Writing
Most of what goes wrong in a service business goes wrong quietly, somewhere between the estimate and the invoice. This is writing about that part: scoping, contracts, utilization, getting paid, and the habits that keep a shop from depending on one person's memory. It comes from twelve years running an agency and the years since spent fixing other people's. Newest first, one list. Filter by tag if you came for one thing.
What does a fractional COO actually do?Read the guideNo articles use this tag yet. View all articles.
Fixed fee, hourly, or value priced, your cost is still hours. Why the income statement can't tell you what a project cost, what twelve years of tracking showed me, and four rules that make the data worth keeping.
If the same failure keeps showing up with different people, it’s process. If it follows one person everywhere, it’s people. Here’s the test.
Ask about budget first, not third. Here’s how to get a real number out of a prospect who won’t give one.
Specific deliverable counts feel responsible. They’re actually a trap. Here’s what to do instead.
Scope creep rarely starts in the middle of a project. It starts before discovery, when nobody defined what the engagement actually covers.
Not strategy decks. Not assessments. Here's what the first month looks like when the goal is to actually fix something.
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