Strategy and growth for founder led lower-middle companies
Growth at this size is won through focus, simple plans, and steady execution. The answers below are short and practical. Follow the links for deeper guides when you need them.
Questions and short answers
How do I set a clear three year strategy without losing focus this quarter
Pick three outcomes for the next three years that tie to value creation. Translate each outcome into one target for the next four quarters. Review progress every month. Keep a list of ideas that are not for this quarter and revisit it on a fixed cycle.
Read the full guide
What is a healthy growth rate for a 5 to 50 million company
Set a rate that protects margin and cash. Many firms target mid teens to mid twenties growth with positive cash flow. The right answer depends on your market, capacity, and pricing power. Build a base case, an upside case, and a downside case.
Pick the right growth rate
How do I choose between organic growth and acquisitions
Compare on three things. Time to impact, certainty of results, and risk to culture and cash. If your core offer can still expand with better pricing, cross sell, and new channels, start there. Use acquisitions to fill clear gaps in capability or market access.
Organic versus acquisitions
When should I narrow our focus to one core offer
If one offer drives most profit and has room to grow, concentrate there. Remove or shrink offers that distract sales and delivery. Say yes to custom work only when it teaches you something that many customers will buy later.
Find and focus the core
How do I decide what to stop doing that still brings in revenue
Score each offer on margin, strategic fit, and strain on the team. If an offer drags margin and blocks growth of the core, plan a clean exit with clear timelines. Replace the lost revenue through price and mix, not volume alone.
Prune revenue to grow faster
What should be in a simple annual operating plan
One page with targets for revenue, margin, and cash. Three company objectives with owners and quarter by quarter milestones. A short list of the few projects that support those objectives. A budget that matches the plan.
Build the annual operating plan
How do I build an operating cadence that links strategy to execution
Use a weekly leadership meeting for issues and decisions, a monthly review for metrics and projects, and a quarterly reset for priorities. Keep agendas the same each time. Close each meeting with owners and due dates.
Design the operating cadence
Which metrics matter most to guide growth at this size
Track a short set. Revenue, gross margin, EBITDA, cash conversion cycle, pipeline value and win rate, net revenue retention, and on time delivery or service level. Pick the few that predict next quarter results.
Choose your executive metrics
How do I test a new market before a full entry
Run a staged test. Define one customer profile and one offer. Set a clear success line for demand and margin. Sell and deliver a small number of paid pilots. Use lessons to improve or to stop.
Test a new market
How do I plan capacity so growth does not break service
Map the path from a sale to cash. Find the current bottleneck. Set leading indicators for load and capacity. Add hours, add skills, or add tools before a bottleneck fails. Protect service levels during peak periods.
Plan capacity for growth
How do I prepare for mergers and acquisitions from a strategy view
Write a simple thesis that names the customer, the problem, and the capability you want to add. Build a short list of targets that fit the thesis. Plan integration before you sign any letter of intent.
Write your deal thesis
How do I run simple scenario planning
Pick the few variables that move results. Price, volume, cost, and hiring plan. Build three cases and the triggers that move you between them. Tie each case to a clear cash and hiring plan.
Use simple scenarios
How do I evaluate partnerships versus building in house
Score build, buy, or partner on speed, control, and lifetime economics. Partner when a specialist can open a market or lower risk. Build when the capability is strategic and improves valuation.
Choose build, buy, or partner
Related links
Last updated: August 27, 2025
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