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Most growing businesses hit a point where they need outside help. Processes are messy. Teams are stretched. Strategy feels unclear. But they hesitate. And for good reason. Hiring outside help can feel risky: It’s expensive if not done right You’re not sure what outcomes to expect You’ve heard stories (or lived through them) where nothing changed So problems linger.Teams stretch further.And growth starts to stall. Let’s talk about why that happens, and what a better path looks like. Most consultants optimize for the deliverable Here’s what we see too often: A consultant hands over a polished strategy deck Maybe hosts a few workshops And then… they’re gone The result? You’re left trying to implement a big plan without support, without flexibility, and without real traction. It looks good on paper. But it rarely changes how the business runs. What a consulting partner looks like Here’s what you should look for instead: Someone who understands your business beyond the brief Someone who adapts as priorities shift Someone who’s honest when something’s not working Someone who sticks around to help make it work It’s not about staying forever, it’s about staying long enough to help real change take hold. That’s what clients want, and that’s how we deliver. Try this before hiring your next consultant Ask them: Will you stay involved after delivery? How do you help with execution when plans shift? What do your longest client relationships look like? What would your past clients say you really do best? If the answers don’t signal partnership, they probably won’t act like one. Whenever you’re ready, there are three ways we can help your team… 1. Strategy & Growth Blueprint: A market-grounded strategy, annual planning, and 90-day execution framework the whole team owns. 2. Operations & Tech Reset: Bottlenecks mapped, future-state processes designed, and a phased tech roadmap ready to launch. 3. Manager+ Accelerator: Build core skills in delegation, feedback, goal-setting, and develop a plan to lead a stronger team.

What if your next big strategy shift isn’t in your data, but in a customer conversation you haven’t had yet? Most companies look inward to solve strategic problems. But your customers are quietly telling you things your metrics won’t. This week’s newsletter is about recognizing (and acting on) the insights already in front of you. Let’s dive in. Customers often see strengths you’ve overlooked A mid-sized company was doing everything right: Targeting smaller customers Lean go-to-market approach Solid profitability They’d carved out a niche and were serving it well. But at a trade show, something surprising happened. Multiple attendees (actual buyers) told them their product wasn’t just competitive with enterprise tools… It was better. Better UX. Faster support. More thoughtful feature design. They hadn’t seen themselves that way. They pivoted their strategy based on that feedback Rather than dismiss it as flattery, they took it seriously. That insight reframed everything: They weren’t the scrappy alternative. They were the superior option. They were underpricing and under-positioning So they made a bold move: Secured new investment Built strategic partnerships Repositioned the product for enterprise buyers And it worked. Revenue grew. Margins improved. And the market started to see them differently, because they saw themselves differently. Customer feedback isn’t just about service. It’s strategic Most teams view feedback as a support function. But there’s a deeper layer, competitive intelligence that only customers can provide: They see how you compare to others They know what’s missing in the market They understand the value of what you’ve built, sometimes better than you do Try this: Ask customers these 3 questions Want to unlock this kind of insight? Start asking: What other options did you look at before choosing us? Why didn’t you choose them? What surprised you most about working with us? If we disappeared tomorrow, what would you miss the most? These questions reveal what customers actually value—not just what they tolerate. Feedback is a mirror. Look closely. Strategic pivots don’t always come from whiteboard sessions or analyst reports. Sometimes they come from listening differently. Because when you start to see your business through your customers’ eyes, new markets (and new momentum) start to emerge. Whenever you’re ready, there are three ways we can help your team… 1. Strategy & Growth Blueprint: A market-grounded strategy, annual planning, and 90-day execution framework the whole team owns. 2. Operations & Tech Reset: Bottlenecks mapped, future-state processes designed, and a phased tech roadmap ready to launch. 3. Manager+ Accelerator: Build core skills in delegation, feedback, goal-setting, and develop a plan to lead a stronger team.

“Our tech stack is a mess.” This is one of the most common complaints mid-sized companies make during a strategy or operations reset. The instinct is to start by reviewing the tools. Which ones are redundant? Which ones aren’t being used? Which ones should be replaced? But that’s the wrong starting point. In this week’s newsletter, we’ll break down: Why technology problems are usually process problems in disguise How to spot the real sources of friction inside your systems What to do before adding or replacing a single tool Let’s dive in. Start with the process, not the platform Most companies add tools to solve surface-level symptoms. For example: Response times are lagging, so they add a chat tool. Reports aren’t being generated, so they add a dashboard product. Deadlines are slipping, so they add a project management platform. But none of these tools fix the underlying reasons: Why are response times lagging? Why don’t team members have the data they need? Why are deadlines getting missed? Technology can’t fix a broken workflow. It can only make the broken workflow more expensive and more complicated. Map how work actually gets done Before evaluating software, map the current reality: How are tasks initiated and tracked? What tools are used for which parts of the process? Where are things breaking down or getting delayed? In most companies, this review reveals a few consistent issues: Teams are using different tools for the same function Multiple people enter the same data in different systems Manual workarounds (like spreadsheets or Slack messages) are common Handoffs between departments lack structure or clarity This mapping doesn’t just show what’s not working, it surfaces why. Ask the right diagnostic questions Once the process is visible, it’s easier to evaluate the tech. Start with these 4 questions: What’s actually being used, and by whom?Most companies pay for dozens of tools, but only a handful are core to daily work. Where is friction happening most often?Look for repeated bottlenecks, missed handoffs, or complaints from specific teams. What workarounds have become permanent?If people are defaulting to manual steps outside of the system, it’s a signal. Are systems integrated or siloed?Tools that don’t talk to each other create duplicative work and data inconsistency. The most common tech stack issues we see Here are the patterns we see most often when auditing operations and systems: Unused licenses and overlapping tools: Teams using Slack, Teams, Asana, and email—simultaneously. The result? Chaos. Manual processes built to work around the software: CRMs with messy data. Spreadsheets copied and pasted weekly. Long email chains confirming things already “in the system.” Shadow systems that leadership doesn’t know exist: One department using Airtable. Another using Trello. A third tracking it all in Notion. Lack of clarity around ownership and training: Software rolled out without enablement leads to inconsistent usage and frustration. So what’s the solution? The answer isn’t always a new platform. In fact, most of the time, you don’t need more software → you need clarity. That can take a few forms: Streamlining tools to reduce overlap and simplify workflows Training teams on how to use the systems already in place Redesigning workflows so tools support how people actually work Improving handoffs and responsibilities across functions Eliminating subscriptions that aren’t aligned with core operations The right tools, layered on top of clear processes, work. The wrong tools, forced into messy workflows, don’t. Try this before investing in another tool If you feel your tech stack is underperforming, here’s a quick 3-step diagnostic exercise: Step 1: Have each department list their top 5 most-used tools Step 2: For each tool, write down: Who uses it What it’s used for Where it creates friction Step 3: Circle any tool that has: Overlap with other tools No clear owner Frequent complaints Manual workarounds This simple exercise surfaces issues in 30 minutes, and gives you a place to start. Whenever you’re ready, there are three ways we can help your team… 1. Strategy & Growth Blueprint: A market-grounded strategy, annual planning, and 90-day execution framework the whole team owns. 2. Operations & Tech Reset: Bottlenecks mapped, future-state processes designed, and a phased tech roadmap ready to launch. 3. Manager+ Accelerator: Build core skills in delegation, feedback, goal-setting, and develop a plan to lead a stronger team.  

Most managers don’t set out to micromanage. But when priorities shift fast, deadlines pile up, and expectations are vague (many default to control). They step in.They make the decisions.They carry the weight. And while it feels helpful in the moment, over time it creates bottlenecks, confusion, and burnout. What starts as support becomes over-involvement.                    Here’s where things start to change. When teams implement a clear, structured huddle system, something powerful happens inside the role of the manager: Step 1: Managers realize they don’t have to do everything They begin to shift from “being the hero” to building the team. It becomes clear that leadership isn’t about making every decision—it’s about creating an environment where others can succeed. Step 2: They focus on empowering, not directing Rather than hovering or second-guessing, managers invest in developing their team’s strengths. They start asking better questions, offering more useful feedback, and giving people room to own their work. Step 3: They provide clarity and remove friction Huddles become a space to reinforce priorities, surface blockers, and align efforts. Teams stop guessing. Decisions speed up. And execution improves because everyone knows what’s expected → and what’s possible. This isn’t just about management style. It changes how teams operate: → Team members feel trusted, not watched→ Issues get addressed early, before they become problems→ Performance improves without the pressure of micromanagement→ Managers finally have space to think strategically, not just put out fires Strong teams are rarely built by the loudest manager in the room. They’re built by the ones who quietly make everyone else better. If your team needs stronger leadership (but without the command-and-control approach) there’s a better way. We help managers lead with clarity, consistency, and coaching(not control):StrengthsInsights.com/connect Whenever you are ready, there are three ways we can help your team… 1. Strategy & Growth Blueprint: A market-grounded strategy, one-year plan, and 90-day execution board the whole team owns 2. Operations & Tech Reset: Bottlenecks mapped, future-state processes designed, and a phased tech roadmap ready to launch 3. Manager+ Accelerator: Build core skills in delegation, feedback, goal-setting, and develop a plan to lead a stronger team                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           … Read more

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 prioritiesWe 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 strategyIt’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.)    

A client saved our business Most companies collect feedback to improve customer satisfaction. But very few use it to improve strategy. When customers submit tickets, leave reviews, or give updates, that input usually gets routed to customer success → or worse, ignored entirely. What’s missed is the bigger value: Customers often see market shifts, competitor moves, and product weaknesses before companies do. Client feedback that helps you get ahead. Our client was thriving in the technology space. Big contracts. Loyal clients. Then a customer said something that changed everything:“You’re falling behind. Your better-funded competitor is moving faster than you can.” That was the warning. And it was right.They were about to be out-innovated and outspent. Feedback applied. They pivoted. Not by adjusting messaging, but by changing their market. Instead of competing on funding, they competed on speed and service. They went after smaller clients, the ones big players overlooked.They found a market where being lean and fast was an advantage. Within months, retention rose.Sales cycles shortened, and margins improved. All because one customer saw the writing on the wall AND our client listened + responded. Try this: Strategic customer listening Before your next organizational planning session, ask 3-5 key customers: If you weren’t using us, who would you choose, and why? What opportunities are our competitors offering that you’d like to see from us? What are we doing that is right that you want to see more of? These questions uncover more than sentiment. They surface patterns your dashboards won’t catch.Customer feedback isn’t just support data. It’s competitive intelligence… if you’re willing to listen differently. We’re here to help. Whenever you’re ready, there are three ways we can help your team… 1. Strategy & Growth Blueprint A market-grounded strategy, annual planning, and 90-day execution framework the whole team owns. 2. Operations & Tech Reset Bottlenecks mapped, future-state processes designed, and a phased tech roadmap ready to launch. 3. Manager+ Accelerator Build core skills in delegation, feedback, goal-setting, and develop a plan to lead a stronger team. If you’re ready to turn customer insights into real strategic advantage: Let’s connect

execution is the hard part Most consulting projects don’t fail because the ideas are bad. They fail because nothing changes after the presentation ends. The recommendations? Accurate.The slides? Polished.The impact? Minimal. It’s the difference between strategy and transformation. Because what actually separates lasting change from another expensive PDF is simple: Execution. Here’s where most teams get stuck: They receive a 50-page strategy deck with sharp insights—But no clear path for what to do next. No guidance through implementation.No support once things get complicated. The ideas are sound, but they stay on the shelf. To close this gap, some companies are shifting how they approach consulting work entirely. Step 1: Prioritize usable over impressive Skip the frameworks built for Harvard case studies. The solutions that drive results are the ones your team can act on immediately.Templates tailored to your business, tools that work with your systems, and plans that start now (not in six months). Step 2: Define the deliverables before the presentation Before the first deck is created, the best consulting partners define the output: What’s being built?Who will use it?What happens after the meeting ends? This flips the focus from theory to traction. Step 3: Stay through execution Here’s the turning point: implementation support is not optional. The change only sticks when someone is there to help navigate the resistance, confusion, and real-time decisions that show up after kickoff. The right partner doesn’t disappear when the slides are done—they stay to guide the hard part. Companies that take this approach experience something different: → Strategies don’t get delayed, they go live→ Teams know what to do next, not just what to consider→ Outcomes become measurable within weeks, not quarters→ Progress sticks because it’s built into the work If your business is ready to move beyond PowerPoint and into execution, we work differently. Our engagements are built for action from day one, and we stay through delivery to help drive real results. Whenever you are ready, there are three ways we can help your team 1. Strategy & Growth Blueprint: A market-grounded strategy, one-year plan, and 90-day execution board the whole team owns 2. Operations & Tech Reset: Bottlenecks mapped, future-state processes designed, and a phased tech roadmap ready to launch 3. Manager+ Accelerator: Build core skills in delegation, feedback, goal-setting, and develop a plan to lead a stronger team