Two founders discuss how to scale without chaos. They cover picking the right partners, controlling operations, integrating CRM systems, training sales teams, and rebranding. Most scaling fails because people skip the structure and hope for luck.
What are the levers you focus on first? Is it going to be revenue operations people applying that system? What kind of things mistakes do you see contractors making when they think they're scaling?
We look for the right partner, right? So we're always looking for great partners to partner with and we know the playbook. We take over and Lynce is very clear that we, when we partner, we take over full operational control. So there's not no pulling and tugging because we know it works, right? So for us to waste time and when we're moving at lightning speed, we never hold a company longer than 24 months. The biggest thing is if a service type, so if they're on Equilinks or Jobnimbus or one of those other CRMs, we immediately come in, we have a model tenant built out, we roll them up in the service site and carry over any AR contacts, things like that, and hit the ground running. We bring in our sales team, so LV capital for any of our companies. If you join any of our organizations, it is mandatory that you come in for two weeks of sales training versus mainly getting the CRM set up. Our tech ST stack builds out the sales team train and then we kind of slowly, if the rebrand is needed, that's the two things immediately that we do is service tighten, rebrand if needed, and then getting the sales team bought into the new processes and get them trained.
It's a very specific path that just doesn't happen on its own. It's not luck that you all of a sudden grow your company and become that attractive for a buyer.
