Every leadership team wants more speed. Faster decisions. Faster execution. Faster growth. But speed without clarity creates chaos.

What most teams really need isn’t acceleration—it’s alignment. And alignment starts with how you think.

AI gives leaders a way to think faster than ever before. Not by replacing judgment, but by clearing the friction between a question and an answer. When used well, it sharpens focus, accelerates learning, and turns decision-making into a shared muscle.

Every leader I’ve worked with this year falls into one of two groups when it comes to using AI.

Both are smart.

Both are curious.

But only one group is getting exponential results: The Amplifiers

In the beginning, heroics are what keep the company alive. You make things happen by sheer force of will.

Every client, every deal, every system runs through you — and that works, until it doesn’t.

Eventually, the business gets too big for one person to carry. The fires get hotter. The wins feel smaller. You spend more time managing chaos than building value.

And you start to realize: the problem isn’t effort. It’s structure.

You don’t need more heroics. You need a system that doesn’t depend on them.

Most CEOs protect cash like their life depends on it.

They track revenue weekly. They review margins monthly. They monitor cashflow like it’s oxygen.

But here’s the truth: the most important resource in your business isn’t financial capital. It’s mental capital. 

There’s this unspoken myth among founder CEOs that being exhausted is just part of the job. That if you’re not constantly grinding, you’re somehow falling behind. I call BS on that.

Ever catch yourself in a conversation where you're just waiting for your turn to talk? You nod along, maybe throw in a “yeah, totally,” but really, your brain is working overtime crafting that perfect response—the one that makes you sound insightful, witty, or just plain smart.

We've all been there.

The One Big Beautiful Bill Act (OBBBA) is projected to add another $3 trillion to the national deficit by 2034 (the current deficit is $1.7 trillion). Some sources claim that the bill will “slash the deficit”, but for this post, let’s assume there will be an increase. Here’s how it might play out and impact business growth: 

When government debt grows, it can trigger an increase in interest rates.
Higher interest rates make mortgages, credit cards, and business loans more expensive.

You’re growing—but it doesn’t feel good. Revenue’s up, maybe even profit too. But behind the scenes? You’re tired. Your team’s stretched. Culture’s gotten weird. And if you’re honest, you don’t love the company the way you used to.

If you’re the founder or CEO, here’s a quick gut check:

• Are you still the chief problem solver in your business?

• Do all roads lead back to you for decisions, approvals, or firefighting?

Employee confidence just hit rock bottom. On March 11th, Glassdoor released the results from their latest Glassdoor Employee Confidence Index (GECI). Only 44.4% of employees have a positive outlook on their company’s next six months—the lowest level since Glassdoor started tracking in 2016. The lowest ranking industries are Retail & Wholesale, Restaurant & Foodservice, and Government employees, all coming in at just above a 38% positive outlook. 

Tis the season of quarterly planning meetings and setting priorities for the future. In the past few weeks, one recurring theme that stands out from the quarterly offsites I’ve been part of the last month: the clarity and execution of quarterly priorities (or Rocks, depending on the framework you use). For simplicity, I’m sticking with "Rocks" here.

In these offsites, everyone nods in agreement: "Yes, these Rocks are critical!" And yet, by mid-quarter, teams start drifting.

You can have the best strategy in the world, the sharpest financial model, and a team of A-players—but if your leadership frequency is off, your company will feel it.

Most CEOs focus exclusively on external levers for growth: market trends, competitive positioning, operational efficiency. But the human side of business—the emotions, beliefs, and unspoken energy a leader carries—plays an equally powerful role in determining whether a company scales or stalls.

We’ve all been there. Stuck. Hovering over a decision, running the same options through our heads like a broken record. Maybe waiting for some sign or an easier path forward. Sound familiar?

Scaling a company is exhilarating, but for alot of CEOs, the journey comes to a screeching halt once the business reaches a growth plateau (aka: “The Valley of Death”).

High-performing teams are the cornerstone of innovation, efficiency, and sustained success. However, fostering these teams requires deliberate strategies that address both individual strengths and collective dynamics.

Industrial companies face unique challenges that stem from the deeply rooted culture of the industry, legacy systems, and traditional expectations. These organizations often operate within environments that value consistency, reliability, and adherence to established norms.

In the whirlwind of scaling a business, it’s not uncommon to feel the soul of your company slipping away. This doesn’t happen overnight—it’s a gradual process that can stem from rapid growth, market pivots, or even leadership changes.

Are you considering implementing Scaling Up or EOS in your business? Not sure which is right for you? This article gives a realistic comparison of Scaling Up Vs EOS.

As a CEO, you’re the leader of your organization, responsible for driving growth, setting vision, and making key decisions. But as companies place a growing emphasis on mental health and employee well-being, many CEOs find themselves in an unexpected role: the de facto therapist for their teams.

As a founder, few things are as thrilling as watching your company grow from an idea into a thriving entity. But if you’ve been at it long enough, you may encounter a point where growth slows, your energy stalls and the path forward feels steep and uncertain— “The Wall.” This could manifest as a “growth wall,” where scaling seems exponentially more complex, or an “energy wall,” where the excitement that once fueled your work has dimmed.