Most businesses under $100 million don’t need a COO.In fact, in many, if not most, cases a COO would slow down decision-making, add unnecessary cost, confuse reporting lines, and generally be a drag on the business.But a Fractional or Interim COO like me, that’s a different story. I’m busy, and getting busier, because this is the role many companies need,
Most founders/CEOs of companies between $10M and $100M think their problems sit neatly in one bucket:
⚠️ But the truth? Those buckets are intrinsically linked.It’s not as simple as “a marketing push spikes
Most CPG founders only think they’ve made it when they reach $20M. But the real achievement isn’t $20M it’s $2M.
Hitting $2M means you’ve done the hardest stuff in business:
For a CEO, leading a sub-$100M business is not a junior version of leading a $500M one – it’s a completely different animal altogether. The difference isn’t just in the simplicity of smaller companies-fewer product lines, leaner teams, and more straightforward go-to-market strategies – it’s in the kind of leadership that drives success.The biggest shift I’ve observed? Who I’m actually
Successful small and mid-sized business owners know how to wear a lot of hats and how to quickly switch between gathering information, synthesizing data and making a quick decision. One minute, you’re reviewing numbers with your CFO, the next you’re managing a line change, then deciding on a new hire. However, marketing is different, it’s a nuanced function that works
Economic downturns present a critical juncture for businesses, forcing a reevaluation of innovation strategies. While knee-jerk reactions often lean towards defensive budget cuts, a more strategic approach is essential to navigate the uncertainty and emerge stronger.
In reaction to an economic shock many companies react defensively, implementing across-the-board budget cuts. They cut R&D budgets, freeze hiring, delay product launches, and
When it comes to innovation, it might seem simple—just ask consumers what they want and how much they’re willing to pay, right? But the reality is far more complex. Consumers often don’t know exactly what they want, and even when they do, they might not share their true feelings, especially when money is involved. Leaders can f-up innovation by misunderstanding