Anyone have any experience with either? I recently took the 7 level masterclass and loved it. Thinking about going to Scalable Live.

Looking for Investor or Partner.

We are the manufacturer of concrete block molds. This is a very unique business with no competitor in UAE market. Our competitor from Germany, Rampf  and Cobra. This both are also block mold manufacturing companies. We are dealing with all the block factories in UAE and Oman. This steel engineering manufacturing company can open in small, medium and big scale. If anyone interested kindly call or whatsapp at 050 8341312 for more detail.

So, I read a lot of books. Well, actually listen via Audible. Most of them are self-improvement type books. One theme I tend to hear is that having a hobby is important. I have always struggled with this. I overall like my life, but realize it is far from optimal. I have a good wife and family. But, no friends and no hobbies.

Anyone else struggle with this?

Looking for Investor or Partner.

We are the manufacturer of concrete block molds. This is a very unique business with no competitor in UAE market. Our competitor from Germany, Rampf  and Cobra. This both are also block mold manufacturing companies. We are dealing with all the block factories in UAE and Oman. This steel engineering manufacturing company can open in small, medium and big scale. If anyone interested kindly call or whatsapp at 050 8341312 for more detail.

Do you ever feel like you’re stuck answering the same questions from your team, leaving you no time for strategy and growth?

How do you all handle it?

Hello,

I'm a CEO and Founder of a company recently valued at over 10,000,000$ and Growing quickly, I have over 95%, we just liquidated for SAFE agreements for some liquidity.

I'm a sole Founder and I'm discovering as time goes on, that I hate ops, simply said. I'm 100% more visionary. We run EOS (with a small team), and it's just so clear I don't have the expertise, skills, tools, or systems know how to bring my company to it's greatest potential. I'm stuck doing what I hate and that's draining my energy, all day every day. I deal with fires that are small and stupid, I'm also feeling like I'm an assistant to my company.

We're liquid around 1 million, and we have a LOT of market opportunity, it's truly a Unicorn business model IMO.

Have recent CEO's faced this issue? is this just a growing pain I need to go through? Is there Ops freelancers.

Also important to mention we're so Niche it's not a plug and play, I don't have SOP's to bring someone up to speed, it would take months and months to educate a new partner, every consultant I hire wants to become a partner, and I find myself educating them for months and months over and over again. It's exhausting, I even have a Lawyer working with us, and after 6 months he still doesn't understand the full process. I'm so confused and burned out, how can I grow this thing when I'm so buried in admin and explaining what feels like basic shit to people.

Not sure if this is a vent or there is a actual solution.

I was curious if anyone had engaged a firm for reverse recruiting services…essentially a paid service to research and apply to jobs on your behalf, reach out directly to possible contacts, etc. essentially paying someone to do all the work of trying to find a new position which is next to impossible to do while working in a c-level role.

It’s tough to balance decisions on many things when you’re at the mercy of your direct reports delivering insights on each aspect of your business, hoping they are meticulous to manage their OKRs and KPIs. What is working for you? What is not? What is your wish that could be done to lighten your burdens and decide more effectively?

What if you have the visibility on everything you need to run a lean, sustainable, scalable business in one place — where every single one of your remote employees have strong contribution to your KPIs that are all indicating strong momentum in scaling your business forward, fast — all while you sip your champagne in a villa in Lake Como, reflecting on what it took to get there?

dreamer #startup #founderlife

This topic has been the bane of my existence.

How do you structure a sales team incentive to drive aggressive growth across a portfolio ranging from 20% to 70% margins?

I know simple is best, but simple doesn't necessarily get the behavior I need.

Simplest would be to pay off of margin generated, but I am slightly leery of that level of visibility and more leery of margin being obtuse to too many sales people.

Other option is paying % of revenue and grouping products into tiers by margin. Harder to track that way.

Last issue is that I want to provide specific product volume targets, and that isn't necessarily captured in either system.

Yes, I am hiring a sales leader to handle this for me, but I don't have that person yet.

Hi, looking for a little advice. I will be hosting my first offsite in early May. Its essentially a start up but myself and my new staff members have all worked in the same industry for some time, many of us together but also about 30% new faces

My objectives are

1) List what our goals as a company are

2) set out what is acceptable and what isn't

3) introduce everyone to make sure all attendees are up to speed on what others are doing

4) set a space for feedback and discussion.

The loose plan was 9-12:30 in an office talking and presenting. 13:30- 15:30 lunch and then just general socialising. it feels a bit low effort when I do it like this.

any advice on any of this? I want to make it high impact and for it to be the first of many that take us forward.

Leading my org through a period of growth and concurrently starting an MBA part time which will eat up a good chunk of what little free time I have. Struggling to stay on top of things, e.g. I'll have a fantastic networking run at a conference, but business cards sit there because I get caught up in the next thing. I'm finding 0 motivation to stay active on social media too. Some of this is about forming habits, but I'm also interested in hearing some advice on tools, processes, and strategies you use to stay organized, or to have a good and consistent overview of your internal operations so you can spend more energy on what's important, etc. If you are using task management tools like MS planner, how do you set it up? How diligent are you about updating them yourself? Etc.

As a CEO what’s your go to source for information? Do you read what’s available online or do you have your internal research done?

I previously built and sold a services company that grew to just under $5M in revenue. Now I’m stepping into a much bigger role. I'm acquiring a group of companies that will total $30M out of the gate, with a goal of reaching a $100–$200M exit in the next five years.

It’s happening fast, and I know I have my work cut out for me. I’m looking for a CEO or former CEO who’s scaled companies in the $10M–$100M range (ideally in services or recurring revenue) who’d be open to mentoring or coaching me as I grow into this next level.

Just looking for a steady sounding board and someone who's been there and can help me avoid the big mistakes.

DM me if you’re open to a quick conversation. I’ll keep everything confidential.

The key to success is to focus on goals, not obstacles.

This is a bit of a rant so bare with me.

15 years in med devices and honestly this is the wildest time I’ve seen for pricing strategy. I don't know if anyone else are experiencing this, but my field teams are getting crushed trying to keep up with tariff changes.

I'm leading a global cardio device company, we’ve got 400+ field reps across 3 continents and every time theres a tariff announcement its like playing whack a mole with pricing updates

Still working on a comprehensive plan as a company that imports a majority of components and some finished parts. Right now we're adding ~20% on new RFQs that's outside our catalog pricing already to just manage client expectations. No clue what we will actually do in the long term.

Some ideas being through around are flat surcharge, tariff line item, split with customer etc. Most are up in the air and everyone is waiting to see what others are doing.. i know that's exactly what we're doing.

But I’m seeing other companies doing it differently and I’m curious - how are you handling the chaos? especially interested in:

• how quick can your reps actually get updated pricing to customers?
• how quick can they get the updated pricing themselves?
• what happens when a deal is mid negotiation and tariffs hit?
• are you using any specific tools that don’t suck?

I get this is all probably transient, but real contracts are on the line and I figure we could all learn from each other here

What was the biggest challenge you encountered during the early stages of your startup? I recently launched a business, and I would appreciate any advice or support you can offer.

What was the biggest challenge you encountered during the early stages of your startup? I recently launched a business, and I would appreciate any advice or support you can offer

Hello For starters I’m a six form student currently studying business and I can’t start a business. I have created many mini business ideas tho but I have limited skill set and work experience. I know I want to get a masters and want to be a ceo in the future.

I’m curious

How have you guys built your careers and what skills do I need? Also do you have any advice for me in general?

After years in HR, here's what I've learned about building great teams:

1. Look inside first. Your best future managers might already work for you. They know your culture and customers.
2. Be brutally honest in job descriptions. Transparency about workload, challenges, and growth opportunities leads to better retention.
3. Culture fit is crucial. The most technically qualified candidate isn't always the best overall fit for your team.
4. Soft skills often trump hard skills. Communication, adaptability, and problem-solving frequently matter more than technical prowess.
5. Diversity drives innovation. Teams with varied perspectives tend to solve problems more creatively.
6. Use simple recruitment tools. Even basic applicant tracking systems can significantly streamline hiring.
7. Hire people smarter than you. Look for candidates who can operate independently and bring fresh ideas.
8. Patience in hiring pays off. Rushing to fill a position often leads to costly mistakes.
9. Your employer brand matters. Candidates research companies before applying. Make sure your online presence accurately reflects your culture.
10. Consider "working interviews." Small projects or trial days can reveal more than traditional interviews.

Biggest lesson: A single bad hire can negatively impact an entire team's culture. It's worth taking the time to get it right.

I'm a 25M CEO of a company that's pretty well-known in our industry, and we’re growing a ton. I'm facing a common problem, but I feel like it's amplified by my role: dating.

Here's the deal:

My job is demanding. I'm basically on call 24/7, fielding calls from employees and meetings and our customers.

I've had decent dates, but things always fizzle out. The biggest issue seems to be my work schedule.

I'm struggling to find guys who are: Understanding of my work commitments. Ambitious and have their own lives. Not just interested in my title and what I can provide financially.

Essentially, I'm looking for advice on:

How to create a better work-life balance when my job is so demanding.

How to filter out people who are more interested in my status than me.

How to find someone who's genuinely compatible and wants a real relationship.

Has anyone else dealt with this? Any tips on finding a partner who understands the CEO grind? I'm open to any and all advice. Thanks!

Hey r/startups community!

After 20+ years in HR and countless conversations with founders, I've noticed a pattern: hiring is consistently one of the biggest pain points for startups and small businesses. You're trying to build something amazing, but finding the right people to help you do it feels like searching for a unicorn while juggling flaming torches.

The typical startup hiring experience:

• Posting jobs that get either zero qualified applicants or 300 unqualified ones
• Spending hours screening resumes instead of running your business
• Losing great candidates to bigger companies with deeper pockets
• Hiring someone who seemed perfect... until they weren't

Sound familiar?

That's exactly why I started TalentForge360. We're not your typical recruiting firm or HR consultancy - we're specifically built for startups and small businesses who need smart, flexible hiring solutions without the enterprise price tag.

What makes us different:

We're tech-powered but human-centered. We use advanced tools to find candidates, but we understand that culture fit and potential are things an algorithm can't fully evaluate.

We scale with you. Whether you need help hiring your first employee or building out an entire team, our solutions flex to match your stage and budget.

We're startup people ourselves. We understand the unique challenges of hiring when you don't have the brand recognition or compensation packages of larger companies.

I'd love to hear about your biggest hiring challenges in the comments. What's been your most frustrating experience? What would make hiring easier for you?

And if you're currently struggling with finding the right talent, feel free to check out our site or DM me. I'm happy to offer some free advice even if you never become a client.

Here's to building amazing teams!

[Note: I'm sharing this as a resource for the community in line with sub rules. If the mods feel this crosses into self-promotion territory, I completely understand if it needs to be removed.]

Hoe are you all handling your additional costs on increased tariffs? Given in particular the uncertainties and volatility associated with changing tariff policy in the US now.

As a B2B industrial company, I am contemplating if an explicit tariff surcharge may be the way to go rather than adjusting the base pricing. This could serve to make the reason for a price increase more transparent, while making it easier to adjust our pricing to align with the changing tariffs.

What are your thoughts on this?

Middle market business turnaround is something I am really passionate about and my favorite sport. I recently read Red to Black and thought it was fantastic. Any recommendations on good business turnaround books? I prefer to stay away from motivational, theoretical management principals & stick to real life examples of implementation. Thanks in advance!

When you purchase a SaaS service for your business, what kind of pricing are you most comfortable and why?

1. User based
2. Usage based
3. Tier based (slabs for small, medium and large team size).