Stefan warns that fast growth blinds leaders to what they don't know, thinning profit margins. He recommends balancing product work with traction, finding bottlenecks, and hiring experts who've solved similar problems. That expertise can return ten times what you pay for it.
But as Paul also mentions, this awareness or being aware of what you don't know is not necessarily a natural thing, especially not if you already are very successful. Then you have the tendency to continue doing what you do and think, hey, it's great, right? So yeah, that's part of the deal that my profit margin is fairly thin because I'm growing fast. But I think you need, instead of just focusing on the engine, the nice metaphor that Paul also gave with the jet fighter, make sure that you also focus on traction and focus on the things that are slowing you down so that you can actually optimize for that. And that often also requires expertise, asking people who have done this before, that you can relate to them and ask them for help and advice. And they could, you know, that the investment of the cost associated with having an expert in could pay back at least tenfold with what I've seen with other organizations.
