Earlier I’ve written around the skill of operating at different levels of the business – one minute taking a call with a customer around a particular initiative, the next minute planning your goals for the next three years. The human mind is more geared towards focusing on the near term, what’s right under our nose- which is why we’ve taken a concerted effort to try and operate at a higher level.
Historically, our business was more focused on serving individual professionals and small teams. While we had the opportunity to serve a number of larger enterprises, periodic attempts at scaling acquisition efforts yielded little result, causing us to retreat to what we were really good at.
A little more than a year ago, we were able to pull up at a higher level and realize that our best path forward to building a successful business was spending more effort servicing our larger customers, which had continued to see organic growth – regardless of previous challenges. Our previously-core line of business is still relevant – individuals and teams are, more often than not, how we get introduced to larger partners. However, the primary charter was less on growth and more on stability in order to continue serving individual professionals.
A year later, it turns out to have been the best decision for the business. That has, of course, caused us to retool many parts of our business, from our messaging all the way up to my own role as CEO.
More on that later.