Practical notes on work, leadership, and getting things done.
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A new pistol doesn't reset a reputation. SIG's P385 may prove a very good pistol, but it enters a market that remembers the P320. What SIG needs now is customers who believe it will tell them early, protect them first, and fix it completely.
Notes on Cal Newport, pseudo-productivity, and Lucas Botkin walking away from T.REX ARMS.
The products most worth closing often aren't losing money. They're taxing your people, focus, and core. A five-part framework for deciding what to stop.
Are you an asset to the organization when problems arise?
AI isn't a corporate initiative. It's a personal skill every executive has to build, and nobody can do it for you.
Their role is to flag every risk. Yours is to decide which ones to take.
The skills that start a company are not the skills that scale it.
Revenue is easy to flaunt. Profit is harder to explain — and that's exactly why most gurus won't talk about it.
Most workplace communication fails not because of the tools — but because of how we use them. "Let me know your thoughts" is not a close. It's a postponement.
You know you're a problem solver when your bosses stop going to your peers and make you the de facto person for almost everything. This is a two-edged sword—and why organizational fit matters more than you think.
The next time an expert tells you AI is taking all the jobs, remember this: it's far more likely the economy is struggling and businesses are bleeding out. We'd all rather be told it's about technological advancement than face the reality of poor management and a stagnant economy.
A Regional Sales Manager turned a simple equipment purchase into an obstacle course. Here's what high-effort sales processes cost you—and why eliminating friction is the only sales strategy that matters.