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When growth reveals what your firm really depends on
On Tuesday, I wrote about Resilience Capacity — the moment success is tested and hidden dependencies are exposed.
This isn’t about small adjustments.
It’s about moments like these:
- You realize a key employee is toxic to the culture — but you feel like you can’t let them go because too much depends on them.
- A major technology platform announces it’s sunsetting — and half your workflows sit inside it.
- You unexpectedly learn your lease isn’t going to be renewed.
- A key advisor leaves without notice or explanation.
- A new growth opportunity shows up — and you’re not sure your structure can handle it.
Nothing looks broken.
But suddenly you see where the business is fragile.
This is when Resilience Capacity stops being theoretical.
And becomes personal.
These are the conversations I’m having with advisors right now.
Not about productivity.
Not about incremental improvement.
About whether your business is truly built to pivot — or whether stability depends on the right people, the right vendors, and the right circumstances staying perfectly aligned.
Sometimes the issues are obvious.
Sometimes they're subtle.
But almost every time, when we step back and look honestly, we find:
- A role that’s too concentrated
- A leader who hasn’t been developed yet
- A dependency that hasn’t been stress-tested
- A founder who would have to step back in to stabilize things
That’s not failure.
It’s a signal.
And signals are meant to be acted on.
If you’re sensing that your firm is strong — but maybe not as resilient as you’d like it to be…
I’m opening time over the next few weeks for a handful of resilience conversations.
Not to sell you something.
To help you see clearly:
If something shifted tomorrow, would your firm pivot — or would it tighten?
Related: Founder Bottleneck: When a Healthy Firm Still Runs Through One Person