Small Organizations

An extremely small organization changes the rules.

At one point, we had 20 people doing what, with the right automation, should have taken only one. By tearing down that inefficient structure—despite the short-term pain of reduced revenue and layoffs—we built something leaner and far more effective. Operating out of a tax-neutral jurisdiction like the Cayman Islands, our overall business performance jumped.

It takes courage to embrace extreme change. But ultimately, the rewards go to those willing to make bold choices. Yes, jobs were shed—but these were not value-creating roles. It was necessary, and ultimately transformative. Those people created a lot of noise and inefficiency.

One of the interesting things that came from that was the realization that some customers were truly not worth the hassle of dealing with them.

It gave us a much stronger negotiating position to be able to say: No. Your bureaucracy is not acceptable. You need to make paying your vendors a straightforward process and we don't care about your famous brand.

We only care about whether or not your business is worth our attention.

That is what matters.