I run a strategy and operations consulting firm.

But for the first 12–18 months… we didn’t have a strategy.
Not a clear one.

We were doing the same thing many early-stage businesses do:

→ Saying yes to too much
→ Chasing bespoke projects
→ Trying to be helpful to everyone

It felt productive, but it wasn’t focused.

Earlier this year, I hit pause and did what I’d recommend to any founder feeling that same drift:

→ Reviewed everything
→ Talked to customers and people I trust
→ Got brutally honest about what work was aligned, and what wasn’t
→ And started turning away anything that didn’t fit

Here’s what’s changed since:

We clarified the problems we solve: chaotic growth, bandaid systems, unclear priorities
We defined our audience: scaling, owner-led companies that want a more intentional way to grow

We packaged our services around what we’re great at: fast, focused, 90-day sprints that balance today’s priorities with tomorrow’s growth

We built internal systems (sales, support, delivery) that match our strategy
It’s not perfect. And it never will be.

Because strategy isn’t a static document. It’s something you shape, test, and refine as you grow.

But here’s what I know now:

Saying no to what we’re not great at has helped us serve better, grow faster, and work with clients who actually need what we do best.

That’s the update.

And starting next Saturday, you’ll hear more about what we’re seeing work across the companies we partner with → starting with this:

Why the best managers don’t try to do it all. (And how structured huddles change the game.)