wish at that stage i understood the framework for the core processes that would later drive my company so that as i build i had a framework to aim at or replicate. even as i go through the launch of the den i want to begin with the end in mind of the departments and process champions that we will soon need in order to make it healthy, sustainable etc othewise the urgent seems to take precedence over the important but big impact may be lacking for sustainable growth drinking my own koolaid as i write this

it really comes down to strategically planning out the big "rocks" as EOS talks about https://youtu.be/xWQWYYDBl7o?si=jB7wh6h0JlR6G8jd

@Jon Karmazyn waiting on the gmeet to finish and we will upload I may switch the link to skool’s native hosting call because it will eliminate the goober host missing admitting guests

I'd love to show you how we are using Fleetio for this. Not a perfect inventory system but great for the rigs. there are better inventory only software but we're getting enough out of its parts category to manage inventory

is your conv rate what my team calls close ratio? and rev win the % of the total opportunity closed for instance in baseball terms, close ratio is batting average and opportunity like OPS like you can hit all the singles in the world but if you drive in runs with double and triples and homers (miss all the big opportunity) you can have a high batting average but not score as many runs is that what you are measuring here?