Solved By Tanna

08/13/2026

08/09/2026

08/07/2026

𝗦𝗮𝗮𝗦 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀:

Your weekly metrics tell you what to do next.

Are we closing enough new ARR? Is the pipeline strong enough? Who is churning? Are existing customers expanding? Are customers actually using the product?

By no means is this an all-inclusive list, but these are numbers we want visibility into every Monday morning if we were running a SaaS company.

Because the earlier you see a change in growth, retention, or customer behavior, the more time you have to do something about it.

What would you add to the list?

08/06/2026

𝗖𝗘𝗢𝘀 𝗼𝗳 𝗮𝗻 𝗜𝗻𝘀𝘁𝗮𝗹𝗹𝗮𝘁𝗶𝗼𝗻 𝗖𝗼𝗻𝘁𝗿𝗮𝗰𝘁𝗼𝗿𝘀, 𝘄𝗵𝗮𝘁 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝗱𝗼 𝘆𝗼𝘂 𝗿𝗲𝘃𝗶𝗲𝘄 𝗲𝘃𝗲𝗿𝘆 𝗠𝗼𝗻𝗱𝗮𝘆?

The best contractors review the numbers that drive decisions every week.

This is by no means an all-inclusive list, but these are 7 numbers we would want on our dashboard every Monday morning.

Which one would you add?

08/05/2026

𝗠𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴 𝗖𝗘𝗢𝘀:

If your company is doing $5M+ in revenue, these are seven KPIs we would expect leadership to review regularly.

These numbers tell a story about profitability, operational performance, and where your business is headed.

By no means is this an all-inclusive list, but it is a great place to start if you are looking to build a better executive dashboard.

08/05/2026

Inventory is not just something to count. It can be a tool for growth.

Zara changed how it allocated inventory across its stores, using demand, sales history, and available stock to determine what products and sizes should go where.

A controlled field study found the new process increased in-season sales by an estimated 3–4%. The lesson was simple: having the right inventory in the right place helped Zara capture more demand.

08/03/2026

Toyota did not become one of the world's most efficient manufacturers by accident. They built a culture around continuous improvement and inventory was a critical part of it.

Over the month or so we have had conversations that continue to remind me of the benefit of lean inventory.

Inventory counts and controls are important. If only to just answer one simple question:

𝙒𝙝𝙖𝙩 𝙙𝙤 𝙬𝙚 𝙖𝙘𝙩𝙪𝙖𝙡𝙡𝙮 𝙝𝙖𝙫𝙚?

Which will stratify into many more questions... but start here. What do we actually have...

𝗜𝗻𝘃𝗲𝗻𝘁𝗼𝗿𝘆 𝗶𝘀 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗮 𝗺𝗲𝘁𝗿𝗶𝗰. 𝗜𝘁'𝘀 𝗰𝗮𝘀𝗵, 𝗺𝗮𝗿𝗴𝗶𝗻, 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝗼𝗻 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆.

If you do not understand your inventory data, you will be making financial decisions with incomplete information.

Toyota understood that decades ago.

Let's start looking at inventory as a financial asset. It cannot be just something sitting on warehouse shelves.

What is Kaizen? It is one of the core principles of the Toyota Production System. Our article explains how the philosophy translates into reality in the car manufacturing environment.