Practical thinking on operations, leadership, systems, AI, customer experience and making growing businesses easier to run.
Work with meGrowth can turn the founder’s knowledge into the business’s biggest operational bottleneck. The challenge is building an organisation that can operate without everything travelling through one person.
Read articleThere is a stage where a business is clearly growing, but the way it operates internally hasn't quite caught up. That's where much of the interesting operations work begins.
Scaling a support team isn't simply about adding more people. The operation around those people has to grow with them.
Founder dependency often develops for perfectly good reasons. The challenge is helping the organisation evolve when the business becomes too large for everything to keep flowing through one person.
A busy team isn't necessarily an effective one. Good operations should create more capacity as the business grows, rather than simply giving people more work to absorb.
The best operational work is often almost invisible. When the systems are working properly, people spend less time thinking about the machinery of the business and more time doing the work.
Customer support isn't just where problems get handled. It can be one of the best places to understand how the rest of a business is actually working.
Operational problems are often symptoms of something else. The useful starting point is understanding how work actually moves through the business.
AI can create real operational capacity, but only when businesses understand the work they're trying to improve first.