In the rapidly changing, dynamic digital environment, this self-taught digital strategist facilitates businesses to filter trends from the noise and implement appropriate digital strategies that deliver the desired results.

Praveen helps entrepreneurs, CEOs & CMOs solve their PAIN in digital marketing by customizing & crafting strategic digital footprints that enable their organizations, irrespective of the size, to thrive digitally.

He has delivered projects that have increased the number of leads by 5X at nearly 50% of the regular spend. His strategies have turned around brand positioning, resulting in growth and sales increases of up to 300%.

In Feb 2020, WILD CREEK WEB STUDIO was recognized among the TOP 25 DIGITAL MARKETING AGENCIES in India.

In May 2021, he was named the "BEST MENTOR and EXPERT" in Digital Marketing by UpGrad.com (India's largest online professional education company).

In 2022, Wild Creek was awarded "SEO Agency of the Year".

In 2023, it was featured in the "TOP 10 DIGITAL MARKETING COMPANIES in India" by CEO Magazine.

In 2024, Praveen was named one of the 15 Business Leaders to Watch by the Economic Times.

In May 2024, he trekked to Everest Base Camp.

Praveen is an award-winning Digital Strategist with 18+ years of experience in building, implementing, and turning around digital marketing projects for companies across sectors.

In 2024, he published his first book, "50 Time Saving Hacks for Entrepreneurs," a collection of actionable strategies drawn from his experience to help entrepreneurs reclaim their time, work smarter, and achieve balance.

His second book, "The Power of Prioritization: Your Guide to a 20-Hour Work Week," is a practical playbook for professionals to design their week around what truly matters - without burning out.

In 2025, he released "Digital Marketing Mastery - 101 Smart Hacks for Exponential Growth," a tactical guide packed with timeless, tool-agnostic strategies to drive performance-led growth in a fast-changing landscape.

In July 2025, he curated Human Algorithm, a first-of-its-kind event that brought together marketers and founders to explore how businesses can scale in an AI-powered world without losing human clarity. The event focused on strategic thinking, creative insight, and meaningful conversations around growth.

He has also served as a Digital Marketing Mentor at UpGrad.com and Visiting Faculty at a leading B-School in Chennai.

Praveen Kumar

Mads Singers

At 15, I left home. 
At 18, I dropped out. 
Everyone said I needed a degree to succeed.

Instead 

- I built 6 companies
- trained Fortune 500 managers from companies such as Shell & Coca-Cola as well as business owners and managers at 100's of companies across the globe.
- Discovered the painful truth about most business owners

You're 

- working 60+ hours/week
- missing your kids' events
- drowning in tasks your team should handle.

Every new hire creates more problems, not solutions. 

Here's the truth: 

The difference between an exhausted founder and a thriving CEO isn't more time, money, or even talent.
It's understanding the science of building self-running teams.

𝗪𝗵𝗮𝘁 𝗜 𝗗𝗼:

I transform overworked business owners into effective leaders and cut down 75% of their time working “IN” their business so that they focus on growing their business and still have time left for leisure. 

Not theory. Not fluff. Pure implementation.

The proof?
→ Kurt went from 60-hour weeks to 2 hours, stopping missing his kids' games
→ Kris took a 3-month worldwide trip while his business grew
→ Matt Diggity saw ROI in under 30 days

𝗧𝗵𝗲 𝗦𝘆𝘀𝘁𝗲𝗺:

I'm in the trenches running 6 companies alongside my clients. Everything I teach is battle-tested in my own businesses first.

𝗧𝗵𝗲 𝗚𝘂𝗮𝗿𝗮𝗻𝘁𝗲𝗲:

If you implement my system, two things will happen:

1. Your team will start solving problems without you
2. You'll finally have the freedom to scale without sacrificing your life

𝗧𝗵𝗲 𝗡𝗲𝘅𝘁 𝗦𝘁𝗲𝗽:

Life's too short to be a prisoner of your own success.

If you're ready to transform your business , DM me "TEAM" to book a free call.

Co-Founder

Head of Product Development

21,000 people just hit my feed.

And honestly? I had to sit with that for a second.

Because 12 years ago, I was just a kid from Denmark with zero credentials and one stubborn belief:

Management doesn't have to be this hard.

Fast forward to today
I've worked with executives at Fortune 500s, scrappy startups, and everything in between. 😉 

And you know what I keep seeing?
The same problem everywhere
Brilliant vision. 
Terrible execution. 🙁 

Why?

Because over 50% of managers never get trained.
They're promoted for being great employees
then expected to magically know how to lead people.
Spoiler: It doesn't work that way.

So what does 21K really mean?
It means someone finally stopped working 80-hour weeks 
because they learned to delegate.

It means a first-time manager built trust with their team instead of burning them out.

It means an entrepreneur 5x'd revenue while working less
because they stopped being the bottleneck.

Management is a skill. 
Not a personality trait.
And when you master it? 
Everything changes.

Here's what I know for sure
Value beats vanity. 
Always.
This community gets it.

You show up. You learn. You apply.

And that's why we're here
not for the numbers, but because better management builds better businesses,
better teams, 
and better lives.

So thank you. All 21,000 of you. 🥳 

Now I'm curious
What's the ONE management lesson that changed everything for you?
Comment below 👇

Someone scrolling right now needs to hear it. 🤠 

P.S. If you're still the only one who can do the work? it's not "hustle", it's a bottleneck 😐

Want help fixing it? DM me "TEAMS" and I'll send you resources + book a session. 
Zero sales pitch. 😉

Management Training Expert | Helping Agency Owners hit $1M+ with Strong Teams | 800+ Trained | 🚀 Ready to Scale? DM “TEAM”

When we started the SEO Mastery Summit during COVID, I had no idea that it would turn into a 400-person international event.

I had doubts about organizing an in-person event in the tropical Vietnam would bring in the right people, or god-knows, another pandemic would hit…

Luckily, our previous years’ event sold out thanks to our high-level speakers who flew in from all over the world to share their #1 search strategies in close workshops and main stage sessions.

BTW, Saigon, as a city, brings a ton of energy to entrepreneurs and visitors and I am happy to share with you this experience through the SEO Mastery Summit.

Many people join the conference early to network at rooftop bars and hang out before the main days begin. 

So, if you are ready for a vibrant getaway with like-minded marketers and business owners, you should join us in March 
 
DATES: March 10-13, 2026
Place: JW Marriott Hotel & Suites Saigon
Speakers: see on SEO Mastery Summit . com

If you want to leave any event with actual leverage, you need to be at the VIP Night.

The VIP Night is one of my favorite parts of the @SEOMasterySummit.
5-star venue
5-star dinner
5-star company

Nothing more. Nothing less.

Real business conversations and partnerships start here because you get uninterrupted time with decision-makers and speakers who can actually help you level up your brand.

If you want to become a VIP, sign up now because it sells out the fastest!
If you have questions, DM me.

Event info:
Date: March 10-13, 2026
Place: JW Marriott Hotel & Suites Saigon
Speakers: see on SEO Mastery Summit . com

Your hardest workers are destroying your team.

The manager who answers emails at midnight usually gets promoted. The one who jumps in to fix every mistake gets the praise. We naturally reward visible effort because it looks like commitment.

But during my time at Shell and Coca-Cola, the most effective leaders often looked lazy from the outside.

They refused to solve the same problem twice.

If a task took thirty minutes, they would spend three hours building a system to eliminate it forever. They understood that real productivity is about removing bottlenecks, not working faster through them.

The hard worker inadvertently creates a team that depends on their energy to survive. The system builder creates a team that functions without them.

Most leaders are too busy doing the work to design the machine.

Structure beats intention every single time.

No alternative text description for this image

"I just have high standards," she said.
"My team can't meet them like I can."

So I watched her work with her team.

What I saw:

She redid their work because "it wasn't quite right"

She sent long emails correcting tone and format

She made decisions they were supposed to own

She called it "high standards"

It wasn't high standards.
It was perfectionism + control.

And her team? Checked out.

The difference:

High standards = "Here's the outcome. Make it happen your way."

Control = "Do it exactly my way, or I'll redo it."

One develops people.
One develops dependence.

Ironically, control lowers your standards.
Because people stop caring when they're not trusted.

Real high standards come from:
✅ Clear outcomes
✅ Full autonomy on method
✅ Feedback on results (not process)

Be honest with yourself:
Are you protecting your standards, or protecting your need to be right? 
Comment "TEAM" and I share the blueprint 
That changes your perspective on "TEAM" management 
and brings your more result while you relax! 😄

I stopped letting status updates hijack my one-on-ones.

And my team's growth trajectory changed overnight.

Most managers walk into these meetings with no real structure.
They nod along while their team member rattles off what's already in the weekly report. 
Twenty minutes later? 
Zero progress on what actually matters.

I use the 10-10-10 structure now. 
It's simple. 
It's ruthless. 
It works.
​
First 10 minutes: Their agenda.

I ask one question: "What's on your mind?"

Then I shut up and listen. 
Not to solve. 
Not to jump in with answers. 
Just to understand where the friction is. 

This isn't therapy; it's reconnaissance. 
You can't remove blockers you don't know exist.

Middle 10 minutes: My agenda.

This is where I share context they don't have. 
Organizational shifts. 
Strategic pivots. 
And yes, feedback on recent work. 
Specific. 
Behavioral. 
Not a laundry list of tasks they already know about.
​

Alignment happens here, not in Slack threads.

Last 10 minutes: Future growth.

"What skill are you building this quarter?"

If they can't answer that, I've failed them. 
This is where capacity gets built. 
Where you transform good performers into future leaders. 

Skip this, and you're choosing today's fires over tomorrow's bench strength.
​

Structure beats intention every single time.

Most managers mean well. 
But good intentions without a framework? 
That's just hope in a calendar invite.

What's your approach to one-on-ones?

10-10-10

Systems beat trust.
Every. 
Single. 
Time.
​
For years, I told every client the same thing:

Remote management = trust.

If you don’t trust your people, you hired the wrong people.
Hovering? 
Micromanaging? 
That’s insecurity, not leadership.
​
Then I watched a client lose six months.

He had a team he trusted completely.
Great culture.
Great vibes.
Everyone liked each other.

Then the cracks appeared.

Deadlines slipped.
Projects dragged.
Updates got vague.
But because he “trusted the team,” he didn’t ask the hard questions.
​

By the time he looked under the hood, the engine was gone.

Six months of progress: gone.
Revenue: gone.
Momentum: gone.
🙁 

Not because people were bad…
But because the system was.
​

That’s when it hit me:

The best remote managers don’t rely on trust.
They build systems so solid that trust becomes optional to performance.
​

In strong systems:

Work is visible by default.

Progress is obvious without chasing updates.

Dashboards show movement in real time.

Output is the only thing that matters.
​

You’re not guessing.
You’re not hoping.
You’re not “trusting” in the dark.
You can see if things are moving or not.
​

Trust is fantastic for relationships.
It is terrible as an operating model.
​

Leverage isn’t “I trust my team will deliver.”
Leverage is:

You’ve built a system where delivery is the only logical outcome.
​

Now the uncomfortable question:
Are you actually leading your remote team…
Or just trusting and praying things will work out?

Drop one system you rely on to keep your team accountable
no fluff, just what actually works.

I watched a promising manager crumble last Tuesday.
Not from lack of skill.
Not from poor effort.
But from no framework.

She was flying blind 🪽 
making decisions on instinct alone, 
drowning in chaos while her team waited for direction.

Here's what 25 years taught me:
You don't need more hours.
You need a better framework.

A management framework isn't corporate jargon.
It's your operating system for clarity, consistency, and control.

The 3 elements every manager needs:
→ Clear task delegation with defined authority levels
→ Aligned team goals tracked across perspectives (financial, customer, process, innovation)
→ Structured check-ins that monitor progress without micromanaging 

Without this structure, you're reacting.
With it, you're leading.

The best managers I've trained don't wing it. 

They build systems that free them to focus on what matters: 
Strategy, growth, and people development.
Your framework becomes your team's foundation.

When everyone knows the what, the why, and the boundaries, magic happens. 
Tasks get done. 
Trust builds. 
You stop being the bottleneck 

Question for you:
What's one area where you need more structure right now : delegation, goal alignment, or team accountability?

Drop a comment or DM me. 
Let's discuss.

😎 I am open for next 1 hour; 
I will directly reach out to you

Most "perfect" execution plans are destined to fail.

I watched smart leaders build detailed strategies for years.
And I watched those strategies go absolutely nowhere.

The problem wasn't the plan.
It was the leader’s ego.

We think execution is about effort.
Work harder.
Push more.
Grind later.

That is a lie.

I’ve seen companies double performance without adding a single person or working an extra hour.

How?

They stopped optimizing for effort and started optimizing for structure.

If your team is buried in meetings, unclear on priorities, and waiting on you to make every decision... your plan is dead on arrival.

It took me years to learn this the hard way:

Delegation isn't just "trusting people."
It’s building systems that don't require your constant oversight.

When I stopped micromanaging and started asking, "What is your plan to get back on track?"
everything changed.

People took ownership.
Problems evaporated.
My calendar cleared up.

Execution isn't a people problem.
It’s a systems problem.

Stop trying to force your way through. 
Fix the structure, and watch the execution become automatic.

I built a free 'Execution Framework' to help you redesign your workflow without the headache.

Drop a 'TEAM' in the comments and I'll send it directly to your inbox. 👇

Stop fixing problems.

Most founders don’t fail because they’re lazy.  
They fail because they are too hardworking.

They jump into every fire.  
They answer every question.  
They solve the same problems… every. single. week.

That’s not leadership.  
That’s operational Groundhog Day.

Here’s the hard truth:

The hardest-working managers are often the worst at scaling.  
They become the bottleneck, not the engine.

Why?

- They say “I’ll just do it, it’s faster”
- They love the hero moment more than the boring system
- They treat every issue as a one-off instead of a design flaw

Every time you personally “save the day”, you’re silently teaching your team:  
“Wait for me. I’ll fix it.”

The leaders who scale look different.

They seem almost lazy on the surface.  
Less rushing. Fewer emergencies. More thinking.

When a problem hits, they don’t ask:  
“How do I fix this?”  

They ask:  
“How do I build so this never lands on my desk again?”

- They turn mistakes into checklists  
- They turn questions into SOPs  
- They turn firefighting into training and delegation

One problem.  
One solution.  
Installed forever.

If you want scale, here’s the shift:

Stop managing people.  
Start engineering the conditions for their success.

Ask yourself today:

👉 What is the ONE problem I keep solving over and over? 
 
That’s your next system. That’s your next delegation. That’s your next level as a leader.

Drop a “SYSTEM” in the comments if you’re done being the hero and ready to be the architect. 😜

Most managers aren't delegating.
They're gambling.

I watched a business owner last month who looked completely defeated.
Inbox exploding. Slack nonstop. Late nights.
Meanwhile, his team was waiting for direction.

He wasn’t lazy.
He wasn’t controlling.
He was stuck.

When I asked why he wasn't delegating, 
he said: "I tried. It never works."

If I tell you that this line is The Problem?

Here's what can change everything :

Real delegation isn't about handing off tasks.
It's about architecting the handoff.

After 25+ years of coaching business owners, I've seen one pattern:
The ones who scale don't just assign work.
They build systems.

Here's the exact diagnostic I use with every client:

"The Three Rules of Delegation"

Rule 1: Define the destination, not the route
Stop explaining tasks.
Start explaining outcomes.

❌ "Research CRM tools."
✅ "Deliver a comparison sheet of three CRMs with pricing and 
integration features by Friday."

If they can't visualize the finish line, they can't run the race.

Rule 2: Remove the approval bottleneck

If every decision requires your sign-off, you haven't delegated.

You've just created an expensive way to do the work yourself.

Set clear boundaries:
"You have a $500 budget and full authority to choose the vendor. Only come to me if costs exceed that or timelines slip."

Rule 3: Build the feedback loop

If you're asking "how's it going?" your system is broken.

Establish reporting upfront:
"Update the shared tracker every Tuesday at 4 PM."

Shift the burden from you chasing them to them informing you.

The Truth About Delegation
Miss any of these three rules and you're not delegating.
You're hoping.

That business owner I mentioned ? 
He listened to me. 
Three months later, his team is running projects independently.

He's back to working ON the business, not IN it.

Moral of my story? 

"The difference between managers who scale and those who burn out isn’t talent. It's the system."

👇 Comment "SYSTEM" and I'll share a free resource on delegation that helped my 800+ clients

For the next hour, I’m answering every single comment personally.
No assistants. 
No canned replies. 
Just me 
sharing 25+ years of real leadership lessons.

Let’s talk about delegation 
the one skill that separates managers from leaders.

Here’s the honest truth:
Most managers don’t struggle because they’re bad at their job.
They struggle because they can’t let go.

You think double-checking every detail makes you responsible.
You think saying “I’ll just do it” saves time.

But it doesn’t.
It creates burnout, bottlenecks, and boredom.

Your team stops growing 
and so do you.

I’ve coached leaders who went from overwhelmed to unstoppable simply by learning how to delegate with trust.

It’s not theory 
it’s the ultimate leadership multiplier.

Now it’s your turn.
👇 Drop your biggest challenge with delegation in the comments.

Whether it’s trust,
Control, 
or follow-up

I’m here live, giving straight, practical answers one by one.
No fluff. 
No ego. 
Just experience.

Let’s make this the realest leadership discussion on LinkedIn today.
Are you jumping in? 😎

Stop fixing problems. Build a solution once.

I operate by a specific standard that often frustrates high-energy founders. I simply refuse to solve the same operational problem twice.

The hardest-working managers I meet are usually the worst at building scalable teams. They are so skilled at execution that they become the bottleneck, trapping themselves in a cycle of constant firefighting.

The most effective leaders I worked with had a completely different energy. They appeared almost lazy about daily tasks because they were obsessive about structural design.

When a problem occurred, they didn't just fix it. They built a protocol to ensure it could never happen again.

This requires a difficult trade off. You must be willing to sacrifice the dopamine hit of being the hero today to build the architecture that makes you unnecessary tomorrow.

Scale happens when you stop managing people and start engineering the conditions for their success.

Systems better than remote trust exist.

For years, I told every client the same thing. I told them successful remote management was built entirely on trust. If you didn't trust your people, you hired the wrong people. I believed that hovering over your team or checking their activity was a sign of insecurity, not leadership.

Then I watched a client lose six months of progress.

He had a team he trusted implicitly. Great culture. Everyone liked each other. Then deadlines started slipping. The "trust" meant he didn't ask hard questions until it was too late. By the time he looked under the hood, the engine was missing. He lost half a year and significant revenue because he was operating on hope instead of verification.

I realized I was wrong. The best remote managers don't rely on trust. They build systems so robust that trust becomes irrelevant to the output.

When you architect the right environment, the work is visible by default. You don't have to wonder if things are moving because the dashboard tells you instantly. You don't have to hope people are working because the output is the only metric that matters.

Trust is great for relationships. It's terrible for operations.

Leverage isn't trusting your team will deliver. It's building a system where delivery is the only possible outcome.

Top companies use AI differently than you think.

I evaluated three ways to handle the current shift toward automation. The common reaction involves replacing staff to cut immediate costs. This looked appealing for margins but dangerous for operational resilience. I considered ignoring the trend to protect morale. That path eventually leads to obsolescence.

The decision was to use AI to capture the proprietary knowledge inside my team's heads.

This matters because the biggest bottleneck to founder freedom is relying on specific individuals to remember complex processes.

We focused on building a system where the AI documents and prompts the workflow.

The friction of implementation was high, but the payoff was total clarity.

I learned that true leverage comes from extracting the logic of your business into a repeatable protocol.

Founders finally get to step back when the intelligence lives in the architecture.

The hidden cost of "no hire, no fire."

Job openings just hit a 14-month low and everyone is pointing fingers at the economy. But I look at something else entirely. I look at the survivors.

When hiring freezes but the workload stays the same, you aren't just saving money on headcount. You are silently aggressively increasing the friction on your current systems.

Most business owners think stability means keeping the team size constant. I think about stability as capacity management.

Here is the mental model I use to evaluate this "steady state" danger zone.

I ask one specific question: Are my people absorbing the work, or is the system absorbing it?

If my people are absorbing it, they are working longer hours, skipping lunches, and patching holes with sheer effort. That is not sustainable. It is a debt I will pay later in burnout and turnover.

If the system is absorbing it, we have redesigned the workflow to match the current capacity. We have cut low-priority tasks. We have automated the repetitive steps. We have stopped doing things that do not move the needle.

Survivors inherit chaos when you rely on their goodwill instead of updated architecture.

You cannot freeze hiring without freezing or reducing the scope of work.

If you don't redesign the system to fit the team you actually have, you are not saving money. You are just borrowing time until your best people walk out the door.

Job openings just hit a 14-month low.

Everyone is blaming the economy.
Everyone is obsessing over the numbers.

I’m looking at the survivors.

Here is the trap most owners fall into:

They announce a hiring freeze.
But the workload stays exactly the same.

You aren't "saving money" on headcount.
You are aggressively increasing the friction on your current team.

I’ve spent 25+ years in management, 
and I use one simple question to test a company's health:

"Are my people absorbing the work? Or is the system absorbing it?"

There is a massive difference.

❌ If your people are absorbing it:
 They work longer hours.
 They skip lunch.
 They patch holes with sheer effort.
 (This is debt. You pay it back in turnover later.)

✅ If the system is absorbing it:
 You redesigned the workflow.
 You cut low-priority tasks.
 You automated the repetition.

The hard truth?

Survivors inherit chaos when you rely on their goodwill instead of updated architecture.

You simply cannot freeze hiring without freezing the scope of work.

If you don't redesign the system to fit the team you actually have, you aren't saving a dime.

You are just borrowing time until your best people walk out the door.

How are you balancing capacity with the current economy?

Two managers, same decision, opposite results.

For years, I accepted the standard corporate doctrine on firing.

Keep it clinical.
Minimize liability.
Make it quick.

It sounds reasonable.
It feels professional.

I watched a client execute this exact playbook last month.
It took four minutes.
No conversation.
No context.
Just a notification and a closed door.

He thought he was protecting the business.
He actually destabilized it.

The remaining team spent the next three weeks wondering if they were next.
They stopped taking risks.
They started updating their resumes.
Productivity dropped 30 percent.

The "safe" approach cost him more than the salary he saved.

Then I watched another client handle the exact same situation.
Someone had to go.
But she treated the exit like a systemic change, not a secret.

She explained the structural reasons why.
She gave the person dignity.
She told the remaining team exactly what this meant for their roles.

Productivity went up.

My belief in the sterile, quick exit collapsed.

The difference wasn't kindness.
It was architecture.

We often look at firing as a subtraction problem.
It is actually a communication problem.

When you remove a piece of the structure without explanation, the whole building shakes.
When you explain the renovation, people get back to work.

How you remove someone from a system matters as much as who you remove.

Why do good execution plans always fail?

I spent years watching smart leaders build detailed strategies that went nowhere.

The problem wasn't the plan.

It was the mismatch between how they thought execution worked and how it actually works.

Most leaders think execution is about effort. Work harder. Push more. Add resources.

But I've seen companies double performance without adding a single person.

The difference? They stopped trying to force their way through and started removing what was blocking progress.

Execution fails when you're solving for the wrong variable. You're optimizing effort when you should be optimizing structure.

Here's what I mean:

You build a plan that requires your team to execute flawlessly. But your team is buried in meetings, unclear on priorities, and waiting on decisions that only you can make.

The plan was fine. The system around it was broken.

I learned this the hard way. Took me years to understand that delegation isn't about trusting people more. It's about building systems that don't require trust.

When I stopped micromanaging and started asking "What's your plan to get back on track?" everything changed.

People took ownership. Problems got solved faster. My calendar opened up.

The execution gap isn't about motivation or capability. It's about whether your structure allows people to actually execute.

Clear goals with specific milestones. Weekly check-ins. Metrics that matter. Ownership at every level.

That's not sexy. But it works.

Most execution problems are system problems dressed up as people problems.

Fix the system. Watch execution become automatic.

taplio

The Battle

Praveen Kumar

Mads Singers

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