Founder Prep Session
Before you bring the Growth Lab Team together, work through this on your own. You are not writing a document, and nothing here is circulated in advance. You are arriving with a number you have genuinely thought about, and enough reasoning behind it to be challenged.
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What You Should Arrive With
This preparation ensures the GLT discussion begins with clear strategic thinking.
- A financial goal
- An initial view of what achieving that scale might require
Growth Scenario Model
Compounding growth over thirty-six months. Enter where you are now to see where steady monthly compounding takes you, then use it as the reference point for question 1.
What Scale Could This Business Realistically Reach in Three Years?
Some companies use gross profit and some use revenue. We prefer gross profit because it usually gives you a clearer view of the value the business is creating. Revenue can grow while margins deteriorate, which leaves the company larger without leaving it stronger.
Why Is This Scale Strategically Meaningful?
Consider market opportunity, competitive positioning, capability of the team, and long-term ambition for the company.
What Would Likely Have to Change for This to Happen?
Tap a prompt to add it to your notes.
What Would Probably Stop Us From Achieving This Goal Today?
Identify likely constraints. Your SWOT already names most of these, so use it rather than starting again from memory.
What Would an Outstanding Version of This Company Look Like?
For customers, and for the people working in it. Keep this rough. The quality and culture goals are developed in the session, and this is here to focus your own thinking beforehand.
Important Reminder
The founder does not set the three goals alone.
The final financial strategic goal will be agreed collectively by the GLT.
The quality and culture goals are developed by the Growth Lab Team in the session.