February 25, 2026
The board says it's time for a real CFO. The company isn't ready — or it's already too late. The wrong CFO at the right time can work. The right CFO at the wrong time almost never does. Here's how to find the window.
March 2, 2026
Your best CFO will eventually become your wrong CFO. Not because they declined. Because the company changed around them. Growing companies don't need a CFO — they need a sequence of CFOs, each calibrated for a different phase.
March 4, 2026
The title was Chief People Officer. The first assignment was fixing payroll. The title reveals what the CEO aspires to, not what the company needs. This is a calibration problem disguised as branding.
March 6, 2026
He bought an F1 team for £1. Nine months later, he won the World Championship. The resourced leader can sustain. The constrained leader must sequence. Most companies hire Ferrari leaders for Brawn conditions.
March 9, 2026
Companies hire titles for the company they want to be, not the one they actually are. The symptom tells you the role. If deals aren't closing, you need a VP of Sales — not a CRO building infrastructure nobody is ready for.
March 11, 2026
Ferrari had the fastest car. They lost the championship because the organization couldn't execute. One mistake is a driver error. Repeated mistakes are an organizational system. Before you replace talent, diagnose the architecture.
March 13, 2026
Companies hire marketing titles for the company they want to be, not the one they are. The symptom reveals the role. If output is weak, you need a VP of Marketing. If the narrative is unclear, you need a CMO. If growth stalls despite both, you need a CGO.
March 17, 2026
A founder cannot hire a COO to take over operations they still use to prove their value. Companies don't lose COOs because the COO role is hard. They lose them because authority was promised formally and withdrawn informally.
March 18, 2026
Great closers optimize for personal wins. Great sales leaders build systems that win without them. Those are different calibrations, and the skills that make top sellers aren't the skills that make sales leaders. Promoting one doesn't guarantee the other.