“A founder needs to know all the technical side.” That’s not necessarily true. A founder/principal/owner doesn’t need to know all of the technical side (be it in technology, in services,

The best decision That’s what you aim for: The best decision… within what you have. Will it be THE best decision ever? Fuck no. It’ll be the decision that lets

This 2bobs podcast episode is a gem: SpamHack Your Way to Growth! It’s a 101 on what NOT to do. 🙂

“Any money is good money.” But is it? Ask yourself. If that’s the case, are you happy with any money going into your business? Are you growing and expanding capacities?

You don’t need to outperform the competition. In fact, that’s not even why a brand gets to stay ahead of their market. Some say that strategy is about “outperforming the

You can think big. You have to. In yesterday’s examples, this is what happened when fear was overcome. —————————– I’m afraid that if I raise my prices 3X I will

A lot of decisions fall short on what could be achieved because of fear. And that will get you stuck. Real-life examples I’m afraid that if I raise my prices

“They [experts] taste competence at some point and they’ve also tasted incompetence. … When I tasted competence the difference was so staggering to me, I just made this pledge to

A monster gets to be a representation of something VERY specific that stands in the way of what your vision is. When you have that one figured out, you can

Stepping onto the sidelines is the thing that gives you perspective. It lets you see what’s going on in the game, and how to play ON the game. It lets

You got players. They are playing the game. The see the action from inside the court. They make decisions that need to happen at the very moment. They might have

Helping. Helping the right ones who can use your help. Helping the right ones who can pay for your help. Helping. Now, not being aggressive doesn’t mean not to be

Everyone tells you to be aggressive. That you need to crush your competition. That you need to win. You don’t.

It makes it easier in our heads to take things off to reduce the price and get to a point that’s acceptable to us, than to keep adding things as

After yesterday’s message, there were replies on how much was this purse. The range went between 90 and 290. When I saw the purse I guessed 80-ish. The actual price:

Whatever decision you make, you can always steer to make it good. Or at least to make the best of the situation. Here’s an article from Dan Sullivan from Strategic

Sometimes you get a gut feeling about someone or about a business —and it’s not a good one. And when you go against it and still give it a try,

Whether it’s a product or a service, you and your team have to know back and forth what you sell. Not only in the positioning, narrative, and perspective. Also in

If you’re thinking that benchmarking is about how to be compared to your industry, you’re right. But let me push you a bit further. What if you take what’s the