With over five years of experience in web design and development, I create stunning and responsive websites for clients across various industries and niches. I work as a Web Designer and Developer at Webflow, a leading no-code platform that empowers anyone to build and launch websites without writing code. I also offer my SEO expertise as a freelancer on Fiverr, a global marketplace that connects businesses with digital services.

I have mastered multiple tools and platforms, such as HTML, CSS, JavaScript, WordPress, Shopify, and Squarespace, and I have a passion for creating beautiful and user-friendly web pages that showcase the brand identity and value proposition of my clients. I have successfully completed hundreds of projects, ranging from landing pages and portfolios to e-commerce sites and blogs, and I have received multiple positive reviews and ratings from satisfied customers. I am always eager to learn new skills and trends in web design and development, and I am constantly updating my portfolio and profile to reflect my latest work. I am a reliable, creative, and collaborative web designer and developer, and I strive to deliver high-quality and satisfying results for my clients.

Sarafatul Rabby Ⓥ

Fast websites. No fluff. No waiting around.

Most agencies turn a basic site into a three-month saga. Endless meetings, bloated processes, too many hands on the wheel.

We cut all that.

The only thing that matters: getting a polished, high-converting site in front of users, fast.

Not with "AI magic." Not with some secret SaaS. Just a battle-tested stack and a zero-patience approach.

Skip the brainstorm sessions that go nowhere. Every project starts with a formula: what does this site need to do? Who is it for? What should be impossible to miss above the fold?

Then: ruthless prioritization. No one cares about that sixth color palette or a 40-slide moodboard. Nobody's reading your "Our Story" page.

Figma for layouts, Webflow for builds, a couple of animation tools to keep things sharp but lightweight. Slack and Notion to keep everyone out of email hell. Loom for feedback that actually gets seen.

If a tool slows us down, it’s gone. If a process adds friction, it’s dead weight.

Clients don’t want a tour of your process. They want results. They want to launch. They want to see something real by next week, not next quarter.

Turns out, nobody misses the extra noise.

Fast work isn’t sloppy work. It’s focused. Relentless. No excuses.

Ship fast, polish as you go, repeat.

That’s how you get from zero to live without losing your soul (or your weekends).

Sarafatul Rabby

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The CEO Evolution Coach | I prepare $10M–$30M founders for the $50M-$100M leap through identity, capacity, leadership and people.

I’ve spent the last 11+ years co-creating and working side-by-side with founders as we scaled from:
$1.2M → $10M+ then moving into $15M → $17.5M → $30M+ orgs. 

Wearing the CMO by 28 and COO hat before I was thirty-two.

I’ve built marketing, ops, CX, product, and growth.
I’ve rebuilt departments, hired senior talent, removed bottlenecks, and normalized bigger numbers.

But the deeper pattern revealed itself over time... 

Companies don’t stall because of strategy. 
They stall because of identity.

At $20M–$50M, the game changes.

The business can no longer scale faster than the CEO’s capacity, identity/consciousness.

When identity wobbles, companies stretch A-players, delay senior hires, micromanage decisions, wait for more “proof,” and negotiate scale with conditions. 

“Once marketing improves, then revenue will shift.”
“Once LTV increases, then we’ll start x”
“Once we hit $35M, then we’ll hire senior roles.”
“Once we hit X then I’ll gain more freedom”

Once… then.
Once… then.
Once… then.

Conditional.
Circumstantial.

Slowing down the money.

Here’s the thing… fixing more ops, hiring another quarter out, or tightening SOPs won’t collapse the gap.

Because if conditional scaling worked…
you’d already be at $200K days.

But removing the identity conditions that slow money and decisions?

That’s what makes the jump land fast.

Shifting from $50k days to $200K days will land when your identity isn’t conditional.

If you want:
→ to stop making delay mean something about you
→ to hire senior without needing proof they’ll pay for themselves
→ to stop stretching the A-player across roles/departments
→ to spend money on growth without overthinking it
→ to not need another quarter
→ money that moves without conditions
→ powerful self trust
→ to move faster
→ to feel safe with bigger numbers (expenses + revenue)

Then you have two options:

You either upgrade identity through my programs

or you work with me 1:1 and collapse the gap that’s slowing down the hires, the decisions, and the money. 

DM me '1:1" if you're interested or click over to my website to buy my programs.

Natalie Nadeau

The weakest link in your company isn’t your right hand — it’s the structure that kept them operating above their pay grade.

Your right hand is brilliant.

They carried you through:

→ sprint cycles
→ chaos
→ hustle
→ firefighting
→ junior teams
→ marketing heroics

They were built for compression, not expansion.

And now that you’ve expanded…

Your right hand is still calibrated to the era you hired them from.

That’s where the drag you're feeling comes in.

Because when you upgrade your identity…

The right hand either:
→ ascends (rare)
→ fractures (common)
→ self-selects out (fast)
→ burns out (delayed exit)
→ gets threatened (identity wobble)
→ becomes incoherent (timeline drag)

Not because they’re incompetent.

But because identity coherence didn’t move through the org.

You evolved.
Your structure didn’t.

Your right hand is still operating in survival ops.

That’s how you end up with:
• players stretched across 3–5 roles
• siloed departments gated behind one person
• decisions bottlenecked through COO/CMO
• senior hires not sticking
• timelines dragging

A right hand hired to carry $3M–$20M cannot distribute decisions at $30M–$100M yet.

Because that next leap requires:
→ departments
→ senior leadership
→ identity coherence
→ decision distribution
→ throughput
→ inevitability

Your right hand is operating above their comp, title, and era because you’ve expanded — and the org hasn’t caught up yet.

This is why you keep feeling the:
→ drag
→ heaviness
→ slowness
→ friction
→ “why is this taking so long?”

It’s not ops.
It’s not marketing.

And this is when your COO/CMO starts saying things like:
→ “The team has a lot on their plate — I don’t want to add more right now.”
→ “We just need a bit more time.”
→ “Let’s wait until next quarter.”
→ “The timing doesn’t make sense for that yet.”
→ “Once we finish optimizing X, then we can do Y.”

Those aren’t project updates.
Those are capacity signals.

Those are the subtle check engine lights that tell you whether your right hand can carry the next era — or whether they’re already maxed and operating from survival identity.

Rewiring shows you exactly how to read those signals — fast — so you can see who’s coming with you and who isn’t.

Because you don’t scale to $50M–$100M by hoping your old era talent evolves with you.

You scale by creating identity coherence across
founder → right hand → departments → reality.

It’s about calibrating identity, capacity, people, and leadership so you can see — quickly — whether they ascend or self-select out.

📌 Rewiring: Capacity, People & Leadership for Scale is open.
DM or comment REWIRING or get inside here.
https://lnkd.in/e9j53whs

Empathy leadership told you to:
“Make it safe.”
"Slow down for inclusion"
“Meet people where they are.”
“Understand everyone’s feelings.”

If you had to shrink yourself and slow your pace in a relationship to keep it “safe,” you wouldn’t call that love — you’d call it misalignment and move on.

If a relationship required you to constantly explain yourself, slow down, and make yourself smaller, you wouldn’t “work on it.” You’d leave and find someone who could meet you at your level.

If you had to slow your pace, explain your ambition, and manage someone’s emotions just to move forward in a relationship, you’d know immediately: this isn’t your person. 

The same standard applies to leadership.

You’re probably thinking, “This is just leadership.”
But it’s actually self-abandonment.

Non Circumstantial leadership says : “I see you. And the standard still stands.”

It doesn’t collapse standards to keep people.

Standards don’t kill culture.
Avoiding them does.

And your P&L reflects the standards you enforce — not the vision you have.

How much money you’re making doesn’t match your leadership capacity and it’s because your standards are still negotiable, because your leadership is still conditional and circumstantial.

If you only “meet people where they are,” you’ll never build a company that grows beyond them.

When you stop being emotionally attached to who stays and who goes, something powerful happens. 

The business starts attracting people who already live at the level you were created to play at.

And on the other side of that decision is what you actually want:
• record-breaking days without more work
• talent self-expanding instead of self-protecting
• a culture of “of course we win” energy
• the company growing faster without you in the room

Which gives you:
• freedom to do whatever you want
• total trust the business is handled
• no fires waiting when you step away
• leaders replacing themselves upward
• a business you’re genuinely obsessed with

The reason your revenue isn’t consistently growing MoM or improving YoY is because you’re still meeting people where they are.

If you only have one or two people in your org making more than $100K annually…
you’re slowing down the money and expecting outcomes from identities that were never designed to take you there.

You’re trying to scale with a talent pool that:

✔ can’t afford mistakes
✔ can’t afford risks
✔ can’t afford autonomy
✔ can’t afford conflict
✔ can’t afford not to reply you
✔ can’t afford boundaries
✔ can’t afford time off
✔ can’t afford to upset you

When someone is one paycheck away from chaos, they don’t innovate — they obey from fear.

Obedience doesn’t scale.
Fear doesn’t scale.
Self-abandonment definitely doesn’t scale.

You dropped beliefs, identities, and habits to get to $10M–$30M… but you kept the people who stayed behind.

Founders evolve first.
They shed identity fast.
They shed people last.

That’s why the org lags.
That’s why timelines drag.
That’s why the ceiling feels “ops-related” when it’s actually identity-related.

You think it’s:

→ marketing
→ ops
→ systems
→ tools
→ optimization

It’s not.

It’s talent economics vs revenue ambition.

You’re expecting $200K/day realities from a team built on $60K-$80k identity maturity and survival economics.

Survival talent will never take your business to the next level and if your honest, the senior hires trigger you subconsciously. 

Scaling requires shedding:

→ junior identity
→ cheap labor economics
→ fear-based loyalty
→ hustle culture
→ survival mode
→ obedience as currency

$200K days require distributed decision-making.

They require autonomy — not task execution.
They require leaders — not do-ers.
They require identities that can hold money, not identities that are afraid to lose it.

You’re emotionally attached to the people who got you to $10M–$30M.
You want them to “continue.”
You want them to “grow into leadership.”
You want them to “figure it out.”
You want survival talent to evolve into senior talent.

It never happens.

Your attachment to the wrong identities is the single most expensive bottleneck in your entire business.

Because while you’re trying to upgrade the people who carried the past you’re not opening the org to the identities that hold the future.

You can stay at $10M–$30M with survival culture + fear economics + junior dependency or you can learn the exact moves you need to make inside my new program Rewiring Capacity, People & Leadership for Scale and make the shift to $50M–$100M inevitable.

Money always follows identity.
Scale always follows leadership.
Freedom always follows people.

And sometimes the most expensive hire in the org is the one you didn’t fire. 

Purchase Rewiring Capacity, People & Leadership for Scale here:
https://lnkd.in/eHhytVJs

your A-player isn’t saying “yes” because they’re limitless.

they’re saying “yes” because they’re afraid.

afraid to look weak.
afraid to lose momentum.
afraid to ask for support.
afraid to set boundaries.

afraid you’ll replace them with someone who can do it all.
so they self-abandon.

meanwhile you love them because:
→ they never say no
→ they always “figure it out”
→ they respond at 8pm
→ they respond on weekends
→ they hold the load without complaint

but here’s the truth they don’t say out loud:
“I need a social media hire.”
“I need someone in email.”
“I need someone in retention.”
“I need someone in customer service.”
“I need someone to take over x.”

not because they’re incompetent…but because they’re operating across multiple departments on a $60K–$80K paycheck. and when someone is operating from survival economics, they can’t operate from their zone of genius or set up clear boundaries.

and burnout has two outcomes:

the sudden quit >> the “last day is today” resignation that drops you back into the weeds with zero SOPs, no knowledge transfer, and a giant crater in momentum.

or

the silent exit >> the A-player who leaves you for a company that gives them leadership, autonomy, and support without every talking to you about it.

both outcomes don’t cost you an employee — they cost you trajectory.

→ revenue
→ momentum
→ throughput
→ timelines
→ compounding decisions
→ innovation cycles
→ capacity to receive
→ senior hiring window
→ culture of autonomy

and it keeps you in the exact loop you say you’re done with:

“we just need better ops / marketing / systems.”

no.

you need the right people in the right seats, with the right support, at the right level.

your A-player is already leaving — they’re just waiting for the right job description.

you think you’re saving $150K in payroll with three new hires to support them— but you’re actually losing $40M in trajectory.

rewiring capacity, people & leadership is where this gets corrected.

because scaling isn’t about squeezing more out of your best people. it’s about building an identity and structure that can hold departments, seniors, and reality bigger than what you’re currently built for.

📌 Rewiring is the missing piece that will expose the gaps you’re not seeing.
https://lnkd.in/eHhytVJs

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Sarafatul Rabby Ⓥ

Natalie Nadeau

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The Battle

Sarafatul Rabby Ⓥ

Natalie Nadeau

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Engagements

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