Many founders believe growing top-line revenue will solve their bottom-line profit issues. However, if the underlying business model is unprofitable, scaling revenue simply scales the losses. The focus should be on fixing profitability at the current size before pursuing growth.
A significant portion of profitability issues stems from serving "bad money" customers who are unprofitable or break-even. Firing them eliminates direct losses and frees up time, energy, and resources to better serve your best clients, leading to a direct and immediate improvement in the bottom-line and team morale.
A practical application of the 80/20 principle, the 50/20 rule provides a clear action plan. Identify the bottom 20% of your customers (or products) and fire the easiest half to get rid of within the next month. This overcomes analysis paralysis and creates immediate momentum in boosting profitability.
The strategy of eliminating the "worst 20%" applies across the business. Beyond firing unprofitable customers, analyze your product lines and even your team. Discontinuing low-margin, high-hassle products or removing toxic employees can free up immense resources and improve overall business health just as effectively.
Persistent profitability issues are not just a balance sheet problem; they take a significant toll on a leader's mental and physical health. This can lead to imposter syndrome, chronic stress, and burnout. Fixing the business's profitability is a direct path to improving the leader's own well-being.