And no, I’m not mad. But I do want to tell you what they gave up.
Here’s what happened.
Two months after we placed a fantastic team member with a client, the client ended the contract. They went direct, cutting us out — even though it was against the agreement.
It’s a common assumption. They saw a great hire and figured they could just go direct and keep the magic going. From the outside, it looked like we added a markup and then disappeared.
But here’s what many business owners forget when they think like that.
We didn’t just plug in a person and walk away.
We listened when they told us what they needed.
We politely disagreed and recalibrated the role so it made more sense.
We filtered over a thousand candidates across three time zones.
We onboarded, aligned, and coached through the first thirty days.
We ran reviews, check-ins, and gave her a roadmap to thrive.
We stayed in the background to solve problems before they turned into churn.
What they saw was a great hire.
What they missed was the system behind her success.
Great hires aren’t just people. They’re the product of systems, coaching, and care.
If you’re not hiring every week, you don’t have hiring systems. You don’t have a ready pipeline or a backup plan. You don’t have time to coach, review, and replace.
And that’s the invisible value a good agency brings. It acts like a fractional HR department, always there to step in.
So yes, they saved money on paper. But with the next hire, they’ll be starting from scratch — without the systems that made this one thrive.
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I Met a Billionaire. Here’s What Really Changed.
Founders think meeting a billionaire will chance their business. I met one. What did it change?” Last week, I spent a few days on Necker Island with Richard Branson as part of an Entrepreneurs’ Organization event. Beautiful setting, incredible hospitality, unforgettable activities. I expected some great insights and learnings from the conversations with Richard himself, an entrepreneur who’s achieved what we all can only dream about. Here’s what I didn’t expect: The most valuable conversations didn’t happen with Sir R, they happened with the other entrepreneurs in the room. People solving problems in businesses with real constraints. People asking the same questions I’m asking. What stayed with me wasn’t a quote from the stage or a moment of brilliance from Sir R. It was the honesty in late-night conversations. The feeling of being seen and understood among peers. The shared challenges and the practical ideas. The feeling of, “Oh, you’re dealing with that, too?” For me, inspiration doesn’t come from proximity to icons, it comes from relatable peers. People who understand my world because they’re living in it. And that’s the reason I keep coming back to EO over and over again, for the peer-to-peer learning that actually changes how I lead. The trip was unforgettable, the setting was surreal, but the real value? → The people sitting next to me, not the one standing on the pedestal. Renie Cavallari Santiago Roa Rebecca Massicotte Jane Bianchini
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Cop Land
The Big Oxmox advised her not to do so, because there were thousands of bad Commas, wild Question.
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Why Every Founder Needs an Organizational Chart
Most founders I know don’t actually have one job, they have three. Or five. Or ten. I’ve been there myself: one hat for sales, one for operations, one for HR, and another for customer service (all before lunch)
What does that mean for hiring? Too often, when we try to hire in the middle of that chaos, we end up writing job descriptions based on our overwhelm, not on a clear map of the company. That’s why coaching systems like EOS, Bloom Growth, and Scaling Up all push leaders to build an organizational (or accountability) chart.
I used to think: how boring. Until I realized it’s not just a chart, it’s a mirror.
When I first drew mine, I suddenly saw:
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I was holding three roles.
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Some teammates were holding half a role.
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And some roles didn’t even exist.
Once that truth was on paper, I was finally able to play the jigsaw puzzle, moving responsibilities left, right, up, and down until every role made sense (and I had less on my plate).
Only then can you:
✔️ Write job descriptions that actually stick
✔️ Carve out tasks without leaving holes
✔️ Stop hiring “a warm body to do stuff”Most small companies never do this exercise. But the ones who do unlock a level of clarity that makes scaling possible.
Have you ever done the organigram exercise? What surprised you most when you saw your company on paper?
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