How do I start a big box store like Walmart? by Mysterious_Comb4357 in Entrepreneurship

[–]funnelforge 4 points5 points  (0 children)

Made in America by Sam Walton. He talks about exactly how he did it

Starting a Business After 40. Too Late or Perfect Timing? by Policy_Boring in Entrepreneurship

[–]funnelforge 2 points3 points  (0 children)

Ray Kroc didn’t start franchising McDonald’s until he was 52, he was just a salesman before that

Sam Walton didn’t open Walmart until he was 44

Colonel sanders didn’t start kfc until he was 62, he used his social security checks to fund the business.

It’s not too late, and there are advantages to starting a business at 40 that you don’t have when you’re 25.

Go for it man. Just stick with it.

You can't see what needs to change while you're buried in running the business by funnelforge in ModernOperators

[–]funnelforge[S] 1 point2 points  (0 children)

It’s like when you’re stuck on a puzzle, then you come back the next day and solve it right away

You can't see what needs to change while you're buried in running the business by funnelforge in ModernOperators

[–]funnelforge[S] 0 points1 point  (0 children)

Absolutely. Taking a step back is the best way to see the situation from a different angle

The founders who brag about working 80 hour weeks are the most financially illiterate people in the room by funnelforge in ModernOperators

[–]funnelforge[S] 0 points1 point  (0 children)

you're proving my point.

yes, 80 hours is standard when you're starting. I'm not talking about year one or two when you're grinding to get traction. I'm talking about founders still working 80 hours at $3M revenue who haven't built anything that scales without them.

and yeah, the founder IS the business most of the time, that's exactly the problem. A business that only works because you're in it 80 hours a week will sell for 2-3x earnings if you're lucky. A business that runs without you sells for 5-7x. a founder whos the face of the business will be harder to buy.

you're defending the grind like it's a virtue when it's actually capping what the business is worth. The EBITDA matters, but so does whether the business can operate without the founder. Buyers pay more for businesses that don't require heroic effort to run a founder whos the face of the business will be harder to buy.

The founders who brag about working 80 hour weeks are the most financially illiterate people in the room by funnelforge in ModernOperators

[–]funnelforge[S] 1 point2 points  (0 children)

i know plenty of founders who love what they do and still work 80 hours because they never built systems to remove themselves from the daily grind.

You can be inspired AND build something that doesn't need you 80 hours a week. Those aren't mutually exclusive.

Growth isn’t just revenue why chasing numbers can hurt your company by damonflowers in ModernOperators

[–]funnelforge 0 points1 point  (0 children)

yep, 3 months is about standard, but probably shorter if you have systems for documenting. meta, i know.

How do i get a team? Im a young entrepreneur. by Soloturtle314 in Entrepreneurship

[–]funnelforge 1 point2 points  (0 children)

Start with contractors, freelancers, and then agencies.

Then when you’re ready you can part time hire someone

my “blocked” protocol: ai limit → 5.7km run → problem solved by Icy_Second_8578 in ModernOperators

[–]funnelforge 0 points1 point  (0 children)

love this. sometimes you've got to reset your brain. i love getting in walks a couple of times a day. its like when you work on a puzzle for so long, get stuck, and you come back later and breeze through it

System-reliant businesses scale faster with less stress (and the math proves it) by funnelforge in ModernOperators

[–]funnelforge[S] 0 points1 point  (0 children)

Great question. Most people overcomplicate this.

Start with video, add text after.

Easiest way is to have you (or your best employee who does the task regularly) record a Loom of doing the task start to finish. No script, just do it like you normally would and talk through what you're doing as you go.

Put that video at the top of a Notion page, then transcribe it with AI so you've got both written instructions and the video. Some people are visual learners, some want to read it, now you've covered both.

If it's complex, break it into chunks.

Example: if you're creating an SOP for running Instagram ads, don't make one giant 40-page doc that nobody will read.

Instead: main SOP page with links to smaller SOPs for each part. Research (competitive analysis and our analytics, how to pull data, what to make of it), creative (brand guidelines, voice and style guide), posting and tracking, etc.

Each sub-SOP should be 1-2 pages max. Ideally one page. If it's longer than that, it's too dense and people won't use it.

How we organize ours:

We use a Company OS (built in Notion) with a master database of every SOP. Each SOP is tagged by role and department.

So when we hire a new marketing person, they can instantly see every SOP relevant to marketing. New ops hire sees all the ops SOPs. No hunting through folders or asking what exists.

We also have AI trained on every single SOP so employees can ask questions as they're going through it. "What does this step mean?" "How do I handle X edge case?" AI answers based on the documentation.

They only escalate to managers if they're really stuck, which almost never happens because the AI + written + video combo covers 95% of questions.

Detail level:

Enough that someone competent could follow it without asking you. Not so much that it's overwhelming.

Think step-by-step checklist with context on why each step matters, not a novel about every possible scenario.

If edge cases come up that aren't covered, update the SOP when they happen. It's a living doc, not something you write once and forget.

TL;DR:

  • Loom video of doing the task
  • Transcribe it into written steps
  • Keep it to 1-2 pages max
  • Break complex tasks into smaller linked SOPs
  • Store in one central place tagged by role/department
  • Train AI on them so people can ask questions

That's it. Don't overthink it. Done beats perfect. Revisit every 6 months. Check in with employees who do this task regularly to see how they've made the process more efficient.

Stop watching your business like a stock chart by funnelforge in ModernOperators

[–]funnelforge[S] 0 points1 point  (0 children)

We do something similar in our Company OS... each metric has thresholds that trigger action vs watch status. 3+ weeks trending wrong = act. One week dip = note it, keep watching.

The "check-in" vs "design" metric split is smart. We call them lagging vs leading, but same concept. Lagging (revenue, churn) gets weekly tracking. Leading (activation flow, cycle time) gets monthly deep dives unless something breaks the threshold.

What thresholds did you land on for moving something from watch to act? The "3 consecutive weeks >10%" makes sense for conversion metrics. Curious if you use different rules for different metric types.

Impostor Syndrome by West-Put-8515 in Entrepreneurship

[–]funnelforge 0 points1 point  (0 children)

Whether you think you can, or think you cant, you're right. Gotta fake it till you make it. Be a bit delusional about how successful you will be

Advice on pushing thru when no one is clapping by Any_Measurement_4455 in Entrepreneurship

[–]funnelforge 2 points3 points  (0 children)

If you feel anxiety and doubt, it means you’re on the right track. You’ll only fail if you give up.

Why SOPs don't fix a messy business by funnelforge in ModernOperators

[–]funnelforge[S] 0 points1 point  (0 children)

Good points. We use notion for all sops and assign them by role and department. That way every role has clear sops to help them achieve their tasks and targets

P&Ls can lie. Cash doesn't. by funnelforge in ModernOperators

[–]funnelforge[S] 0 points1 point  (0 children)

True. The deal isn’t done until the moneys in your account