I'm an operator, not a theorist.
A decade inside fast-growing companies, from employee #3 to 100+, usually the person leaders called when things started breaking.
How I got here.
I started in project management and grew into operations. Along the way I learned to build what's called an operating model. It's basically a project plan, but for a business: how you get customers, what it takes to serve them, and the rhythm that keeps it all running.
I love operations and making the thing work, mainly because I hate waste. And after a decade of it, the same pattern kept showing up everywhere I looked.
- ×Founders making every decision themselves because nobody else had the context.
- ×Teams working hard but not on the same thing.
- ×Revenue unpredictable because nobody understood how the business actually created value.
- ×Owners carrying the anxiety of the entire company on their shoulders.
When I'm not doing that.
I'm usually outnumbered by three kids under four, which is its own kind of operations problem and the one I'm worst at. Otherwise I'm trying a new recipe, or three hours deep into a U2 rabbit hole nobody asked me to go down.
Every one of those companies thought it had a revenue problem. Almost every one had an operating problem wearing a revenue costume.
Growth Map exists to find that problem, and then fix it with you.
You don't run a factory. But your business works like one.
Whatever you sell, it's the same line. You just put your own words on the stations.
Each station is a question you should be able to answer yes to. The one you can't is where the money leaks, and it's where we start.
Which station is yours?
Tell me where it's stuck and I'll tell you what I'd go after first.