When gut feel is no longer enough

When gut feel is no longer enough

The bigger your business gets, the less of it you'll ever see with your own eyes again. Instinct only works on what you can personally observe. Once you can't watch it all yourself, some of what matters gets filtered before it reaches you, tidied up before you see it, or quietly lost to rework and discounting on jobs you're not involved with. Some of that costs you before you see it – a customer's payment terms drift or renewal doesn't happen, margins shrink due to rework or delays, salespeople discounting because they’re dealing with the wrong prospects. This episode explains what's required to support your instinct and keep you in control as your business grows (hint: it’s not another report, or more hours watching everything yourself). It's about how you make the shift from inspecting the business to deciding what needs your attention. Press play now.

Why nothing in your business ever quite sticks, and the rhythm that fixes it

Most owners can name every project they’ve started in the last two years. The systems upgrade went in. The new product launched. The bottleneck hire is in post. On paper, everything delivered. But is the business meaningfully different than it was two years ago. For may, in practice, the business looks much the same – similar performance, similar problems, similar Sunday-evening dread. This episode names the structural pattern doing that to businesses, and the single design choice that turns activity into delivered change. Research shows that businesses that make the change deliver nearly 20% annual profit versus 12.5% for those who don’t. On a £10m business that's £750,000 a year. Every year you don't fix this.

What it actually costs to be your own salesperson

The owner is the best salesperson in the business. That's how it got to where it is. It's also why it can't get any bigger, why the pipeline runs like a sine wave, and why a buyer one day will offer you significantly less than you think the business is worth. Being the best salesperson works beautifully for a while. The owner understands the buyer's problem better than anyone in the business, walks into the room with credibility a hire can't easily replicate, and closes deals nobody else could. Until they run out of capacity. Then the hiring starts. And then the firing starts. Most owners conclude, after the second or third attempt, that salespeople are useless and go back to doing it themselves. They're wrong about why it keeps happening. The hires aren't the problem. Three specific things weren't in place before they started with you - and one of them is the belief most owners struggle to say out loud, even to themselves. Name those three things and the next hire stands a chance. Skip them and the merry-go-round keeps spinning, the pipeline keeps running up and down the page, and one day a buyer arrives and prices in everything you didn't fix. If you own an engineering, manufacturing or complex B2B business in the £2m–£15m range and you're still the sales engine, half an hour now will tell you which of the three you've been missing, why your last hire failed even though they looked perfect on paper, and -  more usefully - what the fix actually is. It isn't another recruitment round. It starts somewhere most owners would never think to start, and the owner's own selling gets sharper as a side effect. Press play now.

Client Concentration Problem

What Client Concentration Actually Is Most business owners know client concentration is a risk. Fewer can tell you what the threshold actually is — or why the percentage is the wrong thing to focus on. In this episode, Richard McMullan breaks down what client concentration means in practice: where the 15% guideline comes from, why the real threshold depends on your margins and business model, and the single question that cuts through the noise and tells you whether you actually have a problem. If you're not sure how exposed your business is to your biggest client, this is the place to start.

Early warning sign your business will trap you

From the outside, the business looks successful – multi-million sales, decent profits, loyal customers and team. On paper, it’s doing exactly what it’s supposed to do. And if you’d asked the owner five or ten years earlier what they were trying to build, this is probably very close to what they had in mind.  Most owners would expect, at that point, for things to start to feel easier, less stressful, more freeing.  Because, as the business grows, as the team improves, as the processes mature, and you break through the £10m mark, you’d expect the weight to come off. You’d expect to be less involved in the day-to-day. Less pulled into problems that shouldn’t need you anymore.  That’s the expectation. And in a small number of cases, that is what happens.  But for many owners, it doesn’t feel like that at all. Yes, they’re making good money. They’ve got the lifestyle and toys to go with it. From the outside, everything looks fine and people envy them for it. But alongside that, there’s something else running underneath it.