Why Constant Changes Kill Growth

Every manual change in a business causes an immediate 20 % revenue drop.

Whether the change succeeds or fails, the act of changing processes that involve humans guarantees short-term loss.

Why: Teams need time to learn and stabilize; confusion and re-training create friction that directly hits top-line revenue.

"whenever you make a change in the business, my estimation is that we see about a 20% decrease in revenue as a result of a change"

Only pursue initiatives that promise at least a 20 % upside to offset the guaranteed 20 % cost of change.

Use ICE (Impact, Confidence, Ease) to score ideas; ignore anything that cannot credibly return 20 % or more.

Why: The expected value must exceed the fixed cost of disruption or the change is mathematically unjustified.

"I need to see at least a 20% bump, or believe I can see a 20% bump from any implementation that I'm going to run, or I'm not going to take the guaranteed 20% loss"

Some problems must stay broken; fix only the 1-3 highest-leverage items.

After each change, the entire playing field shifts—new resources and new problems appear—so long lists become obsolete.

Why: Serial changes compound the 20 % dips; limiting change preserves compounding gains from specialization and rhythm.

"some shit stays fucked"

No-change environments still yield 2-3 % organic growth through specialization and comfort.

Salespeople get better, CS reps find rhythms, and employees naturally optimize their tasks when left alone.

Why: Specialization of labor and reduced cognitive load produce steady incremental gains without managerial intervention.

"if you change nothing... you'll have something usually that's in like the, like a 2 to 3% increase, that happens pretty much no matter what"

Novelty is an addiction entrepreneurs must fight daily.

Founders gravitate to new, easy projects instead of confronting the hard, limiting constraints that actually cap scale.

Why: The dopamine hit from launching something new masks the deeper, harder problems that unlock real value.

"it's almost like an addiction for entrepreneurship. It's like we like to do new things. And also like addiction, you just have to fight it every day"

High-skill, high-ticket service firms become valuable because they are supply-constrained, not demand-constrained.

Resist productizing into low-ticket offers; scarcity of elite talent makes the firm more sellable at premium multiples.

Why: Buyers pay for durable cash flows and barriers to entry; commoditized low-touch services erode both.

"it is easy to sell high-end professional services if you are good at what you do. It is hard to find other people who are good"

Service businesses that generate cash today rarely need outside capital.

Negative cash-flow cycles (sell then deliver) mean you can fund growth from deposits or prepayments instead of equity.

Why: Giving away equity for one deal’s worth of cash destroys long-term value when the business can self-fund.

"you have deals that are worth 500 grand... why would I give a chunk of the way of the company to have somebody who's permanently going to be involved in my business for the cost of one deal?"

Use organic content as free ad testing, then scale winners with paid spend.

Post value-driven content repeatedly; the top performers become the exact ads you run, now proven to resonate.

Why: Organic reach provides cheap data; once a hook is validated, paid amplification lowers acquisition cost.

"I just see it as free testing... you post as many times as you want... these ones outperformed, great, now I'll make these into ads"