Parspeak

Founder

As a marketing specialist with 5 years of experience in AI development and 2 years in advertising for tech companies, I combine my expertise at the intersection of technology and marketing to drive real results.

🚀 This unique skill set enabled me to launch ParsPeak, my advertising agency, where we help AI companies multiply their sales and revenue. 💡📈


🚀 Sharing my expertise in advertising for AI and tech companies: the go-to resource for driving growth through tailored marketing strategies. 📈

What you'll get by following me:
✨ Actionable tips to elevate your advertising strategies
💡 Transparent, no-nonsense marketing advice
🔍 Exclusive updates on the latest trends in AI and tech industries

Ready to scale your AI or tech business with 🎯 targeted advertising and proven marketing strategies?

I'll be sharing tips and insights to help you grow your company—hit that "Follow" button! 🚀

Success, growth & innovation! 🌟

Hossein Zakariaee

You’ve built something real.
Your business is generating 6–7 figures, you’ve hired a small team, and you’re gaining traction.

But behind the scenes, it feels different.

You’re in every decision. 

Revenue is up and down. 

Your team isn’t fully aligned. 

You’re wearing every hat sales, marketing, ops, HR, finance. 

And most days are spent putting out fires instead of moving forward.

That’s where I come in.

I created The Business Growth Accelerator a 12-week program designed to help Growth Builders like you install a Founder Operating System. 

This gives you the clarity, structure, and rhythm you need to scale without burnout.

In 12 weeks, you’ll walk away with:

✅ A 91-day strategic plan with 3–5 clear priorities.

✅ A weekly rhythm of focus meetings & accountability.

✅ A clear lead-to-cash map & pipeline system.

✅ 5–10 SOPs documented so the team takes ownership.

✅ 8–15 hrs/week back as you step out of firefighting.

This isn’t another tactic, tool, or quick hire.

It’s a system for scaling so you can grow your business and reclaim your life.

If you’re a 6–7 figure founder with a small team and you’re ready to scale smarter, let’s talk.

Toye Oshunbiyi

Most founders look for growth hacks. The best ones look for character.

If I could only recommend one book to a founder, it isn’t about fundraising, product-market fit, or go-to-market strategy. 

It is "The 7 Habits of Highly Effective People" by Stephen Covey.

I learned the hard way that you cannot lead a company until you can lead yourself. 

Building a business is, at its core, an exercise in personal development.

Here is how these habits translate to the founder experience:

1. Be Proactive: You are the first domino. Stop blaming the market or the algorithm. Realise that you are the creator of your circumstances, not a victim of them.

2. Begin With the End in Mind: Without a clear vision, you will chase every shiny object. Clarity is fuel. If you know the destination, every daily action becomes intentional.

3. Put First Things First: Being busy is not the same as being productive. Prioritise deep work. Ask yourself: "What is the one thing I can do today that actually moves the needle?"

4. Think Win-Win: Business is not a zero-sum game. Long-term success comes when your investors, employees, and users all succeed together. Grow the pie; don’t just fight for a slice.

5. Seek First to Understand, Then to Be Understood: Listening is a superpower. You cannot solve a customer’s problem or lead a team if you haven't truly heard them first.

6. Synergize: Don't try to be a superhero. Build a super team. Hire people who are better than you, then get out of their way to allow for outcomes where 1+1 equals 10.

7. Sharpen the Saw: Burnout is not a badge of honour; it is a management failure. Rest is a core asset. Protect your energy as if it were equity.

Whether you are at the seed stage or scaling to Series C, these habits serve as a compass. They help you grow into the leader that a great company requires.

Which of these habits do you find the hardest to maintain during a launch?

Founder, & CEO of Business Leaders Coach | Strategy, Systems, AI & Leadership for Founders & CEOs

The hardest conversation in a startup isn't with an investor. It is with a friend you have built the business with.

When friendship and leadership collide, feedback often feels like a personal betrayal rather than a professional necessity. We hesitate because we value the relationship.

To save both the business and the bond, you must separate the 'person' from the 'process'.

The shift is simple but profound: Observe behaviour, don't judge character.

Instead of focusing on how you feel about their performance, focus on what you actually see and hear. 

- What actions were taken?
- What words were said?
- What was the specific outcome?

When you anchor feedback in objective observation, you protect the friendship and the business simultaneously. 

Observation is the bridge between being a supportive friend and a responsible founder.

"I feel like a superhero. I can do absolutely everything."

A client of mine, Dal Pawar, said this to me recently. He didn’t mean it as a boast. He meant it as a burden.

Dal runs a successful recruitment business. But for a long time, he was stuck in a dangerous mindset:

"I am the only person holding up this business. It will fall apart without me."
He was doing the recruitment. 

He is the founder. He was managing performance. He was dealing with contractors.

As he put it: "Everything was in my head, which is great, but nothing was on paper."

Dal was suffering from The Operator Trap.

It’s that exhausting phase where you have traction, but you don't have freedom. 

You are the engine, the fuel, and the steering wheel all at once.

Most founders stay stuck here. 

They convince themselves that investing in software or LinkedIn ads is more important than investing in their own leadership.

Dal made a different choice. He stopped trying to be the superhero and started being the Architect.

He built the frameworks. He defined the roles. He moved the IP from his head into the business.

The result? "I can take a step back and go on holiday knowing the business is still fully operational. It doesn't actually need me every single minute of the day."

Stay tuned as I share the exact framework Dal used to make this shift.

The most dangerous trap for a founder isn't a lack of capital or a failing product. 

It is a calendar with no white space.

When your days are consumed by reactive management, you aren't leading; you are simply responding. 

Strategic clarity requires distance. 

You cannot assess the landscape while you are drowning in the day-to-day. 

One question I always ask: How much thinking time have you carved out for yourself?

Dedicated thinking time allows you to:

• Refine the long-term vision away from daily noise.
• Make data-informed decisions rather than hasty, high-pressure choices.
• Identify high-leverage priorities that actually move the needle.
• Protect your mental health against the inevitable weight of burnout.

In the early stages, "doing" feels like progress. 

But as you scale, your value shifts from your output to your judgement. 

Thinking time is not a luxury. It is a strategic necessity that separates sustainable, high-growth businesses from those that eventually fizzle out.

How much of your week is blocked out for nothing but thought?

"Is this really going to be my next 40 years?"

Today is widely labelled "Blue Monday." Statistically, it is the day motivation bottomed out. The festive cheer has evaporated, the credit card bills have arrived, and the weather is relentlessly grey.

If you're feeling the 'January Drift' today, stop. You aren't just tired—you might be at a crossroads.

For me, several years ago, it was the day I quit.

I remember walking into the office on a Monday in mid-January. 

The decorations were gone. 
The fluorescent lights felt harsher than usual. 

I looked at my calendar for the year ahead and felt a physical weight in my chest.

The pain of staying finally outweighed the fear of leaving.

That slump wasn't a signal to try harder or "grind" through the exhaustion. 

It was a signal that my current operating system was broken.

If your gut is screaming "not this," don't turn up the volume on your headphones to drown it out. 

Listen to the silence.

Distinguish between a bad day and a bad path. Is it just the winter blues, or is your gut telling you that your current direction is no longer yours?

Use the crash to find your clarity.

A slump needs a weekend. 

A wrong path needs a revolution. 

The answer is usually in the silence you're trying to ignore.

The "Panic Promotion" is the most expensive way to destroy your company culture.

It usually starts in the first week of January. 

I have observed this first-hand!

A Founder receives a resignation letter from their "Rainmaker" the person responsible for the lion's share of the revenue.

The Founder panics. 

They see a hole in the org chart and a dip in the forecast. 

To "save" the situation, they do what 90% of leaders do: 

They open the chequebook. They match the salary. They invent a new, inflated job title.

The employee stays. 

The Founder breathes a sigh of relief.

But they haven't solved the problem; they’ve simply subsidised a departure that has already happened mentally.

When you counter-offer to prevent a resignation, you signal three things to your organisation:
1. Performance is secondary to leverage.
2. The squeaky wheel gets the oil.
3. Loyalty is a negotiation tactic.

By overpaying to keep a "mercenary," you place a heavy financial burden on your OpEx without gaining a single ounce of extra productivity. Worse, you alienate the "missionaries"—the people who are there because they believe in the vision.

If you keep people solely because you pay them the most, you are building an army that will desert you the moment a competitor offers 10% more. 

Ambitious people want progress, not just a pay rise. They want a winning vehicle, a sense of purpose, and a clear path for development.

When a Founder fails to provide a compelling vision, money becomes the only variable left to discuss.

Build a mission worth joining, and you won't have to bribe people to stay.

Your 2026 strategy is likely to fail by February. 

It isn't a lack of ambition or talent. It is a horizon problem. 

Twelve months is simply too long for the human brain to maintain a sense of urgency. 
When the deadline is 31 December, you subconsciously give yourself permission to procrastinate today.

This is why I advocate for the 91-Day Mindset. 

A quarter—13 weeks—is the cognitive "sweet spot". 

It is long enough to achieve a significant objective, but short enough that the finish line is always in your peripheral vision. 

If you feel overwhelmed by your annual targets, shrink the horizon. Forget about the end of the year. Ask yourself: 

"What must be true by 31 March?"

Focus on that. Ignore the rest. The most effective founders don’t win the year; they win the quarter.

Stop trying to manage your time. It’s a losing battle.

Time is linear. You have the same 24 hours as Elon Musk and the coffee shop owner down the street. You cannot "create" more of it.

Energy, however, is cyclical.

Most founders burn out because they treat every hour as equal. 

They schedule "Strategic Planning" at 4:00 PM on a Thursday.

This is a waste of time.

Your brain is in the "afternoon slump." Your cortisol is low. You are physically incapable of high-level architectural thinking.

In the 12S Business Accelerator, we teach "Neuro-Leadership."

It starts with a simple audit: Are you a Lark (Morning Peak) or an Owl (Evening Peak)?

If you are a Lark, your 9:00 AM hour is worth 10x your 4:00 PM hour. 

Protect it. Put a "No Fly Zone" around it. Do not give that hour to email. Do not give it to "quick questions."

Give your best hours to your best problems. Give your tired hours to your admin.

We just published a deep dive on how to rebuild your daily operating system.

Link in the comments. 👇

#SelfLeadership #BusinessLeadersCoach #Productivity #Founders

Motivation is a battery. It runs out.
Discipline is an engine. It keeps running.

We are now in the third week of January. 

For many founders, the initial "New Year" energy has already started to dip. The emails are piling up, and the pressure of "Operator Mode" is creeping back in.

If you feel like you are falling behind, understand this: it is not a character flaw. It is a systems failure.

You cannot run a 12-month marathon at a sprint pace. 

If you rely solely on willpower to get you through January, you will likely reach burnout by February.

Stop waiting to "feel motivated." 

Motivation is a feeling; discipline is a decision. 

Shift your focus from fleeting energy to permanent rituals. High-performance founders do not rely on how they feel when they wake up. 

They rely on the non-negotiable systems they have built.

Build for your worst days, not your best ones.

High performance isn't about how you feel; it's about what you do when you don't feel like it.

What’s your one non-negotiable ritual for today?

It took exactly 26 days for the "New Year Strategy" to die.

It happens every year. 

Jan 1: You have a big vision. 

You are the Architect. 

Jan 26: You are buried in emails. 

You are the Operator.

The "Drift" has set in. 

The big strategic goals you set three weeks ago are already collecting dust, buried under the tyranny of the urgent.

If you feel like you are working harder but seeing less clarity than you did on 
New Year's Day, it’s not a discipline problem. 

It’s a Visibility Problem.

You don’t need more motivation. 

You need a map.

I just released the 2026 Vision Mapping Guide. 

It’s the exact tool I use to pull founders out of the weeds and back onto the mountain.

It’s time to reset the navigation.

(Link in comments)

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The Battle

Hossein Zakariaee

Toye Oshunbiyi

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taplio

The Battle

Hossein Zakariaee

Toye Oshunbiyi

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Toye Oshunbiyi's LinkedIn Performance

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