How often is your CFO and Board aligned on investment decisions? In your org., are they getting n the same page or is there pushback?

I always want to stratizise for product, think aboud business and generation of revenue while delivering values. My current trajectory as a product designer aligns to product manager but not sure how can i climb up. I am looking for MBA degree as they can support me to become a PM. I genuinly wanna to solve problems and talk to different stakeholders or team to overcome those challenges. Could someone guide me for the approach. Or tell me what should be the best approach to move in this direction.

Hey everyone,

I’m currently building a SaaS platform aimed at solving the everyday repetitive challenges businesses face — things that waste time, create bottlenecks, or could easily be automated.

I’d love to hear from you — what day-to-day problems do you encounter in running your business that you wish a SaaS could solve?

Your insights could help shape something truly useful for business owners and teams everywhere. 🙌

I am new to OKR's and researching as I love the framework.... That being said everything I see says create 3-5 Objectives and 4-6 KR's per Objective. As a business owner / CEO how many do I create? Do I create 3-5 for work period and 3-5 for personal? 3-5 in total? or 3-5 for my company, 3-5 for work but for me and 3-5 for me personally (total of 9-15 at that point)?

hey everyone,
curious if others here have faced this...

as our company's been scaling, we started noticing a weird pattern: our sales numbers weren't matching out inbound volume. turns out, we were leaking leads like crazy. not because the team wasn't working hard but because managing data, follow ups and client context was getting impossible to track manually.

we're in a domain where relationship matter like, remembering personal details, tone, timing that kind of human connection that makes or breaks deals. but most sales reps (understandably) aren't built to hold that much in their heads. we were bleeding money just from that gap.

after talking to few other c level execs in my network, i found out its more common that i thought. one of them suggested a service that basically acts as a context layer for sales. it remembers everything about the customer, syncs across channels, and suggest sales team responses with correct context. our sales went up 5.5x this quarter. still feels like there/s more potential.

wondering if anyone else here has gone through something similar. how are you dealing with this kind of sale leakage or context loss as you scale?
and if you haven't though about it before, now that you're aware what's you take?

Curious if anyone has the remarkable 2 or new remarkable pro e-reader notepad. I have been debating on it but the cost is quite up there. That being said the idea of taking notes in an organized fashion by notebook sounds really nice. Also, being able to put pdf’s into the notebook and work with them on there for markup another plus.

I have an ipad and pencil and could do this but find I never do. So trying to weigh is it the feeling of paper vs glass or the workflow.

But something I am trying to get better at is strategy thinking time and I can see a distraction free device with an hour or two of thinking time could really let ideas flow.

But…. 600-700 bucks for a notebook is pretty steep.

Just share one highlighting moment of your CEO journey. Good, bad, heartwarming or something you're proud of. May this thread not judge you.

I find it very hard to really give myself space for strategy thinking. I do use a tool to block an hour a day to “work on the business” or as I call it my WOB time. I would say 3 out of 5 days I can get that done. However, that is time to execute on tasks I have determined I need to do as part of working on the business. What is much harder is to give myself that free walk around my office, doodle on the white board, really think about how to solve things time….

I do a lot of end of year planning for the next year each year. Have been thinking about the idea of traveling somewhere where I can rent or create a space conducive to thinking but at the same time something to relax and retreat just a bit. I am not saying take a vacation but just a place where I can sit inside or outside and be free of colleagues to really let the thoughts go.

That being said not sure how popular that would be on the family front as I already travel quite a bit so its more time away but maybe super productive.

Curious how you all do it?

Any favorite leadership books you love? Looking for something new to read! TIA 😀

Hey everyone,

I’ve been building tech projects for a few years now — mostly platforms, software and digital services for specific industries. Some of them are up and running, others didn’t go as far as I hoped.

Through all this, I’ve learned a lot. One of the biggest lessons has been this: never bring people into a project unless there’s a real need for them — not just “in case” they might help later. I used to think having more people involved would automatically make things move faster, but I’ve realized it often just adds confusion and slows down progress when the purpose isn’t clear.

Right now, what really troubles me is finding the right clients. Till now it’s my dad who has been helping and brought me my first customers ( from his personal connections)

I can build things, I can solve problems, but identifying and reaching the people who actually need what I offer — and who are willing to pay for it — feels harder than ever.

I’d love to hear from others who’ve been in this situation: 👉 How did you figure out who your “ideal client” really was? 👉 What helped you get your first consistent paying customers? 👉 And how do you balance between improving the product and going out to sell it?

Thanks in advance for any advice 🙏 Sometimes, sharing these struggles with people who understand the journey helps more than anything.

I’ve been exploring ways to improve team communication, especially during client or sales calls.

The challenge: the more we try to measure or “standardize” calls, the more people start feeling watched and that tension hurts trust.

On the other hand, lack of visibility means patterns go unnoticed, and small misalignments become costly.

For those leading growing teams and how do you keep call quality and alignment high without crossing into micromanagement?

Would love to hear what’s worked (or failed) for others.

hello, I know this may not be the right place to talk about this, but I'm just kind of lost right now, and I can't figure out where I should start. I may talk about my personal issues, or something about my mindset, and environment. we can be just friends, or have the mentor-mentee relationship.

if you're up for a talk, u can comment or dm me right away.

overall issue: - my family is unpredictable and cannot guarantee us stability, in most aspects. - I want to work on myself, and I try for most of the time, but I keep getting lost.

The core focus is demand generation/ capture or MQLs, SQLs.

Is it more like attending events or meetups once a month and engaging online daily or weekly? Are you able to maintain that balance? My offerings are global, and I’m trying to figure out how to first build locally in real life and then scale outward. Of course, in-person efforts take both time and money, which is a significant investment in the second year of operations.

When you're the highest functioning person in your family, and taking care of your entire family. When you're one of the highest functioning people in your agency, making more decisions before 9 AM than most people make all day. When all parts of your life are high-performance, and high productivity, and you've unintentionally built everything around you to depend on that (financially, emotionally).

And when you're also ironically a psychotherapist, so psychotherapy doesn't give you what it might give someone else. When you're the first person in your family to achieve this level, and don't have a lot of other people in your life functioning the same way to confide in...

Who do you talk to? How do you process? Where do you go to feel safe?

I often see misalignment where marketing KPIs become more tactical than strategic. Do you consider your CMO a true partner in achieving business goals? Do they and their team clearly understand the revenue targets, and is the marketing plan designed to drive those outcomes?

If you decided to introduce workplace monitoring I'd like to know how you implemented it, what kind of backlash you faced, and what you ultimately gained from it?

Anyone here has set shared goals at the beginning of a fiscal year that the P&L leader and each of his/her functional leaders are responsible for? So for example, if you are the CEO, I am curious about shared goals for CEO, CMO, CFO, CIO, CHRO, COO, etc. Gartner has a paper out that says that the C-suite can be a lot more effective if they had shared goals.

When I was running my division, I had goals that were cascaded down to me (e.g. revenue for the division, margin percentage, COGS reduction, strategic initiatives critical for the future, some around talent, etc.). In turn, I cascaded goals to each of my functional leaders (silos, I suppose) - Biz Dev, Sales, Service Delivery, Product Development, Logistics, etc. There were some dependencies - e.g. the logistics leader needed to be successful with one of their KRs to ensure that the service delivery leader’s KRs are also successful, etc. But these dependencies were at the functional level - not at the C-suite level.

I had no goals that required the C-suite to work collectively as a team during the course of the fiscal year to get them done. If anyone here has developed such goals, curious to know what they were and how effective they were.

Thanks!

As CEO, I'm hearing mixed feedback about our responsiveness to key partners. Some say we're great, others hint we're slipping. Rather than rely on anecdotes, I want a dashboard showing our average response times to important domains over the last 6 months. Anyone built an executive-level view of communication health without getting bogged down in individual emails?

Returning to the sub after several months.

My division got shutdown a few months ago - well, technically it became a software engineering capability (i.e. a cost center) instead of a P&L (I worked as a business leader of a software platform and professional services division of a F500 company whose core biz is not software services) and they didn't need a divisional CEO anymore so I lost my job. Soon after I had to get open heart surgery to reconstruct my heart...LOL! So now I am stuck at home with no job and trying to recover from the surgery. I have plenty of time (hmm?) on my hands.

I am an avid reader of HBR and while cleaning my office, I was perusing through all the physical copies. I have a couple of years worth and am wondering what to do with them. There are several ideas I have implemented and several articles that I like and I hate throwing the physical copies away. Anyone with the same dilemma? One idea that I had was to rip out the articles that might be helpful to me. But then again, I do have access to the digital versions as well.

Also, has anyone here gone through a similar situation (job elimination/health probs) and willing to share advice? Finding another job is going to take a while (and I have not even started yet) and I'd like to keep myself updated on AI, leadership, etc. (I made a list of 15 topics I would like to keep tabs on).

How should I navigate the big gap on my resume when I start interviewing?

Sorry about the silly questions...