything working reliably as the business grows.
This Deep Dive explains what a minimum viable product actually is, how customer discovery should shape it, how to choose between human automation, no-code, and code, when viability is not enough, and how first users shape what a product becomes.
ProductOperations
Product-Market Fit
This Deep Dive explains what product-market fit actually means, why it is a spectrum rather than a binary event, how to measure it with real signals instead of intuition, how to diagnose what is blocking it, and how to decide when to persist versus pivot.
SalesOperations
Advisories
What do you do when you are competing in a commoditised market?
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.
StrategyMarketingOperations
Profits are down and I can't scale my business
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.
FinanceStrategyOperations
Building a brand when you have no budget and no time
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.
MarketingOperations
What to do when a key person leaves and takes the knowledge with them
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.
LeadershipOperations
How to know whether a new market is worth entering — before you commit
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.
StrategyOperations
Your margins are shrinking and cost-cutting isn't the answer
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.
FinanceOperations
Digests
Processes & SOPs
YouTube
How to pick the right key metrics for small business customer service
Layla at ProcessDrivenJune 27, 2024
Processes & SOPs9
Customer experience6
Metrics that inform aren't the same as metrics that change behaviour.
Pair lead and lag metrics that counterbalance each other to prevent gaming.
Start with two or three metrics per role; revisit each quarter.