Inventory Is Not an Asset. It's a Bet

And he was archetype 2. He was the digital marketing guy. Now he knew exactly where his next dollar was going to come from. It was going to come from profitable sales of product. He also knew exactly what he was going to do with that money when he got it. He was going to buy more ads and more inventory, right? There was no, you know, product diversification. There was no channels he was looking at. There was no extra people he needed. Like it was just simple in terms of the decisions that he had to make. And we eventually got to the point where we concluded he really didn't need me. And, you know, that, that engagement didn't end up, you know, becoming a recurring thing. Meanwhile, I worked with another founder who was doing less than $1 million a year. Now admittedly, very, very profitable, but she owned a beauty salon and her own e-commerce brand of beauty products. And so she had a huge number of decisions to make about expanding the product, hiring a 3PL, Expanding the salon, should she hire people? If so, how should she hire people? Should she move into a larger facility so she can have more customers? And so she had like dozens and dozens and dozens of different choices and decisions to make. She also had a lot of, um, options around where she was going to get her capital from. She was looking at grants, she was looking at debt, she was contemplating an equity raise. And so I actually did end up working with her for quite a while. And, you know, felt like I was adding quite a lot of value because the landscape of decisions that she made, had to make was very, you know, significant and complex.