The Dating App Founder | 8M members | Bootstrapped startup with a team of 50+ | Co-founder & COO of Inner Circle | Follow for insights on business, leadership and relationships

Co-founder of Inner Circle. The dating app for people who want fewer matches and better dates.

Built on the belief opposites don’t attract, so you don't waste time.

Bootstrapped since 2012. 8M+ members worldwide.

Try the app with code MK2024 for a month of premium access.

Follow me for honest insights about work, life and love.

Looking for stars to join the team, check out the careers page: www.about.theinnercircle.co/careers. 

About me: 
I believe no strategy is better than its execution. 
My scope includes:
🏆 Hiring and developing winning teams 
✅ Alignment and execution driven by OKRs
🚀 Marketing that drives growth with ROI
🥾 Data to accelerate experiments that move the needle
🍸 Advisor and angel

In 2025, I stepped back into marketing as COO CMO. Content is the most powerful lever for any brand, so I started posting here to understand what makes it tick, share my learnings and lead my team better.

Michael Krayenhoff

The best leaders aren’t just tough.

They're compassionate.

Compassion isn't a weakness.
It's the courage to lead with humanity, especially when the stakes are highest.

It's about delivering hard feedback, but never with cruelty.
Holding firm standards, but always with dignity.
Driving real results, but never at the cost of people's worth.

I've seen leaders who mistake harshness for strength; 
They burn out their teams and themselves.

The ones who last? 
They understand that respect and accountability aren't opposites.

True leadership isn't choosing between being effective and being decent.
It's refusing to accept that false choice in the first place.

Here are 3 leadership reminders that actually hold up in real life:

1️⃣ Compassion takes backbone.
↳ Say what needs to be said, clearly and directly.
↳ Avoiding the truth feels kind in the moment, but it costs trust later.

2️⃣ Compassion needs standards.
↳ Hold the line on behavior, effort, and values.
↳ Being human does not mean lowering the bar. It means being fair about it.

3️⃣ Compassion is built in small moments.
↳ How you listen. How you respond. How you follow up.
↳ People remember consistency more than big speeches.

Strong leadership is not a choice between results and decency.
That is a false trade.

Real leaders refuse to make it.

So ask yourself this today,
How are you showing compassion when it actually counts? 
Lets discuss in the comment 👇

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I've worked with hundreds of leaders over the years.

The gap between good and great? It's not strategy or skill.

It's self-awareness.

The best leaders don't just drive results;
They develop people while doing it.

Here's what sets them apart:
16 Signs of a Highly Intelligent Leader

1/ They never punish honesty.
↳ People speak up when they know the truth won’t cost them their seat.

2/ They leave room at the table.
↳ Influence grows when others are invited in.

3/ They create calm in the chaos.
↳ Steady energy keeps teams focused when pressure hits.

4/ They admit when they're wrong.
↳ Owning mistakes sets the standard faster than pretending to be right.

5/ They set direction, not demands.
↳ Clear intent beats rigid instructions.

6/ They over-communicate the ‘why’.
 ↳ Clarity creates alignment faster than control ever could.

7/ They give others permission to fail.
↳ Progress only happens where mistakes are allowed.

8/ They hire people smarter than them.
↳ Strong leaders optimize for outcomes, not ego.

9/ They prioritize trust over popularity.
↳ Being respected lasts longer than being liked.

10/ They care deeply but act objectively.
↳ Empathy informs decisions without clouding them.

11/ They ask more questions than they answer.
↳ Good questions unlock better thinking across the room.

12/ They don’t claim credit for the team's work.
↳ They direct praise to the team to celebrate those who execute.

13/ They coach people, they don't control them.
↳ They don't want people just to deliver, they want them to develop.

14/ They don't build followers, they build leaders.
↳ The real test is what the team does when you’re not there.

15/ They show up with the same attitude, every day.
↳ Predictability builds trust and trust drives results.

16/ They step back so others can step into the spotlight.
↳ Progress accelerates when credit is shared.

Intelligent leadership changes teams.

It’s not about being in charge,
It’s about how you show up for the people who trust you.

Which leader does this remind you of?
Drop a name below 👇

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You can have high standards and treat people well.

They're not mutually exclusive.

I've interviewed over 1,000 people to build Inner Circle.

Entry level to senior leaders.

Everybody gets nervous at times.
Because, behind every resume is a real person.

They've prepared for hours.
They're thinking about their rent.
They've practiced answers in the mirror.
They're wondering if they're good enough.

About finally getting a shot.
About their family.

But most companies forget this, and: 

They ghost candidates for weeks.
They treat hiring like a transaction.
They forget there's a human waiting.

And that shows.

How you hire shows your culture more than any values slide ever will.

Not what you say.
What you do when no one is watching.

Here is what treating candidates like humans looks like in real life:

1️⃣ You respond
↳ If someone spoke with you, you close the loop.
↳ Even a short no is better than silence.

2️⃣ You are clear
↳ You explain why the answer is no.
↳ You say it in plain words, not corporate talk.

3️⃣ You respect time
↳ You only add interviews if they are truly needed.
↳ You decide who makes the final call before the process starts.

This is not going the extra mile.
It is walking the talk on your values..

People remember how you treated them.
Even when they did not get the job.

Quick question for you,
What is one thing you never compromise on when hiring?
Share it in comment 👇

♻️ Repost if you believe hiring should feel more human
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If you want success, you need to out-fail everyone.


Most people don’t actually fail.
They just never even start.

They over-prepare.
They wait for confidence.
They wait for permission.
They wait for certainty.

Then they call it being realistic.

Failure isn’t the opposite of success.
Inaction is.

Failure only shows up after you’ve moved.
After you shipped the idea.
Had the uncomfortable conversation.
Put your name on the line.

That’s why failure hurts.

Not because you’re weak,
but because you cared enough to commit.

Execution is the filter most people never pass.
They stay busy.
They stay smart.
They stay safe.
And mistake that for progress.

If you failed, congratulations.
You made it past the hardest step.

The real question isn’t
“Did it work?”

It’s:
Did you step into the arena or stay in the stands?

What’s one thing you’re trying this year,
even if it might fail?

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Fear of failure will keep you average.

Even if you're capable of more. 

Image credits to Alvin Huang

I’ve seen this closely. 
When I started Inner Circle, nothing was guaranteed.
There was no safety net. Just a belief that mattered more than the noise outside.

Failing was simply a part of the process at the time.

Features that didn’t work.
Markets we entered too early.
Hires that looked right on paper but wrong in real life.

Each one felt heavy at the time.
Like maybe this was the moment it all breaks.

But failure rarely shows up as a big dramatic ending.

Most of the time it looks like this,

👇 You try something.
👇 It doesn’t work the way you hoped.
👇 You sit with the discomfort.
👇 You figure out what you missed.
👇 You adjust.
👇 You try again.

That’s not failure.
That’s the job.

After building a bootstrapped company to 8M members, 
I can count the real failures on one hand.
The kind I’d never repeat.

Everything else was just a part of the process of getting better.

Early on, it’s hard to tell the difference.
Everything feels urgent. Everything feels final.

With time, you get faster at spotting what needs killing,
and what just needs another round.

So if you’re in that uncomfortable middle right now, ask yourself:

Are you failing,
or are you just not done yet?

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Changing jobs isn't the same as quitting.

Quitting used to be seen as weak.

Now it's a sign of growth.

Here are 8 reasons leaving may be the smart choice:

1/ You’ve outgrown the role
↳ You’re doing more than the job asks, but the title and scope haven’t moved.

2/ Your pay no longer matches your value
↳ Loyalty feels nice, but the market doesn’t reward it the same way.

3/ The environment drains you
↳ If work costs you your energy, health, or confidence, that’s a signal.

4/ You want better leadership
↳ A great manager can change your entire career path.

5/ You’ve stopped learning
↳ Comfort is great until it quietly stalls your growth.

6/ You want broader exposure
↳ New companies mean new ways of thinking, building, and solving problems.

7/ You need to stretch yourself
↳ Change forces adaptability. And adaptability compounds fast.

8/ There’s no real path forward
↳ Some org charts just don’t have space for what you’re ready to become.

Knowing when to leave isn’t failure.

It’s self-awareness.

Curious, when did leaving work out for you?
Share it in comment 👇

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Toxic leaders can destroy your self-worth.

Don't blame yourself.

Recognize their behaviours.

A toxic leader can ruin your career:

🚨 Creating fear
🚨 Killing confidence
🚨 Controlling opportunity

Here are 9 signs to watch out for:

1. The Favourite Picker
↳ Loyalty is rewarded, not performance
↳ Promotions become politics, not merit

2. The Credit Thief
↳ Takes your wins and does the bare minimum
↳ Recognition is stolen, and so is your recognition

3. The Power Tripper
↳ Uses their title to silence, not support
↳ “Because I said so” becomes their leadership style

4. The Blame Shifter
↳ They spread fear by criticising and blaming
↳ Shames mistakes instead of coaching growth

5. The Control Freak
↳ Micromanages every task but shares no vision
↳ You’re overloaded, under-trusted, and out of oxygen

6. The Burnout Machine
↳ Glorifies overwork and calls it ambition
↳ Well-being is sacrificed at the altar of “urgency”

7. The Fear Builder
↳ Uses silence to protect their authority
↳ People stop speaking up and trust disappears

8. The Mood Swinger
↳ Hot one day, cold the next
↳ You’re stuck guessing which version shows up

9. The Growth Blocker
↳ Rejects change to protect their ego
↳ They never leave their comfort zone and make sure others can't

Which have you experienced?
Let me know below 👇 

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9 Signs Of A Toxic Leader

The best performing teams aren’t the smartest. 
They’re the most curious.

Being with the team in São Paulo this week 
made that obvious again.

Teams move faster
when the energy is right.

Not because they’re smarter.
Not because they work longer.

It comes from curiosity.
From teams that challenge assumptions
Instead of defending the status quo.

5 ways curiosity drives outsized results:

1/ Better questions replace old answers
↳ Progress starts when teams stop defending and start improving.

2/ Testing beats debating
↳ Momentum builds when learning happens in the work.

3/ Less process, more momentum
↳ Clarity reduces the need for endless coordination.

4/ Ownership goes up
↳ People move faster when they help shape the thinking.

5/ Energy compounds
↳ Belief grows when teams see ideas turn into reality.

Curiosity is the unlock to real growth.

Where have you seen curiosity lift results?
Let me know in the comments ⬇️

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What separates the best founders from the rest? 

It's not their vision or the product!
It’s the decisions they repeat every day.

Most people think leadership shows up in big moments.
Fundraises. Pivots. Announcements.

That matters for sure. 
But it is not what shapes the team.

What defines you are the silent decisions no one sees or applauds.
Here are five key decisions that define you: 

1️⃣ Who you build around
→ Notice who you involve early, when the problem is still messy and the answer isn’t clear.

2️⃣ What behavior you protect
→ Pay attention to what you address immediately and what you tolerate because it’s inconvenient to confront.

3️⃣ Where your attention goes
→ Look at what consistently gets your time when priorities collide. That’s what your team learns to value.

4️⃣ What you simplify
→ Track the rules, steps, or approvals you remove so people can act without waiting on you.

5️⃣ How you show up under pressure
→ Observe how you react in the moment things break, not how you explain it later.

These are the moments where your leadership takes shape.
If your team feels cautious, slow, or dependent,
there is a good chance one of these decisions is stuck on repeat.

Which one do you think leaders struggle to change the most?
Drop it in the comments 👇

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Being yourself is the real flex.

Especially when everyone else is putting on a show.

Social media didn’t create this behaviour.
It just made it more visible.

Some people optimise perception over capability.

They become whoever the moment rewards:
- Visible when projects succeed
- Quiet when things get hard
- Quick to talk about outcomes they didn’t own
- Fast to turn team success into personal optics

You see it online.
You see it inside companies.

Perception works at a distance.
Capability shows up in delivery.

When decisions carry weight.
When results actually matter.
That’s when the image collapses.

What’s left is simple:
 1/ Who actually owns the work
 2/ Who stays consistent
 3/ Who doesn’t change depending on who’s watching

That’s why the best operators don’t play the optics game.

They don’t need to.
Their work does the talking.

Where do you see capability beat perception?

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Leadership isn’t a title. 
It’s a craft. 

Most leaders manage work they don’t understand.
That’s when performance breaks.

Every quarter we run a workshop,
where we experience a craft.
This week it was content creation.

We worked in groups of three.
Each group created two pieces of content, 
that had to perform in the real world.

We didn’t just talk theory,
Everyone got to experience;

What makes a great hook.
Where storytelling breaks.
And the practical limits of filming, format and timing.

Once you do the work together, clarity comes fast.
What sounds simple in a meeting
is rarely simple in execution.

Content is one of the biggest growth levers in modern marketing.

When leaders only touch content 
through agencies or dashboards…
They lose the feel for what great looks like.

5 Reasons the best leaders stay close to the craft:

1/ You experience execution, not coordination
 ↳ You feel the friction plans never show.

2/ You understand real constraints
 ↳ Time, format and context shape every decision.

3/ You see where clarity breaks
 ↳ Briefs collapse when they meet reality.

4/ You keep standards grounded
 ↳ Distance turns “high bar” into a slogan.

5/ You earn the right to challenge the work
 ↳ Feedback lands when you’ve done the reps.

Staying close to the craft isn’t micromanaging.
It’s how leaders raise the bar and move faster.

What’s one craft you still do yourself? 

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Managing Director, Cooper Parry Digital | Head of Early Stage, Tech & High Growth |

I lead the CP Digital business that supports clients across their Salesforce, NetSuite, Analytics & Cybersecurity needs. Responsibilities include all M&A & growth, in line with our vision alongside Lee Equity Partners. 

I also lead market activity for CP in the Venture Capital ecosystem. 

Our specialist team works with Founders, CFOs and Boards of early stage, scale-up and high growth businesses, navigating challenges spanning accounting, finance, tax, audit, technology, and deal support. 

We are highly active in the scale-up ecosystem and have worked as the accounting partner for leading organisations and communities whilst also building our own community platforms, TechCFO and VentureCEO.

Having started my career at PwC, I went to on to establish and build a successful early stage focussed firm, Acclivity Advisors (which was acquired by Cooper Parry in Jan’23).

Along the way, I wrote the best selling book 'The Finance Playbook for Entrepreneurs', so that entrepreneurs of ALL backgrounds could benefit from the very best teachings.  

My unique experiences and skills have afforded me a number of Board positions across industries within public & private sectors. 

At present, these include:

1. Middlesex County Cricket Club (Board Observer, Chair of Growth Committee)
2. Queen Elizabeth's Global Schools (Chair, International Schools)
3. Labrys (Advisor to the Board)
4. HM Revenue & Customs - ABAB (Board Member)

As well as the above, 

I advise Government on how to innovate for SMEs & entrepreneurs through consultative committees and forums.

All of these roles have shown me the value of sharing what I know beyond my own sector;

And so, I enjoy speaking at universities, schools, accelerators and incubators on a wide variety of relevant entrepreneurship related topics.

Asif Ahmed

Culture doesn't fail when your values are wrong.

It fails when you stop reinforcing them.

Gallup 2024: Global engagement dropped from 23% to 21%, yet highly engaged companies achieve 18% higher productivity and 4x revenue growth.

The difference? 

Leaders who understand these 7 stages:

𝟭) 𝗜𝗻𝘁𝗲𝗻𝘁
↳ Culture starts with what you actually care about
↳ Not what's on your website - what gets your daily attention
↳ Your calendar reveals your real priorities

𝟮) 𝗩𝗮𝗹𝘂𝗲𝘀
↳ Mission statements that haven't faced real pressure yet
↳ Values that sound impressive until tested
↳ The dangerous gap between aspiration and action

𝟯) 𝗦𝗶𝗴𝗻𝗮𝗹𝘀
↳ Who gets promoted vs who gets overlooked
↳ Which behaviours get rewarded vs ignored
↳ Where you invest time, money, and attention

𝟰) 𝗥𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝗺𝗲𝗻𝘁
↳ What you consistently correct when it goes wrong
↳ Standards you maintain under pressure
↳ How you handle conflicts between values and results

𝟱) 𝗥𝗲𝗮𝗹𝗶𝘁𝘆
↳ Engagement scores that can't be spun
↳ Retention patterns in your top talent
↳ Performance metrics that reflect cultural health

𝟲) 𝗦𝘆𝘀𝘁𝗲𝗺𝘀
↳ Hiring that reinforces what matters
↳ Promotion criteria that match stated values
↳ Incentive structures aligned with intentions

𝟳) 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿
↳ How decisions get made under stress
↳ Communication patterns during crisis
↳ What people do when leadership isn't watching

- - - -

The brutal truth?

Your culture is exactly what you've been willing to tolerate.

Most founders focus on stages 1-2. 
Winners obsess over stage 4.

💡 How have you seen this manifest in technology projects?

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If you're an aspiring CFO, the role has fundamentally changed.

The step up has nothing to do with age.

This might be hard to accept.

But there are a lot of talented accountants around, but nowhere near as many that can:

> Think in systems
> Think of the numbers as the 'start' of the job
> Think of good technology as a foundation & not a goal

Here are 10 green flags that separate exceptional CFOs from all other finance roles:

𝟭) 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹
↳ They question your runway assumptions during interviews
↳ Numbers inform decisions, not dictate them
↳ Board conversations focus on growth levers, not variance analysis

𝟮) 𝗖𝗹𝗲𝗮𝗿 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴
↳ Monthly P&L becomes three actionable insights maximum
↳ Complex metrics translate into simple go/no-go decisions
↳ Investor updates highlight progress, not process

𝟯) 𝗖𝗮𝘀𝗵-𝗙𝗹𝗼𝘄 𝗢𝗯𝘀𝗲𝘀𝘀𝗲𝗱 (𝗶𝗻 𝗮 𝗚𝗼𝗼𝗱 𝗪𝗮𝘆)
↳ 13-week rolling forecasts updated religiously every Monday
↳ Three scenario models ready for any board meeting
↳ Cash runway calculated to the day, not quarter

𝟰) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗮𝗿𝘁𝗻𝗲𝗿 𝗠𝗶𝗻𝗱𝘀𝗲𝘁
↳ Sales teams request their input before pricing discussions
↳ Product managers include them in roadmap planning sessions

𝟱) 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴
↳ Forecasts connected to customer acquisition metrics
↳ Monthly variances explained because they already knew the risks
↳ PwC 2025: AI-powered finance teams achieve 40% better forecasting

𝟲) 𝗖𝗮𝗹𝗺 𝗶𝗻 𝗨𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆
↳ Market downturns met with steady leadership
↳ Audit prep happens quarterly, not during crunch time
↳ Crisis playbooks exist before crises hit

𝟳) 𝗛𝗶𝗴𝗵 𝗜𝗻𝘁𝗲𝗴𝗿𝗶𝘁𝘆, 𝗟𝗼𝘄 𝗘𝗴𝗼
↳ Problems surface with solutions, not blame
↳ Investor calls include honest miss explanations
↳ Team morale remains intact during difficult conversations

𝟴) 𝗦𝗰𝗮𝗹𝗮𝗯𝗹𝗲 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 𝗧𝗵𝗶𝗻𝗸𝗲𝗿
↳ Month-end close designed for 100+ employees from day one
↳ Automation roadmap extends beyond current pain points
↳ ERP implementation conversations start early

𝟵) 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿-𝗥𝗲𝗮𝗱𝘆 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲
↳ Board packs delivered well before the meetings
↳ Due diligence rooms maintained continuously
↳ They understand what the investors want to hear

𝟭𝟬) 𝗧𝗮𝗹𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗶𝗲𝗿
↳ Finance hiring roadmap mapped to revenue milestones
↳ Junior team members handle month-end independently
↳ IBM 2024: 72% of CFOs identify team development as priority one

- - - 

Exceptional CFOs position your company for growth > they don't just focus on planning for the worst.

💡 Which habits do you find most effective?

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In my new role, one thing has genuinely surprised me.

How often major technology projects are being led by Finance.

Not just supported by finance. 
Not just sponsored by finance.
But properly led by finance.

And I guess, it makes perfect sense:

Finance is where the pressure lands first AND last:

> Boards wants faster, cleaner numbers
> Investors want predictability (cash, runway, KPIs, forecast accuracy)
> Funding rounds become dependent on Tech DD
> CRM & ERP systems are relied up to provide data and insights
> Enterprise customers need Cyber assurances before anything can start

💡But...

Providing technology outcomes for finance professionals requires hands on experience from people that have been there and done it before.

And use that experience to help you:

1️⃣ Focus on your needs, not just new products
2️⃣ Help with getting more with what you already have
3️⃣ Unearth blind spots/risks that finance professionals would be unaware of
4️⃣ Save you from managing multiple vendors at a time

➡️ DM to clear the fog on your nagging tech issue

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"Culture isn't what you preach, it's what you tolerate."


A McKinsey study (2024) revealed something shocking: 

76% of employees have witnessed double standards at work, yet only 15% of leaders acknowledge their existence.

Here's how these silent killers destroy company culture:

1/ The "Golden Child" Effect
↳ Different rules for different teams
↳ High performers getting away with toxic behaviour
↳ Selective enforcement of "non-negotiable" policies

2/ The Recognition Paradox
↳ Credit always flowing up, rarely down
↳ Same achievement, different celebration
↳ Visibility bias towards certain departments

3/ The Resource Game
↳ Training budgets that mysteriously vary
↳ Access to leadership becoming a privilege
↳ Development opportunities for the chosen few

4/ The Accountability Maze
↳ Others become career-defining moments
↳ Consequences that depend on who you know
↳ Some mistakes become learning opportunities
- - -

💡

• Companies with consistent standards see 2.4x higher employee retention
• 89% of culture-driven companies outperform their competitors
• Fair workplaces report 3.1x higher innovation rates

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42% of start-ups fail building the wrong things:
It's not lack of vision,
It's resource allocation.

Here's a framework to separate:

What really matters
What kind of matters
What matters less right now
What doesn't matter at all right now

𝗧𝗵𝗲 𝗦𝘁𝗮𝗿𝘁𝘂𝗽 𝗜𝗺𝗽𝗮𝗰𝘁 𝘃𝘀 𝗘𝗳𝗳𝗼𝗿𝘁 𝗠𝗮𝘁𝗿𝗶𝘅

Effort × Value = Survival

1️⃣ 𝗥𝗘𝗦𝗢𝗨𝗥𝗖𝗘 𝗗𝗥𝗔𝗜𝗡𝗦 (High Effort → Low Value)

🔴 Where promising start-ups die
↳ Complex features nobody asked for
↳ Premature scaling without validation  
↳ Over-engineered solutions for simple problems

2️⃣ 𝗚𝗥𝗢𝗪𝗧𝗛 𝗙𝗢𝗨𝗡𝗗𝗔𝗧𝗜𝗢𝗡𝗦 (High Effort → High Value)

✅ Strategic bets that compound
↳ Core builds that unlock scalability
↳ Partnerships backed by real customer demand
↳ Major integrations with proven ROI

3️⃣ 𝗢𝗣𝗧𝗜𝗢𝗡𝗔𝗟 𝗘𝗫𝗧𝗥𝗔𝗦 (Low Effort → Low Value)  

⚪ Explore during downtime only
↳ Simple experiments when capacity allows
↳ Occasionally reveal niche opportunities
↳ Never prioritise over runway protection

4️⃣ 𝗠𝗢𝗠𝗘𝗡𝗧𝗨𝗠 𝗕𝗢𝗢𝗦𝗧𝗘𝗥𝗦 (Low Effort → High Value)

🚀 Where smart founders live
↳ Customer feedback implementations
↳ Revenue optimisations  
↳ Quick wins for investor updates

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The reality: 

Most start-ups die from cash flow issues.
How they got there will always be linked to what they prioritised.

✅ Winners protect runway by obsessing over quadrant 4️⃣.
✅ They strategically invest in quadrant 2️⃣ only.
❌ They avoid quadrant 1️⃣ entirely.

🔴 What operational priority have you been ignoring?

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The pressure to make 'great' decisions can be overwhelming.

The Two-Way-Door Principle provides the perfect framework.

> Narrowing down decisions between those that are:

❌ Irreversible, vs
✅ Reversible

Can be the perfect antidote to inaction.

𝟭/ 𝗧𝘆𝗽𝗲 𝟭: 𝗜𝗿𝗿𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲 (𝟭-𝗪𝗮𝘆 𝗗𝗼𝗼𝗿𝘀)
↳ Major acquisitions, core platform choices
↳ Require board approval and 90% certainty
↳ Take weeks, involve senior leadership

𝟮/ 𝗧𝘆𝗽𝗲 𝟮: 𝗥𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲 (𝟮-𝗪𝗮𝘆 𝗗𝗼𝗼𝗿𝘀)
↳ Pricing tests, hiring decisions, feature launches
↳ Decide with 70% information, not 90%
↳ Delegate to team leads, move fast

𝟯/ 𝗧𝗵𝗲 𝗜𝗺𝗽𝗮𝗰𝘁
↳ Forbes 2024: 49% of companies have stagnant decision-making
↳ MIT CISR: Top-quartile decision-makers achieve 50% higher revenue growth
↳ Bain: 95% correlation between decision speed and financial performance

𝟰/ 𝗬𝗼𝘂𝗿 𝗔𝗰𝘁𝗶𝗼𝗻 𝗣𝗹𝗮𝗻
↳ Audit last month's delayed decisions
↳ Categorise each as Type 1 or Type 2
↳ Set approval thresholds for Type 1 vs Type 2

- - -

The companies that move fastest aren't the ones with perfect information.

They're the ones who recognise which doors have handles on both sides.

🔥 Why waste time considering all the angles of a decision if, within weeks, you could re-assess and reverse it?

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56% of CFOs will prioritise cost optimisation in 2026.

NB. cost cutting & smarter allocation are not the same thing.

Here's the distinction that separates high-performers from the rest:

𝟭) 𝗪𝗵𝗮𝘁 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗗𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲 𝗜𝘀𝗻'𝘁:

✕ Blanket cost-cutting that stifles growth
✕ Playing defence when you should be strategic
✕ Defaulting to 'no' without analysing trade-offs

𝟮) 𝗪𝗵𝗮𝘁 𝗜𝘁 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗜𝘀:

✓ Clarity in capital decisions (fewer choices, better outcomes)
✓ Precision in measurement (track what predicts success)
✓ Control that enables speed (not bureaucracy that slows it)

💡 Companies with clear KPI targets are 2x more likely to succeed in transformation initiatives (McKinsey).

𝟯) 𝗪𝗵𝗮𝘁 𝗗𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲𝗱 𝗢𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗕𝘂𝗶𝗹𝗱:

↳ Real-time cash visibility through integrated systems
↳ Decision frameworks driven by scenario modelling, not instinct
↳ Intentional capital allocation with measurable ROI gates

💡 Digital transformation matters here: Organisations leveraging advanced analytics reduce operational issues by 35% whilst improving forecasting accuracy by 40%.

𝟰) 𝗪𝗵𝗮𝘁 𝗗𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲𝗱 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗗𝗼 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆:

↳ Maintain cash reserves as strategic optionality (not just safety)
↳ Align spending to 5-year value creation, not quarterly results
↳ Invest with conviction when the data validates the thesis

𝟱) 𝗧𝗵𝗲 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗘𝗱𝗴𝗲:

↳ You deploy capital when competitors don't
↳ You move faster because your foundation is strong
↳ You create options whilst others watch theirs struggle

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💡 Only 36% of CFOs feel confident driving AI impact.

The winners in 2026 combine financial discipline with digital capability to outperform, outlast, and out-invest their category.

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CEO's who delegate effectively generate 33% more revenue.

Yet most founders never make that transition.

12 habits that separate those that do it well:

𝟭) 𝗣𝗮𝘂𝘀𝗲 𝗕𝗲𝗳𝗼𝗿𝗲 𝗥𝗲𝘀𝗽𝗼𝗻𝗱𝗶𝗻𝗴
↳ 24-hour rule on major decisions prevents costly reactive choices

𝟮) 𝗣𝗿𝗼𝘁𝗲𝗰𝘁 𝗗𝗲𝗲𝗽 𝗪𝗼𝗿𝗸 𝗧𝗶𝗺𝗲
↳ Block 3-hour windows for strategic thinking

𝟯) 𝗔𝗰𝘁 𝗤𝘂𝗶𝗰𝗸𝗹𝘆 𝗼𝗻 𝗥𝗲𝘃𝗲𝗿𝘀𝗶𝗯𝗹𝗲 𝗖𝗮𝗹𝗹𝘀
↳ If you can undo it in 48 hours, decide today

𝟰) 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘁𝗵𝗲 "𝗪𝗵𝘆"
↳ Context creates ownership faster than detailed instructions

𝟱) 𝗛𝗶𝗿𝗲 𝗦𝗹𝗼𝘄𝗲𝗿 𝗧𝗵𝗮𝗻 𝗬𝗼𝘂 𝗪𝗮𝗻𝘁 𝗧𝗼
↳ Bad hiring decisions cost a hell a lot more than getting things right.

𝟲) 𝗥𝗲𝗳𝗹𝗲𝗰𝘁 𝗪𝗲𝗲𝗸𝗹𝘆
↳ 30 minutes reviewing what moved the needle vs what *felt* urgent

𝟳) 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 𝗕𝗲𝗳𝗼𝗿𝗲 𝗬𝗼𝘂'𝗿𝗲 𝗥𝗲𝗮𝗱𝘆
↳ If you can teach it, someone else should own it

𝟴) 𝗧𝗿𝗮𝗰𝗸 𝗢𝗻𝗲 𝗖𝗼𝗿𝗲 𝗠𝗲𝘁𝗿𝗶𝗰
↳ Revenue per employee, customer lifetime value, or monthly burn rate

𝟵) 𝗦𝗮𝘆 𝗡𝗼 𝗠𝗼𝗿𝗲 𝗧𝗵𝗮𝗻 𝗬𝗲𝘀
↳ Every yes to the wrong thing is a no to what matters

𝟭𝟬) 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀
↳ Future you will thank present you for recording the reasoning

𝟭𝟭) 𝗔𝗱𝗱𝗿𝗲𝘀𝘀 𝗣𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗘𝗮𝗿𝗹𝘆
↳ Small issues compound faster than revenue in scaling businesses

𝟭𝟮) 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗬𝗼𝘂𝗿 𝗢𝘄𝗻 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴
↳ Founders who read 12+ business books annually outperform by 23%

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💡 Which habits do you find most effective?

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Most companies tolerate their internal technology.

10 Harsh truths that make this an awkward conversation:

1/ Most recurring tasks already have a critical human dependency

2/ Very few people inside the org understand how the tech works

3/ IT departments are always overworked and under resourced

4/ Lack of ROI on existing tech make Board's nervous about investing

5/ Each department has a different view of how tech should be used

6/ Tech ends up being managed by everyone but owned by no-one

7/ Off-the-Shelf is too basic, bespoke is too expensive - now what?

8/ Amazing technology that sits on poor data is a recipe for disaster

9/ Data and cyber security measures are seen as 'restrictive' to growth

10/ As soon as an investment is made, a newer version of the tech is released

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All of this, whilst needing to have a coherent AI strategy.

💡 Which of the above resonate with you?

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AI in Finance

10 Free Courses to get you started.

This is the uncomfortable reality facing finance leaders today.

AI investment priorities jumped from 43% to 64% among finance executives between 2025 and 2026.

Yet only 14% see measurable ROI from their AI spend.

Here are 10 free courses that will help bridge the knowledge gap: 

1️⃣ AI Fundamentals in Financial Services
↳ Evaluate vendor claims about fraud detection before signing £500K+ contracts
↳ Coursera → https://lnkd.in/ezXzWd3v

2️⃣ Machine Learning for Trading
↳ Understand algorithmic strategies that automate 60% of trading decisions in under 18 months
↳ Coursera → https://lnkd.in/etRmbaM6

3️⃣ Artificial Intelligence in Financial Planning
↳ Scale wealth management to 10x client capacity without expanding headcount by 2026
↳ Coursera → https://lnkd.in/eCFqS6A6

4️⃣ AI in Financial Services: Foundations Through Future Trends
↳ Navigate open banking disruption that threatens 40% of traditional revenue streams
↳ Coursera → https://lnkd.in/e-fb5NR9

5️⃣ Free AI in Finance Masterclass (CFTE)
↳ Master capital markets automation before it eliminates 70% of traditional trading margins
↳ CFTE → https://lnkd.in/eJn6hA8x

 6️⃣ ChatGPT for Finance
↳ Automate financial modelling to recover 25+ hours weekly for strategic decision-making
↳ Great Learning → https://lnkd.in/eyty2KJS

 7️⃣ AI in Personal Finance & Investments
↳ Generate investment insights that outperform traditional analysis by 35% within 6 months
↳ Alison → https://lnkd.in/ePxnnVNU

8️⃣ AI for Fintech & Financial Innovation
↳ Implement payment automation before fintech startups capture your high-value clients
↳ edX → https://lnkd.in/efUMUgmp

9️⃣ Deep Learning & Neural Networks for Finance
↳ Build risk models that predict market corrections 3-6 months before traditional indicators
↳ Udacity → https://lnkd.in/eQstXqhV

 1️⃣0️⃣ Applied AI with Python for Finance
↳ Create trading algorithms that execute in milliseconds whilst human decisions take minutes
↳ FutureLearn → https://lnkd.in/eygwrX62

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Every CFO thinks they're evolving.

Most are just getting busier

The brutal reality? 

Leading digital transformation is now the top CFO priority (Gartner 2024), yet 75% of finance leaders are still catching up (American Express 2024).

Here's the 5-Stage CFO Evolution Map that reveals where you actually are:

Do you agree?

𝟭/ 𝗧𝗵𝗲 𝗢𝗽𝗲𝗿𝗮𝘁𝗼𝗿 𝗖𝗙𝗢
↳ Drowning in month-end close chaos
↳ Manual processes consuming 80% of capacity  
↳ Reactive firefighting becomes your identity
↳ Digital catalyst: Cloud accounting + automated reconciliations free up 40+ hours monthly

𝟮/ 𝗧𝗵𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗖𝗙𝗢  
↳ Building your first finance team structure
↳ Standardising processes for scalability
↳ KPI dashboards replace gut-feel decisions
↳ Digital catalyst: Workflow automation eliminates 60% of manual approvals

𝟯/ 𝗧𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗖𝗙𝗢
↳ Forecasting becomes more valuable than historical reporting  
↳ True partnership with CEO on growth strategy
↳ Financial models drive every major decision
↳ Digital catalyst: Predictive analytics transforms budgeting from quarterly guesswork to dynamic planning

𝟰/ 𝗧𝗵𝗲 𝗖𝗮𝗽𝗶𝘁𝗮𝗹 𝗖𝗙𝗢
↳ Mastering capital structure optimisation
↳ Leading M&A evaluation and integration  
↳ Unit economics expertise drives valuation
↳ Digital catalyst: AI-powered capital allocation models and automated investor reporting

𝟱/ 𝗧𝗵𝗲 𝗟𝗲𝗴𝗮𝗰𝘆 𝗖𝗙𝗢
↳ Finance function operates independently
↳ Developing next-generation finance leaders
↳ Institutionalising long-term value creation
↳ Digital catalyst: Autonomous finance operations with human oversight on strategic decisions only

- - -

𝗧𝗵𝗲 𝗽𝗮𝗿𝗮𝗱𝗼𝘅: 

63% of CFOs are boosting digital budgets to work smarter, not 'more' but they can't pull themselves out of the 'job' to do it successfully.

🔥 Does that sound familiar?

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