Writing
Writing on ownership, operations and business economics.
Notes on growing businesses, the money they need and the decisions behind the work. I write about stock, cash, teams and what I am learning as an owner.
Revenue is not the same thing as wealth
Sales show that customers are buying. I also want to know what remains after costs, when the cash comes back and how much the next stage of growth needs.
What changed when I moved from operating for an employer to operating my own business
I began building businesses alongside employment. Today the work is about growing what I own, funding the next stage and making decisions I can carry through.
Why profitable products can still consume dangerous amounts of cash
A product can earn a margin and still need more cash with every reorder. I look at the payments between buying stock and receiving the money before committing to growth.
The difference between delegating tasks and building a business that can operate without you
More people handling tasks did not remove me from the decisions. I started changing who could decide, what they were responsible for and when they needed to come back to me.
Why I increasingly think about inventory as capital allocation
A purchase order commits money that cannot be used elsewhere until it returns. I look at the expected margin, time and downside before deciding how much stock to buy.
Why business owners should care about cash conversion, not just margin
Margin shows what a sale leaves. Cash timing shows when that money can fund another order. Both matter when deciding how to grow an inventory business.