When capacity is the constraint.
WHAT THE LIMIT IS
Your hours.
WHAT OPTIONS EXIST
Raise rates Work on higher-value problems Subcontract delivery Employ people
Productise: sell something not tied to your time
Stop growing and optimise
WHY RAISING RATES COMES FIRST
It increases income with no additional complexity.
WHAT TO ESTABLISH
Whether your rates reflect current demand.
WHEN TO RAISE THEM
When you are consistently busy and declining work.
HOW
On new clients first, then existing ones with notice.
WHAT MOVING UPMARKET PROVIDES
Better work at better rates.
WHAT IT REQUIRES
Demonstrable results, and positioning.
WHAT SUBCONTRACTING PROVIDES
Capacity without employment.
WHAT IT REQUIRES
Reliable people, and margin between what you charge and pay.
WHAT EMPLOYING PEOPLE CHANGES
Everything: obligations, fixed costs, management, and the need for continuous work.
WHAT TO ESTABLISH BEFORE HIRING
Whether the work is sustained rather than a peak.
WHY
Employment costs continue when the work stops.
WHAT PRODUCTISING PROVIDES
Income not tied to hours.
WHAT THAT LOOKS LIKE
Templates and tools Courses and training Written material Defined services at fixed prices
WHAT TO ESTABLISH
Whether there is demand before building anything.
WHAT TO CONSIDER
That staying small and charging well is a legitimate choice.
WHY IT DESERVES SAYING
Growth is assumed to be the objective and it frequently is not.
WHAT TO MEASURE
Income per hour actually worked Client concentration Time not working
