FGL Solutions, Cape Town (2026)

31/08/2026

𝗧𝗛𝗜𝗡𝗞𝗜𝗡𝗚 𝗢𝗙 𝗦𝗘𝗟𝗟𝗜𝗡𝗚 𝗬𝗢𝗨𝗥 𝗕𝗨𝗦𝗜𝗡𝗘𝗦𝗦?

𝗧𝗛𝗘 𝗪𝗢𝗥𝗦𝗧 𝗧𝗜𝗠𝗘 𝗧𝗢 𝗦𝗧𝗔𝗥𝗧 𝗣𝗥𝗘𝗣𝗔𝗥𝗜𝗡𝗚 𝗜𝗧 𝗙𝗢𝗥 𝗦𝗔𝗟𝗘 𝗜𝗦 𝗪𝗛𝗘𝗡 𝗬𝗢𝗨 𝗪𝗔𝗡𝗧 𝗧𝗢 𝗦𝗘𝗟𝗟.

Many owners spend years building a business and only start thinking about its saleability when they're ready to exit.

By then, some of the biggest value problems can be difficult to fix.

The business depends heavily on the owner.

One customer represents too much revenue.

Important processes aren't documented.

Key relationships sit with one person.

Management can't operate independently.

Financial information is messy.

Revenue may be strong, but recurring or predictable revenue is weak.

Then a buyer arrives.

And they don't only see what you've built.

𝗧𝗵𝗲𝘆 𝘀𝗲𝗲 𝘁𝗵𝗲 𝗿𝗶𝘀𝗸 𝗼𝗳 𝘄𝗵𝗮𝘁 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗹𝗲𝗮𝘃𝗲.

Those risks become negotiating points.

The price comes down.

More of the purchase price becomes conditional.

Earn-outs appear.

Warranties become more important.

Or the buyer simply walks away.

That's why preparing a business for sale shouldn't start with finding a buyer.

It starts with building a business someone else can confidently own.

Reduce owner dependency.

Strengthen management.

Diversify customers.

Document systems.

Clean up the numbers.

Protect key relationships.

Build predictable earnings.

And identify the weaknesses a buyer will eventually find before they find them.

𝗗𝗼𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗯𝘂𝗶𝗹𝗱 𝗮 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗺𝗼𝗻𝗲𝘆.

𝗕𝘂𝗶𝗹𝗱 𝗼𝗻𝗲 𝘁𝗵𝗮𝘁 𝗵𝗮𝘀 𝘃𝗮𝗹𝘂𝗲 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝘆𝗼𝘂.

A question worth asking today:

𝗜𝗳 𝗮 𝘀𝗲𝗿𝗶𝗼𝘂𝘀 𝗯𝘂𝘆𝗲𝗿 𝘄𝗮𝗹𝗸𝗲𝗱 𝗶𝗻 𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄, 𝘄𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝘁𝗵𝗲𝘆 𝘂𝘀𝗲 𝘁𝗼 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗲 𝘆𝗼𝘂𝗿 𝗽𝗿𝗶𝗰𝗲 𝗱𝗼𝘄𝗻?

Know someone who may sell their business one day? Share this with them.

29/08/2026

𝗧𝗛𝗜𝗡𝗞𝗜𝗡𝗚 𝗢𝗙 𝗕𝗨𝗬𝗜𝗡𝗚 𝗔 𝗕𝗨𝗦𝗜𝗡𝗘𝗦𝗦?

𝗧𝗛𝗘 𝗡𝗨𝗠𝗕𝗘𝗥𝗦 𝗖𝗔𝗡 𝗦𝗧𝗢𝗣 𝗬𝗢𝗨 𝗠𝗔𝗞𝗜𝗡𝗚 𝗔 𝗕𝗔𝗗 𝗗𝗘𝗔𝗟.

𝗧𝗛𝗘𝗬 𝗖𝗔𝗡 𝗔𝗟𝗦𝗢 𝗦𝗧𝗢𝗣 𝗬𝗢𝗨 𝗠𝗔𝗞𝗜𝗡𝗚 𝗔 𝗚𝗥𝗘𝗔𝗧 𝗢𝗡𝗘.

Profit multiples. EBITDA. Discounted cash flow. Asset values.

They're all useful tools when assessing a business.

But they're tools. They're not the decision.

Rely too heavily on the numbers and you can make one of two expensive mistakes.

You can overpay for a business whose historical performance looks great but whose value disappears when the owner leaves, a major customer walks away or key employees don't stay.

Or you can make the opposite mistake.

𝗬𝗼𝘂 𝘄𝗮𝗹𝗸 𝗮𝘄𝗮𝘆 𝗳𝗿𝗼𝗺 𝗮 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗵𝗮𝘁 𝗰𝗼𝘂𝗹𝗱 𝗵𝗮𝘃𝗲 𝗯𝗲𝗲𝗻 𝘄𝗼𝗿𝘁𝗵 𝗳𝗮𝗿 𝗺𝗼𝗿𝗲 𝘁𝗼 𝘆𝗼𝘂 𝘁𝗵𝗮𝗻 𝘁𝗵𝗲 𝗳𝗼𝗿𝗺𝘂𝗹𝗮 𝘀𝘂𝗴𝗴𝗲𝘀𝘁𝘀.

Maybe you can put its products through your existing distribution network.

Maybe it gives you immediate access to customers or a market you've been trying to enter.

Maybe you can remove duplicated overheads.

Maybe you already have the infrastructure it needs to grow.

Maybe its technology, people, contracts, brand or capabilities would take you years and considerably more money to build yourself.

That's value too.

And it won't necessarily appear in a conventional valuation calculation.

So don't only ask:

“What is this business worth based on its numbers?”

Ask:

𝗪𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗶𝘀 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘄𝗼𝗿𝘁𝗵 𝗶𝗻 𝗺𝘆 𝗵𝗮𝗻𝗱𝘀?

Then understand the risks, test your assumptions and structure the deal accordingly.

𝗔 𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝗽𝗿𝗶𝗰𝗲.

𝗚𝗼𝗼𝗱 𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗷𝘂𝗱𝗴𝗺𝗲𝗻𝘁 𝗵𝗲𝗹𝗽𝘀 𝘆𝗼𝘂 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆.

Know someone considering buying a business? Share this with them.

28/08/2026

𝗬𝗢𝗨 𝗞𝗡𝗢𝗪 𝗪𝗛𝗔𝗧 𝗬𝗢𝗨 𝗦𝗘𝗟𝗟.

𝗕𝗨𝗧 𝗗𝗢 𝗬𝗢𝗨 𝗔𝗖𝗧𝗨𝗔𝗟𝗟𝗬 𝗞𝗡𝗢𝗪 𝗪𝗛𝗢 𝗬𝗢𝗨’𝗥𝗘 𝗦𝗘𝗟𝗟𝗜𝗡𝗚 𝗜𝗧 𝗧𝗢?

Ask a business owner who their ideal customer is and you'll often hear:

“Small businesses.”

“People between 25 and 50.”

“Anyone who needs our service.”

That's not really a customer profile. That's an audience.

And the difference matters.

If you're trying to speak to everyone, your marketing often ends up speaking clearly to no one.

Your customer profile isn't just age, location or income.

You need to understand:

What problem are they trying to solve?

What frustrates them?

What triggers them to start looking for a solution?

What matters when they choose a supplier?

What stops them from buying?

And what language do they use to describe their challenge?

Then look at your existing customers.

𝗪𝗵𝗶𝗰𝗵 𝗼𝗻𝗲𝘀 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗵𝗮𝗽𝗽𝗶𝗹𝘆 𝗵𝗮𝘃𝗲 𝟭𝟬 𝗺𝗼𝗿𝗲 𝗼𝗳?

Which are most profitable?

Which stay longest?

Which value what you do?

Which refer others?

Look for what they have in common.

Once you understand your real customer, your marketing becomes more relevant, your advertising more targeted, your sales conversations stronger and your offering clearer.

𝗬𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗻𝗲𝗲𝗱 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘁𝗼 𝘄𝗮𝗻𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝘀𝗲𝗹𝗹.

𝗬𝗼𝘂 𝗻𝗲𝗲𝗱 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗼 𝗳𝗲𝗲𝗹 𝗹𝗶𝗸𝗲 𝘆𝗼𝘂 𝗯𝘂𝗶𝗹𝘁 𝗶𝘁 𝗳𝗼𝗿 𝘁𝗵𝗲𝗺.

A question worth asking in your business today:

𝗖𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗱𝗲𝘀𝗰𝗿𝗶𝗯𝗲 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮𝗹 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝘄𝗲𝗹𝗹 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗵𝗮𝘁 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 𝗲𝗹𝘀𝗲 𝗰𝗼𝘂𝗹𝗱 𝗴𝗼 𝗮𝗻𝗱 𝗳𝗶𝗻𝗱 𝘁𝗵𝗲𝗺?

Know someone who's marketing to “everyone”? Share this with them.

27/08/2026

𝗜𝗙 𝗬𝗢𝗨’𝗥𝗘 𝗙𝗜𝗫𝗜𝗡𝗚 𝗧𝗛𝗘 𝗦𝗔𝗠𝗘 𝗣𝗥𝗢𝗕𝗟𝗘𝗠 𝗘𝗩𝗘𝗥𝗬 𝗪𝗘𝗘𝗞, 𝗬𝗢𝗨 𝗛𝗔𝗩𝗘𝗡’𝗧 𝗙𝗜𝗫𝗘𝗗 𝗜𝗧.

A customer complains.

You sort it out.

An order gets missed.

You chase it.

Someone forgets to follow up.

You remind them.

An invoice doesn't go out.

You fix it.

Problem solved.

Until next week.

When exactly the same thing happens again.

𝗧𝗵𝗮𝘁’𝘀 𝗻𝗼𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝘀𝗼𝗹𝘃𝗶𝗻𝗴.

𝗧𝗵𝗮𝘁’𝘀 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗿𝗲𝗽𝗲𝗮𝘁𝗶𝗻𝗴.

Businesses become inefficient when they get very good at putting out fires but never ask why the fires keep starting.

So the next time something goes wrong, don't only ask:

“How do we fix this?”

Ask:

“Why was this able to happen?”

Was there no process?

Was ownership unclear?

Was somebody relying on memory?

Was information sitting in the wrong place?

Was there no check or trigger?

Could part of the process be automated?

And most importantly:

𝗪𝗵𝗮𝘁 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝘀𝗼 𝘄𝗲 𝗱𝗼𝗻’𝘁 𝗵𝗮𝘃𝗲 𝘁𝗼 𝘀𝗼𝗹𝘃𝗲 𝘁𝗵𝗶𝘀 𝗮𝗴𝗮𝗶𝗻?

Sometimes the answer is training.

Sometimes it's accountability.

Sometimes it's a checklist.

Sometimes it's better software.

Sometimes it's automation.

And sometimes it's simply removing a completely unnecessary step.

𝗗𝗼𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗺𝗶𝘀𝘁𝗮𝗸𝗲.

𝗙𝗶𝘅 𝘄𝗵𝗮𝘁 𝗮𝗹𝗹𝗼𝘄𝗲𝗱 𝘁𝗵𝗲 𝗺𝗶𝘀𝘁𝗮𝗸𝗲 𝘁𝗼 𝗵𝗮𝗽𝗽𝗲𝗻.

A question worth asking in your business today:

𝗪𝗵𝗮𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 “𝗳𝗶𝘅𝗲𝗱” 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗼𝗻𝗰𝗲 𝘁𝗵𝗶𝘀 𝗺𝗼𝗻𝘁𝗵?

If you know a business owner who's constantly putting out the same fires, share this with them.

26/08/2026

𝗬𝗢𝗨 𝗞𝗘𝗘𝗣 𝗦𝗔𝗬𝗜𝗡𝗚 𝗬𝗘𝗦 𝗧𝗢 𝗘𝗩𝗘𝗥𝗬 𝗢𝗣𝗣𝗢𝗥𝗧𝗨𝗡𝗜𝗧𝗬.

A new customer wants something slightly outside what you normally do.

“Yes, we can do that.”

Someone suggests a new product.

“Let’s try it.”

A potential partnership appears.

“Sounds interesting.”

Another market looks promising.

“Maybe we should get into that too.”

Individually, every decision can make sense.

Collectively, they can destroy your focus.

Suddenly your team is stretched across too many priorities.

Resources are spread thin.

Projects take longer.

Nothing gets your full attention.

And the business becomes incredibly busy without becoming particularly good at anything.

𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝗶𝘀𝗻’𝘁 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗮𝘀 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆.

Before saying yes to the next opportunity, ask:

Does this move us toward where we actually want the business to go?

Does it strengthen what we're already good at?

Do we have the resources to execute it properly?

What will we have to stop doing to make room for it?

And if we say yes, what are we really saying no to?

Because every new priority competes for the same limited things:

Time.

Money.

People.

Attention.

𝗚𝗼𝗼𝗱 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗶𝘀𝗻’𝘁 𝗮𝗯𝗼𝘂𝘁 𝗵𝗼𝘄 𝗺𝗮𝗻𝘆 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗰𝗵𝗮𝘀𝗲.

𝗜𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗸𝗻𝗼𝘄𝗶𝗻𝗴 𝘄𝗵𝗶𝗰𝗵 𝗼𝗻𝗲𝘀 𝗱𝗲𝘀𝗲𝗿𝘃𝗲 𝘆𝗼𝘂𝗿 𝗳𝗼𝗰𝘂𝘀 — 𝗮𝗻𝗱 𝗵𝗮𝘃𝗶𝗻𝗴 𝘁𝗵𝗲 𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲 𝘁𝗼 𝘀𝗮𝘆 𝗻𝗼 𝘁𝗼 𝘁𝗵𝗲 𝗿𝗲𝘀𝘁.

A question worth asking in your business today:

𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗰𝘂𝗿𝗿𝗲𝗻𝘁𝗹𝘆 𝗱𝗼𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝘆𝗼𝘂 𝘀𝗵𝗼𝘂𝗹𝗱 𝗽𝗿𝗼𝗯𝗮𝗯𝗹𝘆 𝘀𝘁𝗼𝗽 𝗱𝗼𝗶𝗻𝗴?

If you know a business owner trying to do too many things at once, share this with them.

25/08/2026

𝗪𝗛𝗘𝗡 𝗜𝗦 𝗜𝗧 𝗧𝗜𝗠𝗘 𝗧𝗢 𝗙𝗜𝗥𝗘 𝗬𝗢𝗨𝗥 𝗖𝗨𝗦𝗧𝗢𝗠𝗘𝗥?

We spend so much time talking about winning customers that we rarely talk about something equally important.

Knowing when to let one go.

Because not every customer is good for your business.

Some consistently pay late.

Some argue about every invoice.

Some continually push beyond the agreed scope.

Some treat your employees badly.

Some demand more and more while expecting to pay less and less.

Some consume so much management time that serving them starts affecting your ability to serve everyone else.

And yet we keep them.

Why?

Because losing revenue feels like failure.

𝗕𝘂𝘁 𝗻𝗼𝘁 𝗮𝗹𝗹 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗶𝘀 𝗴𝗼𝗼𝗱 𝗿𝗲𝘃𝗲𝗻𝘂𝗲.

Before you fire a customer, try to fix the relationship.

Have the difficult conversation.

Reset expectations.

Define the scope.

Correct the pricing.

Change the payment terms.

Establish boundaries.

Give the relationship an opportunity to work commercially for both sides.

If nothing changes, ask yourself:

Are they actually profitable?

How much management time do they consume?

What impact are they having on your team?

Are you constantly making exceptions for them?

Are they preventing you from properly servicing better customers?

And perhaps most importantly:

𝗪𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗮𝗰𝗰𝗲𝗽𝘁 𝘁𝗵𝗶𝘀 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝘁𝗼𝗱𝗮𝘆 𝗶𝗳 𝘆𝗼𝘂 𝗸𝗻𝗲𝘄 𝘁𝗵𝗲𝗻 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝗻𝗼𝘄?

If the answer is no, you need to understand why you're still saying yes.

Firing a customer shouldn't be emotional.

It should be a commercial decision made after you've genuinely tried to repair the relationship.

𝗦𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀 𝘁𝗵𝗲 𝗯𝗲𝘀𝘁 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝘆𝗼𝘂 𝗺𝗮𝗸𝗲 𝗶𝘀 𝗱𝗲𝗰𝗶𝗱𝗶𝗻𝗴 𝘄𝗵𝗶𝗰𝗵 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝘆𝗼𝘂 𝗻𝗼 𝗹𝗼𝗻𝗴𝗲𝗿 𝘄𝗮𝗻𝘁.

A question worth asking in your business today:

𝗜𝘀 𝘁𝗵𝗲𝗿𝗲 𝗮 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘆𝗼𝘂 𝘀𝗵𝗼𝘂𝗹𝗱 𝗵𝗮𝘃𝗲 𝘄𝗮𝗹𝗸𝗲𝗱 𝗮𝘄𝗮𝘆 𝗳𝗿𝗼𝗺 𝗮 𝗹𝗼𝗻𝗴 𝘁𝗶𝗺𝗲 𝗮𝗴𝗼?

If you know a business owner dealing with a customer who's costing them more than they're worth, share this with them.

24/08/2026

𝗢𝗡𝗘 𝗖𝗨𝗦𝗧𝗢𝗠𝗘𝗥 𝗜𝗦 𝗞𝗘𝗘𝗣𝗜𝗡𝗚 𝗬𝗢𝗨𝗥 𝗕𝗨𝗦𝗜𝗡𝗘𝗦𝗦 𝗔𝗟𝗜𝗩𝗘.

That sounds like a great customer.

And they probably are.

They pay the bills.

They keep your team busy.

They might represent 30%, 40% or even more of your revenue.

But there's another way to look at it.

𝗪𝗵𝗮𝘁 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝗶𝗳 𝘁𝗵𝗲𝘆 𝗹𝗲𝗮𝘃𝗲?

Not because you've done anything wrong.

Their strategy changes.

A new CEO arrives.

They get acquired.

Budgets get cut.

Procurement changes suppliers.

Someone offers them a better deal.

Suddenly, your biggest customer becomes your biggest vulnerability.

Customer concentration can also quietly change the relationship.

You become afraid to increase prices.

You accept unreasonable requests.

Payment terms stretch.

Margins get squeezed.

And you tolerate things you wouldn't tolerate from any other customer because you simply can't afford to lose them.

So don't wait until they leave to discover how dependent you've become.

Look at your revenue today.

What percentage comes from your largest customer?

What about your top three?

How much profit do those customers actually generate?

And if your biggest customer disappeared tomorrow, how long would the business comfortably survive?

The solution isn't to value your biggest customers less.

𝗜𝘁’𝘀 𝘁𝗼 𝗺𝗮𝗸𝗲 𝘀𝘂𝗿𝗲 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗱𝗲𝗽𝗲𝗻𝗱 𝗼𝗻 𝗮𝗻𝘆 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲𝗺.

Start deliberately building other customers, markets or revenue streams before you need them.

𝗬𝗼𝘂𝗿 𝗯𝗶𝗴𝗴𝗲𝘀𝘁 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗰𝗮𝗻 𝗯𝗲 𝗼𝗻𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗴𝗿𝗲𝗮𝘁𝗲𝘀𝘁 𝗮𝘀𝘀𝗲𝘁𝘀 𝗮𝗻𝗱 𝗼𝗻𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗴𝗿𝗲𝗮𝘁𝗲𝘀𝘁 𝗿𝗶𝘀𝗸𝘀 𝗮𝘁 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗶𝗺𝗲.

A question worth asking in your business today:

𝗜𝗳 𝘆𝗼𝘂𝗿 𝗯𝗶𝗴𝗴𝗲𝘀𝘁 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗰𝗮𝗹𝗹𝗲𝗱 𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄 𝗮𝗻𝗱 𝘀𝗮𝗶𝗱 𝘁𝗵𝗲𝘆 𝘄𝗲𝗿𝗲 𝗹𝗲𝗮𝘃𝗶𝗻𝗴, 𝘄𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝗵𝗮𝗽𝗽𝗲𝗻 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀?

If you know a business owner whose business relies heavily on one or two customers, share this with them.

23/08/2026

𝗬𝗢𝗨’𝗩𝗘 𝗛𝗜𝗥𝗘𝗗 𝗣𝗘𝗢𝗣𝗟𝗘. 𝗦𝗢 𝗪𝗛𝗬 𝗔𝗥𝗘 𝗬𝗢𝗨 𝗦𝗧𝗜𝗟𝗟 𝗗𝗢𝗜𝗡𝗚 𝗧𝗛𝗘𝗜𝗥 𝗝𝗢𝗕𝗦?

You hired people because the business needed to grow beyond what you could do yourself.

But now you're checking everything.

Correcting the work.

Answering every question.

Making every decision.

And eventually you think:

“It would be quicker if I just did it myself.”

Maybe it would.

Today.

But if you keep taking the work back every time something isn't done exactly as you would have done it, you'll eventually build a team that waits for you instead of thinking for themselves.

The answer isn't to stop checking.

It's to change how you manage.

𝗜𝗻𝘀𝗽𝗲𝗰𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗲𝘅𝗽𝗲𝗰𝘁.

Set a clear expectation.

Define what a good outcome looks like.

Give someone responsibility and the authority they need to deliver it.

Then inspect the result.

If it's wrong, don't automatically take the job back.

Ask why.

Was the expectation unclear?

Was the process wrong?

Was training missing?

Did they lack the authority or information they needed?

Or is it genuinely a performance issue?

Fix the cause, not just the outcome.

Then let them do it again.

𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗶𝗼𝗻 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗺𝗲𝗮𝗻 𝗹𝗼𝘀𝗶𝗻𝗴 𝗰𝗼𝗻𝘁𝗿𝗼𝗹.

𝗜𝘁 𝗺𝗲𝗮𝗻𝘀 𝗺𝗼𝘃𝗶𝗻𝗴 𝗳𝗿𝗼𝗺 𝗱𝗼𝗶𝗻𝗴 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 𝘁𝗼 𝗺𝗮𝗸𝗶𝗻𝗴 𝘀𝘂𝗿𝗲 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 𝗴𝗲𝘁𝘀 𝗱𝗼𝗻𝗲.

A question worth asking in your business today:

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗽𝗲𝗼𝗽𝗹𝗲, 𝗼𝗿 𝗮𝗿𝗲 𝘆𝗼𝘂 𝘀𝘁𝗶𝗹𝗹 𝗱𝗼𝗶𝗻𝗴 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 𝘆𝗼𝘂 𝗵𝗶𝗿𝗲𝗱 𝘁𝗵𝗲𝗺 𝘁𝗼 𝗱𝗼?

If you know a business owner or manager who's struggling to let go without losing control, share this with them.

22/08/2026

𝗖𝗨𝗦𝗧𝗢𝗠𝗘𝗥𝗦 𝗞𝗘𝗘𝗣 𝗔𝗦𝗞𝗜𝗡𝗚 𝗙𝗢𝗥 𝗔 𝗕𝗘𝗧𝗧𝗘𝗥 𝗣𝗥𝗜𝗖𝗘.

So you discount.

Then your competitor discounts.

Then you discount again.

Eventually everyone is selling essentially the same thing and fighting over who can make the least money doing it.

But here's the uncomfortable question:

𝗪𝗵𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘁𝗵𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗰𝗵𝗼𝗼𝘀𝗲 𝘆𝗼𝘂?

If your answer is quality, service, experience or competitive pricing, there's a good chance your competitors are saying exactly the same thing.

When customers can't clearly see the difference between two businesses, price becomes one of the easiest ways to compare them.

So before cutting your price, strengthen the reason to choose you.

Ask yourself:

What do we do noticeably better?

What frustration do we remove for our customers?

What risk do we reduce?

What result do we create that actually matters to them?

What can we offer that is difficult for competitors to replicate?

And most importantly:

𝗖𝗮𝗻 𝗮 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗮𝘁 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝗶𝗻 𝟯𝟬 𝘀𝗲𝗰𝗼𝗻𝗱𝘀?

Because value that exists only inside your business isn't enough.

Your customer needs to see it.

𝗜𝗳 𝗽𝗿𝗶𝗰𝗲 𝗶𝘀 𝘁𝗵𝗲 𝗼𝗻𝗹𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝘁𝗵𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗰𝗮𝗻 𝘀𝗲𝗲, 𝘆𝗼𝘂’𝗿𝗲 𝗶𝗻 𝗮 𝗿𝗮𝗰𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗯𝗼𝘁𝘁𝗼𝗺.

A question worth asking in your business today:

𝗜𝗳 𝘆𝗼𝘂𝗿 𝗽𝗿𝗶𝗰𝗲𝘀 𝘄𝗲𝗿𝗲 𝟭𝟬% 𝗵𝗶𝗴𝗵𝗲𝗿 𝘁𝗵𝗮𝗻 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀, 𝘄𝗵𝗮𝘁 𝗿𝗲𝗮𝘀𝗼𝗻 𝘄𝗼𝘂𝗹𝗱 𝗮 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗵𝗮𝘃𝗲 𝘁𝗼 𝘀𝘁𝗶𝗹𝗹 𝗰𝗵𝗼𝗼𝘀𝗲 𝘆𝗼𝘂?

If you know a business owner who's constantly being pressured on price, share this with them.

21/08/2026

𝗬𝗢𝗨’𝗥𝗘 𝗪𝗜𝗡𝗡𝗜𝗡𝗚 𝗧𝗛𝗘 𝗪𝗢𝗥𝗞. 𝗕𝗨𝗧 𝗔𝗥𝗘 𝗬𝗢𝗨 𝗖𝗛𝗔𝗥𝗚𝗜𝗡𝗚 𝗘𝗡𝗢𝗨𝗚𝗛?

The phone rings.

The quotes are being accepted.

Customers are saying yes.

Everything looks good.

Except you're working harder than ever and the numbers still feel tight.

The problem might not be how much you're selling.

𝗜𝘁 𝗺𝗶𝗴𝗵𝘁 𝗯𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂’𝗿𝗲 𝗰𝗵𝗮𝗿𝗴𝗶𝗻𝗴.

A lot of businesses set prices based on what competitors charge, what they think customers will accept, or what they've always charged.

But your costs change.

Salaries increase. Suppliers increase prices. Fuel goes up. Software gets more expensive. Customers demand more. The time required to deliver the work changes.

Yet the selling price often stays exactly where it was.

Then comes another trap.

A customer pushes back on price, so you discount.

You win the work.

But you've potentially won revenue while giving away the profit.

Take a hard look at what you're selling.

What does it actually cost you to deliver?

How much time does it consume?

What happens to your margin when you discount?

When did you last review your pricing?

And are you charging for the value you create, or simply trying to be cheaper than the next business?

𝗬𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘄𝗶𝗻 𝗲𝘃𝗲𝗿𝘆 𝗱𝗲𝗮𝗹.

You need to win the right deals at a price that makes them worth doing.

𝗔 𝘀𝗮𝗹𝗲 𝘁𝗵𝗮𝘁 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗺𝗮𝗸𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝗺𝗼𝗻𝗲𝘆 𝗰𝗮𝗻 𝗸𝗲𝗲𝗽 𝘆𝗼𝘂 𝗯𝘂𝘀𝘆 𝘄𝗵𝗶𝗹𝗲 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗵𝘂𝗿𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀.

A question worth asking in your business today:

𝗜𝗳 𝘆𝗼𝘂 𝘄𝗲𝗿𝗲 𝘀𝗲𝘁𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗽𝗿𝗶𝗰𝗲𝘀 𝗳𝗿𝗼𝗺 𝘀𝗰𝗿𝗮𝘁𝗰𝗵 𝘁𝗼𝗱𝗮𝘆, 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝘀𝘁𝗶𝗹𝗹 𝗰𝗵𝗮𝗿𝗴𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂’𝗿𝗲 𝗰𝗵𝗮𝗿𝗴𝗶𝗻𝗴 𝗻𝗼𝘄?

If you know a business owner who's incredibly busy but never seems to make enough from the work, share this with them.

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