Most construction businesses don’t fail to grow beyond £2–5m because of the market. They stall because the business outgrows the founder. At this level: • Informal systems stop working• Every decision still sits with the owner• Turnover rises, but control weakens It’s the awkward middle stage, too big to run casually, too founder-dependent to scale properly. If you’ve been at this point (or are there now): What actually felt like the constraint in your business? Leadership? Cash flow? Letting go? Something else? I’ve written a full breakdown of why this happens and what needs to change to move beyond it. If you’re serious about scaling properly, I’d strongly recommend reading it. Read the blog here And once you have, I’d love to know what part resonated most with you?

It’s not a very big deal to build a company. The toughest part is building a reputation that people actually love and trust. For that, you only need to answer one thing, what does your company really stand for? If you can’t answer that clearly, or if your answer is very generic and sounds like what most companies are already saying, then you don’t really have personal branding. You just have a business. Branding isn’t about your logo or your website. It’s about what people associate with your name. So again, what problem do you want to be known for solving? Take a moment, think it through, and share it in the comments.

I just launch my ecommerce store today. I don’t know if I’ll get sales immediately, but I’m ready to figure it out. I know there will be mistakes, wrong moves, and things I haven’t thought of yet—and that’s okay. Right now, I’m focused on learning, testing, and improving. Every click, every tweak, every decision matters. I take it seriously, but I’m not pretending to know everything. If you’ve launched a store before, I’d love to hear: what’s one thing you wish you had known on day one?

Most annual kick-off meetings follow the same pattern. Leaders share the vision and targets for the year, departments present their plans and everyone leaves knowing what the goals are. What’s missing is the bridge between the annual goal and how the business actually runs day to day. That’s why, a few months later, teams are busy but not necessarily moving the plan forward. Here’s a better structure. Start with one clear annual outcome. One result the business must deliver. Translate it into quarterly outcomes. Each quarter answers one question. What must be true by the end of this quarter for the annual goal to stay on track? Then design weekly execution. What decisions, actions and metrics will move that quarterly outcome forward every single week? Finish with a review rhythm. What gets reviewed weekly. What gets reviewed monthly. And how adjustments will be made when reality doesn’t match the plan. Share in the comments! What have you implemented in your annual kick-off that actually works for you?And if you’re honest, what’s one thing you could change this year to make it more effective? If you’re rethinking how your annual plan turns into real execution, we’re unpacking this exact structure in our free webinar. We’ll walk through how business owners translate annual goals into quarterly focus and weekly decisions that actually stick, without adding more complexity. Link to join the webinar: https://consultingmasterclass.webinargeek.com/the-founder-framework-to-10x-your-growth-in-2026?cst=es