What founders say
The unglamorous infrastructure founders skip, and what it is worth at the point somebody values the business.
“if you want to sell your business one day, it needs to be a business in a box… The people who are getting three X for the business are the ones that don't have the SOPs, they just have sales… The people who get six have the SOPs locked in.”
The clearest argument for process work that most founders postpone. It is not admin — it is the difference between a three and a six multiple.
“the first thing I did was an audit… you better audit the heck out of the company and the department that you want to join… everything from any kind of ROAS, any kind of deep marketing numbers that I could grab onto and say, okay, where can we get better?”
Before any strategy, he established a baseline. Without one you cannot tell later whether anything you did worked.
“we needed a communication manifesto, which every company should have. How do you communicate? What hours do you communicate? What's acceptable? What's not.”
A small, free document that removes a whole category of friction, and almost nobody at this stage has one.
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