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 👇

♻️ Repost to inspire your network.
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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 👇

♻ Repost if this resonates.
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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?

♻️ Repost this to inspire others.
And follow Michael Krayenhoff for more insights on leadership.

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?

♻️ Repost this to nudge somebody in your network
✅ Follow Michael Krayenhoff for more on business, leadership and careers

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 👇

♻️ Repost if this helps someone in your network.
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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 👇 

♻ Repost this to help your network.
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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 ⬇️

♻️ Repost this to inspire others.
And follow Michael Krayenhoff for more insights on leadership.

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 👇

♻️ Repost if this made you think
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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?

♻️ Repost this to inspire others.

And follow Michael Krayenhoff for more insights on leadership.

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? 

♻️ Repost this to inspire others.

And follow Michael Krayenhoff for more insights on leadership.

I’m a global entrepreneur who has spearheaded numerous ventures. I serve as President/CEO of The Atlas Network, LLC, a global supply chain enterprise offering comprehensive end-to-end services, including Consulting, Product Development, Factory Selection, Mass Production Oversight/Management, Quality Control, Documentation, Logistics, Shipping, and Storage.

I’m the Founder and CEO of The Global Crosswalk, LLC, a SaaS solutions platform that streamlines project lifecycles for the supply chain industry. I’m also the founder and co-host of the “Supply & Demand Show,” on YouTube. And the author of the best-selling book "Supply Chain Ups and Downs".

I make deals across diverse sectors - Technology, Retail, Entertainment, Real Estate, Spirits, Packaging, Sports Equipment, Medical, Import/Export, and Banking. I’ve held notable positions at NASD/FINRA (National Association of Securities Dealers), Accenture, SEC, Friedman Billings Ramsey, and 24/7 Media.

I hold a BA in Finance, International Business, and Marketing from Washington University in St. Louis, an MBA in Business Law and Finance from American University, and an Artificial Intelligence and Business Strategy certification from MIT.  I’m a continuous learner pursuing equilibrium in thought, culture, business practices, and amongst people.

Kerim Kfuri

Your supply chain team doesn't need new tools.
They need fewer priorities and clearer ownership:

Right now, most teams are drowning in capability.

AI planning tools...
Automation platforms...
Dashboards layered on dashboards...

On paper, the tech stack looks impressive.
In practice?

The same issues keep showing up.

Not because the tools are bad- but because everything is “important” and no one truly owns the outcome.

I’ve seen teams with world-class software struggle because:

Five initiatives are competing for attention-

No one knows which metric actually matters this quarter
Ownership is shared, which usually means it’s unclear
Tools get implemented, but never fully embedded
Process bottlenecks are ignored

So leaders do what feels logical.

They add another tool.
Another workflow.
Another layer of automation.

But complexity doesn’t fix confusion.
It amplifies it.

The teams that get real value from AI and automation do something much simpler first:

They confirm what actually matters right now and kill or pause everything else.

They clean up processes before compounding them with tech.

They assign one clear owner per outcome (not per task.)

Only then do the tools start working the way they were promised.
Because technology doesn’t create clarity.

Clarity tells technology where to focus.

If your team is overwhelmed, the answer usually isn’t more software.
It’s fewer priorities.

Clearer ownership.

And the discipline to say “not yet” to everything else.

That’s how good tools turn into real leverage.

💬 Where does your team lose clarity today - priorities or ownership?

♻️ Save this as a reminder to fix what's broken first
➡️ Follow Kerim Kfuri for philosophy & leadership insights

Global Supply Chain Expert | Public Speaker | Author of Supply Chain Ups and Downs | CEO, The Atlas Network | Follow for daily philosophy & leadership insights

The fastest way to kill transparency isn’t bad systems.
It’s how leaders react to bad news:

Most teams don’t stop being honest overnight.
They learn when honesty becomes unsafe.

Someone raises a risk early and gets dismissed.

A mistake gets surfaced and turns into a public interrogation.

Bad news is met with frustration, sarcasm or visible anger.

Nothing dramatic happens.
But something changes.
Next time, the issue gets softened.

Then delayed.
Then quietly worked around.

Eventually, leaders stop hearing problems early -not because teams are incompetent, but because they’re protecting themselves.

Truth doesn’t disappear because people don’t care.
It disappears when honesty starts to feel like punishment.

I’ve seen organizations with great tools, great dashboards, and great talent
operate completely blind because the culture taught people one thing:

“Bring solutions. Don’t bring problems.”

But complex systems don’t work that way.
Problems don’t vanish when they’re hidden.
They compound.

The strongest leaders I know don’t demand transparency.
They earn it.

By responding to bad news with curiosity instead of blame.

By separating accountability from emotional reactions.

By making it clear that surfacing reality early is valued not penalized.

Because the moment people believe telling the truth is risky, the system stops learning.

And once learning stops, failure is just a matter of timing.

💬 Has your team ever gone quiet? What caused it?

♻️Share this to inspire open communication

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The pressure isn't just intense anymore.

It's compounding.

Faster. Better. Cheaper.
And once you get there, the bar has already moved.

Technology accelerates.
Competition accelerates.
Global forces accelerate.

And somewhere along the way, leaders stopped asking "how do I keep up?"
Because the honest answer is: you can't.

Not fully. Not sustainably.

The leaders I've watched thrive in this environment aren't the ones who respond to every Slack message on vacation.

They're not the ones checking email at dinner "just in case."

They're the ones who've accepted something most leaders resist:

You cannot control the acceleration.
You can only control your boundaries within it.

Disconnecting isn't avoidance.
It's strategy.

Because a leader running on empty doesn't make better decisions.
They make faster, worse ones.

The compounding pressure will keep compounding.
That's the reality.

But the leaders who last aren't the ones who try to outrun it.

They're the ones who know when to step away from it.

Boundaries aren't weakness.

They're the only sustainable response to a world that will never stop asking for more.

💬 How do you protect your boundaries when the pressure keeps compounding?

♻️ Repost to remind leaders that rest is strategy

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The most underrated competitive advantage in operations:
It’s not speed...

It’s not technology.
It’s not even cost.

It’s clarity.

I’ve seen teams with fewer tools outperform teams with massive budgets simply because everyone understood reality.

They knew:

-What actually mattered this week
-Where decisions lived
-What tradeoffs were being made
-And who owned what when things changed

No scrambling.
No guessing.
No constant escalation.

Clarity does something most leaders underestimate.

It reduces noise.
It lowers stress.
It speeds up decision-making without rushing it.

When clarity is high:

-Teams don’t panic when something breaks
-Problems surface earlier
-Decisions stick

And execution feels… lighter

When clarity is missing:

-Everything feels urgent
-Meetings multiply
-People hedge instead of decide
-And speed actually slows down

The strongest operations I’ve worked with weren’t the most aggressive.
They were the most aligned.

Clarity didn’t just make them faster.
It made them calmer.

And calm, in complex systems, is a massive advantage.

💬 Where does your operation lose clarity most often?

♻️  Share this to promote operational clarity
➡️Follow Kerim Kfuri for philosophy & leadership insights

The biggest supply chain mistake I see leaders make?

They copy & paste a strategy that worked for someone else.

Agile.
Lean.
Fast.
Green.
All great models.
Demand-driven.

All wrong if they’re misaligned with your actual business goal.

There is no “best” supply chain strategy.

There is only the right strategy for what you’re trying to optimize.

Some businesses need flexibility.
Some need cost stability.
Some need speed.
Some need resilience.
Some need consistency at scale.

Problems start when:

A cost-focused business tries to move at startup speed
A fast-growth brand optimizes for efficiency too early
A demand-driven operation is run with rigid processes
Sustainability is treated as branding instead of design

That’s when leaders say things like:

“Why is this so hard?”
“Why do we keep missing targets?”
“Why does every change create new problems?”

The answer usually isn’t execution.
It’s strategy mismatch.

Strong supply chains aren’t built by doing more.

They’re built by choosing intentionally.
This cheatsheet isn’t about complexity.
It’s about alignment.

Because once the strategy is right, execution gets a lot easier.

💬 Which supply chain model best matches what your business?

♻️ Save this for your supply chain discussions
➡️ Follow Kerim Kfuri for philosophy & leadership insights

Your team challenges you? Good.

It doesn’t mean they’re being difficult.
It doesn’t mean they’re not aligned.

And it definitely doesn’t mean you’re losing control.

Most of the time, it means they care.
They care enough to question assumptions.

Enough to point out risks early.
Enough to push back when something doesn’t make sense.

That only happens when people believe two things:
Their voice matters
Telling the truth won’t cost them

When teams don't feel safe:
They stop challenging.
They start nodding.

And problems get quieter… right up until they’re expensive.

The strongest leaders I know don’t surround themselves with agreement.
They build teams that feel safe enough to say:

“I don’t think this will work.”
“We’re missing something.”
“There’s a better way.”

That friction isn’t dysfunction.
It’s engagement.

And it’s often the difference between catching issues early and reacting too late.

💬 Has someone challenged your thinking lately?

♻️ Repost to encourage constructive conversation

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I asked a logistics partner where a shipment was. 
They said "let me check." 
That was the last time I used them:

I've seen this many times after years of watching ecommerce leaders get burned.

The partners who hesitate aren't being careful. 
They're being caught. 

They've built their operations on duct tape and good intentions and they're hoping you won't notice until it's too late to switch.

Real-time visibility isn't a "nice to have." 
It's how you know whether you're working with a partner or just a middleman with a tracking number. 

The difference shows up in your team's stress levels, your customer complaints, and eventually in your margins.

The leaders who scale without burning out their ops teams? 

They stopped accepting "I'll get back to you" as a normal part of doing business. 

They started treating clarity as a requirement, not a request.

Swipe through for the questions you should be asking and the standards you should STOP apologizing for.

♻️ Repost to help ecommerce teams get real answers

➡️ Follow Kerim Kfuri for philosophy & leadership insights

If your logistics partner can answer in 30s...

Most ecommerce founders don’t have supplier issues.
They have leverage issues:

The supplier won’t prioritize you.

Lead times keep slipping.
MOQs feel unreasonable.
Pricing keeps creeping up.

So founders do what feels logical:

Push harder
Threaten to move volume
Start shopping for replacements

But here’s the uncomfortable truth:
Suppliers don’t respond to pressure.
They respond to leverage.

And leverage rarely comes from yelling louder.
It comes from things most ecommerce brands overlook:

➡️ Optionality
You’re not their only option, but they’re not yours either

➡️Predictability 
You’re easy to plan for

➡️Volume clarity 
They know what’s coming, not just what you want

➡️Strategic importance 
You matter beyond this PO

When a brand has no leverage, every conversation feels adversarial.

When leverage is strong, problems get solved quietly.

I’ve seen founders switch factories three times chasing “better partners” only to recreate the same issues every time.

Because the problem wasn’t the supplier.

It was that the business had:
One source
One country
One production path
And no real alternatives

That’s not a supplier relationship.
That’s dependence.

The brands that win long-term don’t beg for better treatment.
They design leverage into the system:

Multiple qualified sources
Clear demand signals
Fair but firm partnerships
And the ability to walk away if needed

Once leverage exists, the dynamic changes.

Suddenly:
Calls get returned
Capacity opens up
Problems surface earlier

Not because the supplier changed.
Because the balance did.

💬 Where do you need more leverage: sourcing, production, or volume planning?

♻️ Save this to build leverage with your supplies

➡️ Follow Kerim Kfuri for philosophy & leadership insights

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The Battle

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