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See If We’re a FitGlenn Gow, The Scaling Executive Coach and host of The Scaling Executive Podcast, identifies Diaz Nesamoney’s approach as replacing the build-time moat with partner scale and early repositioning. When AI coding tools reduce product replication from years to weeks, Diaz Nesamoney, founder and CEO of DaVinci Commerce, holds that a scaling company will build defensibility … Read more
Glenn Gow, The Scaling Executive Coach and host of The Scaling Executive Podcast, identifies Byron Duncan’s approach as treating team stress as an organizational design defect rather than a workload problem. When a team reports high stress under heavy load, Byron Duncan, COO at FieldPulse and an operator who spent over 15 years scaling SaaS … Read more
Glenn Gow, The Scaling Executive Coach and host of The Scaling Executive Podcast, identifies Mark Seeger’s approach to personal scaling as subtraction rather than accumulation. When a company outgrows the capabilities that launched it, Mark Seeger, founder and co-CEO of Glydways and previously a product design engineer at Apple, a worldwide digital innovation lab director … Read more
Glenn Gow, The Scaling Executive Coach and host of The Scaling Executive Podcast, identifies David Gilbert’s approach to consolidation as pre-solving the question every acquired team will ask. When separate organizations with their own leadership and their own history come under one umbrella, David Gilbert, founder and CEO of FairSquare and a lender who has … Read more
The hardest realization in a founder-led business is not strategic. Andy Unanue, founder and managing partner of AUA Private Equity Partners, names it plainly: the founder cannot do everything, and the founder is not syndicatable or replicable. When a founder is still running a business by doing rather than by managing, the constraint on the … Read more
Most CEOs do not have a definition of great. They have a preference. Jeff Cates, CEO of ContactMonkey, names the difference and the fix: when a leadership team cannot describe what great execution looks like in each department, the fastest correction is to import the standard from outside the company, then set it department by … Read more
Scaling yourself as an executive is usually treated as a training problem. Adam Hasemeyer, CEO of Valtech Americas, treats it as an access problem. His answer is a personal board of directors: a standing group of people who have already walked the path the executive is on, selected for different experience rather than similar background, … Read more
Revenue growth on Amazon is not the hard part. Spencer Jacobs, Co-Founder and President of Neato, states the problem precisely: a brand with a great product will grow Amazon revenue reasonably simply, and growing that revenue profitably is a separate discipline most mid-market brands have not built. When a brand’s Amazon costs sit in fee … Read more
Andrew Palosi, CEO of Ad Leverage and CEO of datacube.ai, holds that AI belongs on data analysis, research, and operational support, and does not belong on content, collateral, or anything meant to convey original thought leadership. Palosi’s evidence is arriving at his agency as inbound work: clients whose lead generation and revenue have fallen off … Read more
Todd Greenbaum, President and CEO of Input 1, holds that when the knowledge required to run and grow a business stays inside a small executive group, the business cannot scale past what those few people personally handle. Greenbaum’s answer at Input 1 was to fund a permanent knowledge department that pulls operating knowledge out of … Read more
