Answers
The questions people actually ask me.
Not a blog. A growing reference set. Each entry answers one concrete question the way I’d answer it on a call, and stays useful whether it was written last week or last year.
“We know how to do it. Why do we need to write it down?”
Not every process needs an SOP. The ones that create risk, inconsistency, control problems, or dependence on one person usually do.
“We see an opportunity. Do we need a new product?”
Before building something new, determine whether the real problem is the product, pricing, process, positioning, or execution. Sometimes the better answer is fixing what you already have.
“We have plenty of data. How do we know which numbers actually matter?”
A KPI earns its place because it helps someone make a decision. Start with the outcomes leadership needs to understand, then work backward to the information that explains them.
Banking & Credit Union Consulting
7 min read
“We have good people. Why would we bring in someone from outside?”
Sometimes the problem isn’t the people. It’s that important product decisions no longer have someone with the capacity, experience, or authority to own the outcome.
“The numbers are off. Is the product the problem?”
Growth alone doesn’t tell you whether a product is working. Customer behavior, economics, operations, and market context reveal what’s actually driving performance.
“Why can’t I tell what my processor actually charges me?”
Three different parties are paid out of every card swipe, and only one of them is negotiable. Here is how to separate them on your own statement.
“We’re frustrated with our bank. Should we move?”
Switching banks is a multi-month operations project, not a signup. Work through this list before you decide whether the move is worth it.
“My CPA reviewed the books. What else is here?”
Financial statements tell you what the seller reported. Bank and processor statements tell you what actually happened.
“The bank got it wrong and nobody will help me. Now what?”
Front-line staff can’t fix what they can’t escalate. A documented, chronological package moves faster than a phone call.
“Where is the money actually leaking?”
Analysis statements are dense on purpose. These six line items account for most of what businesses recover.