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Rewarding Half Done Jobs

Half a marathon is not worth flaunting when the world has plenty of 26.2 miler finishers.

I saw this bumper sticker the other day and I could not help but laugh. What is the point? We all see the 26.2 stickers marking the accomplishment of running a marathon. Does half a marathon really deserve similar branding to elicit some kind of respect or praise? That's like having a sticker that says, "My daughter is a C student at Mediocre Elementary."

Now don't get me wrong. I just finished the Austin Half Marathon. It was a great time. It's a small accomplishment from anything I have done in running, including running the Boston Marathon over ten years ago. Neither one has me flashing a bumper sticker. They fall short.

In my own pursuits, I want to always be mindful of progress and success, effort and results. Looking for recognition too early is cheap praise which undermines true winning. Don't sell yourself short. Think 26.2.

How AI Is Changing What Operators Actually Do

Everyone is talking about AI. Most of the conversation is about the wrong things. Founders are asking whether AI will replace their team. Executives are evaluating tools. Consultants are repackaging old frameworks with new labels. The more important question is simpler: what does AI change about how you run your

What Founders Get Wrong About Scaling Operations

Every founder hits the wall eventually. The business is growing. The team is bigger. Customers are demanding more. And the systems that got you here — the informal ones, the ones that lived in your head and your early team's instincts — are starting to crack. The instinct is to

What a Fractional Executive Actually Does

Most founders have heard the term. Fewer understand what it actually means in practice. A fractional executive is a senior leader — CEO, COO, CRO — who works with your company part-time or on a defined engagement basis. Not a consultant who delivers a report and leaves. Not an interim executive

When Growth Stalls

You hit a number and then you stopped hitting it. The pipeline looks similar. The team hasn't changed much. You're doing the same things that worked before. But the results aren't there — and you can't quite put your finger on why. This

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How AI Is Changing What Operators Actually Do

What Founders Get Wrong About Scaling Operations

What a Fractional Executive Actually Does

When Growth Stalls