Why Your 7-Figure Businesses Is Stuck

“I feel like quitting pretty much weekly.”

“I don’t believe you, Ben.* You have TWO successful businesses. What are you talking about?!”

“Rachel, I’m not kidding.

I’m on a hamster wheel - my team can’t make decisions without me, we’re constantly behind, and I am not doing the work I love…. and I know you know this because you lived it.”

I knew what he was saying was true.

I had hired a brilliant marketer for my startup, but the execution was a slog.

Over the past decade, Ben* had built two successful businesses, and you'd think his future was secure: everything running smoothly, steady income, and proud of what he’d built.

Not the case.

The reality is, Ben's situation is actually common.

I know this because I’ve worked with dozens of companies that have become stuck.

And after years of getting them untuck, I can share confidently that if you too find yourself in this situation — feeling frustrated, stuck, or like quitting — you’ll be ok.

But you will need to address at least one of these four issues.

Sound too simple?

Remember, the best solutions often are.

Let’s get into it.

Issue #1: Your P&L is Broken

Solution: Clean up your books and figure out what’s bleeding

Having worked in 10 industries across companies of all sizes, I've seen all the tricks used to convince ourselves our companies are healthy.

You’ve got great metrics — top-line growth, high-profit projects, and well-performing ads.

But bright spots often distract from the fact that for most of you, the math ain’t mathing.

Something is broken, and you need to figure out what.

Getting clear on your P&L is step #1 to getting your business unstuck — because the numbers will lead you straight to the source for what is broken in your org.

Run, don’t walk.

Issue #2: You Have a Broken Executive Function

Solution: Get yourself disciplined

The second biggest “stuck” factor is weak executive function.

What makes it weak?

It comes down to a lack of discipline in three areas:

1. Evaluating Problems: You are too loose on your numbers — focused on the wrong ones or inconsistently. The only way to catch issues before they become problems is by looking at the right numbers frequently.
2. Diagnosing Problems: You stay too high level to understand the root cause of the company’s issues. Numbers are the trailhead, but you’ve got to go deep — talking to the most junior team member if necessary — to figure out what’s broken and how to solve it.
3. Fixing Problems: You set direction, but don’t manage the resolution. Delegate the execution for sure, but don't for one second think it’s someone else's job to hold accountability and timelines to getting your problems solved.

Most say you don’t have time.

I say, nothing changes if nothing changes.

Issue #3: (Some of) Your Clients Need to Go

Solution: Terminate (graciously) your unprofitable customers

Bad clients are a drug.

You are addicted to the top line, but the cost is destroying your P&L.

I’m not exaggerating—the number of companies I’ve worked with that loose money on their work is astounding ??

Most often it’s due to:

• Scope creep: doing work beyond an agreed scope
• Poor client management: clients requesting (not require) more hours than they pay for

And to be clear, these clients are also the most likely to be destroying your team moral.

Put your adult pants on and have the tough convo.

My advice?

Try to find a win-win that solves both your and your client’s needs.

If not, finish the work responsibly, help them transition, and learn from the experience.

Issue #4: Team Members Need to Go

Solution: Make the hard, but necessary cuts

Out of the goodness of your little lovely hearts — usually loyalty or compassion — many of you hold onto team members who should be let go.

Watch out for two types:

• Under-performers: those doing a subpar job for the salary you’re paying them.
• The competent yet toxic: those who are strong contributors but materially disrupt the organization.

Both types require excessive day to day management and clean up — damaging profitability and team morale.

Put the deadweight on a PIP, and, instead, look for internal transfers (perhaps good people who may be in the wrong seat), new hires or even contractors (one of the most underrated moves IMO).

Like bad clients, bad employees are cancerous.

Time to make the hard calls and move on.

Pretty simple, huh?

Perhaps.

But knowing what's wrong is different than solving what's wrong.

And the ultimate question I work with companies on and the ultimate question you’ll need to ask yourself is:

Are you willing to make the hard calls to correct what’s making your company stuck — no matter how uncomfortable it will be?

Because that’s the motivation you’ll need.

But let me tell you, once you learn how to do that, all bets are off.

And that is when business gets really fun…

See you next week, friends.

Hi, I’m Rachel — a trained consultant, 15+ year operator, and former founder and CEO.

For my entire career I’ve helped cult favorites and groundbreaking brands get profitable and scale.

Today, I’m sharing what I’ve learned so that amazing 7- and 8-figure consumer companies can make that happen. Because there’s nothing more I love than when great businesses get unstuck and WIN.

If you want to learn more, get in touch, or just follow along for more bite sized content, follow me on LinkedIn , check out my site or find me on Medium .