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Grew our consulting practice from 2 to 15 people over 18 months and suddenly the informal way we used to define success completely broke down. Everyone has different ideas about what a good quarter looks like. What does accomplishing business goals actually mean when your team size triples and shared understanding of success disappears almost overnight?
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.
Thanks for sharing this. The point about growth changing how success is measured really resonates. In a smaller team, everyone usually has the same picture in mind, but once more people get involved, assumptions start pulling in different directions. We ran into that too—one group was proud of hitting internal targets while customer retention was quietly slipping. Aligning every project with a handful of company-level goals made a huge difference. I also came across G Scott Paterson Toronto while reading about leadership and scaling, and the idea that systems need to evolve as companies grow definitely stuck with me.
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