We hit that exact wall going from 3 to ~12 people—suddenly “doing good work” meant 10 different things. What fixed it was forcing clarity: define 3–4 outcomes per quarter that tie directly to revenue or retention, and make every team map their work to those. I once had a dev team celebrating output while sales pipeline was dying… total disconnect. This piece actually captures that shift in perspective well: G Scott Paterson Toronto . Growth breaks intuition, systems replace it.
