Avoid a fixed allocation of resources between core products and new initiatives. Instead, treat the investment mix as "seasonal." Periodically and purposefully reassess the balance based on the most pressing business needs—whether it's stabilizing the core for large customers or pushing aggressively into new markets for growth.

The Castos founder decided to build a second product only after a year and a half of failing to grow his core business, even after hiring top marketing talent. This ensures a new product isn't a premature distraction from a solvable growth problem.

When moving beyond your initial niche, target adjacent verticals. For example, a company serving realtors should target mortgage brokers next, not an unrelated field like lawn maintenance. This strategy maximizes the transfer of product features, market knowledge, and potential word-of-mouth.

Don't force your sales team to learn and sell a completely new product. Instead, integrate the new capability into an existing, successful product, making it "first" or "default" for that channel. This reduces sales friction and complexity, leveraging established momentum for adoption.

Before a major business pivot, first identify what can be let go or scaled back. This creates the necessary space and resources for the new direction, preventing overwhelm and ensuring the pivot is an extension of identity, not just another added task on your plate.

To scale effectively, resist complexity by using the 'Scaling Credo' framework. It mandates radical focus: pick one target market, one product, one customer acquisition channel, and one conversion tool. Stick to this combination for one full year before adding anything new.

Achieve stable, linear growth by combining multiple business lines that have opposing cyclical natures. Instead of cutting a volatile but profitable unit, add a counterbalancing one. This "Fourier transform" approach smooths out revenue and creates a resilient, all-weather business.

Constantly delivering custom solutions is inefficient and destroys profitability. Instead, define a standardized, repeatable service package that can be sold and delivered consistently, maintaining high margins and simplifying operations.