When a company consistently misses sales goals, the root cause may not be the sales strategy but a failure in the hiring pipeline. A high employee churn rate combined with an inefficient screening process starves the sales team of the necessary manpower to hit its targets.

When founders claim a proven but labor-intensive channel 'doesn't scale,' they often misdiagnose a resourcing problem. The bottleneck isn't the channel's viability but their inability to solve the operational challenge of hiring, training, and managing a team to execute that channel at massive volume.

If hiring more people isn't increasing output, it's likely because you're adding 'ammunition' (individual contributors) without adding 'barrels' (the key people or projects that enable work). To scale effectively, you must increase the number of independent workstreams, not just the headcount within them.

To instill extreme speed, Sequoia's Doug Leone challenges founders by asking why their growth plan isn't 3x more ambitious. This forces an honest discussion about the true bottlenecks—the "rocks in the river" like funding or hiring. The board's job then becomes helping the CEO remove those specific obstacles.

Don't try to fix everything at once. Inspired by the Theory of Constraints, identify the single biggest bottleneck in your revenue engine and dedicate 80% of your energy to solving it each quarter. Once unblocked, the system will reveal a new constraint to tackle next, creating a sustainable rhythm.

Getting approval for an operations hire is difficult because they aren't directly tied to new revenue. Instead of a vague promise of "efficiency," build a business case by quantifying the cost of a broken process—like a high lead disqualification rate—and show how the hire will unlock that hidden pipeline.

When you identify your business's primary bottleneck, don't take incremental steps. The most effective approach is to overwhelm the problem by simultaneously reading books, watching videos, hiring coaches, and taking massive, relentless action until that constraint is completely resolved and a new one emerges.

Applying the Theory of Constraints, a startup's growth is limited by a single bottleneck in its factory (pipeline, sales, or delivery). Improving onboarding is useless if you have one sales call a month. All focus must be on solving that single constraint to make progress.

To identify your business's core constraint, start by asking why you can't simply scale your current successful activities. The answer will immediately point to the true bottleneck, whether it's a lack of metrics, money, manpower, or a flawed model.