Cultura Coaching, LLC

Founder and leadership coach helping service-based business owner/operators grow their business with clarity, structure, and purpose—one business at a time. 

Through my initial 90-day Growth & Profit Accelerator ($3,995), I deliver a proven, strategic framework that aligns teams, improves culture, and drives measurable results. 

Clients consistently see 25%+ revenue growth, 3%+ profit increases, and stronger retention through clear SMART goals, actionable steps, and full accountability.

Profitable Growth Coach

Cascadia Global Security

Led regional security operations across Oregon, managing 60+ client accounts, 90+ employees, and $5.2M+ in annual revenue with a consistent 18%+ profit margin. Achieved a 47% gross margin improvement within 3 months by optimizing workforce scheduling and reducing labor inefficiencies. Successfully lowered direct labor costs by 9.8% and overhead by 58% while maintaining 100% client satisfaction through strategic hiring and responsive service delivery.

Regional Operations Manager (Oregon)

Premier Services Group

Directed administrative operations for a $40M+ company servicing 110 Lowe’s stores across 6 states, overseeing 800+ daily activities for 1,500+ weekly customers. Led a 30+ person scheduling team, HR, and training functions, enabling 300% revenue growth by formalizing recruiting, onboarding, and customer support systems. Improved customer satisfaction scores by 11% and eliminated overdue scheduling commitments through strategic process design, data-driven accountability, and scalable operational structures.

Director Of Operations

Dovetail Coffee

Brought in by a potential investment group as a business operations expert to partner with the CEO in scaling a specialty coffee business. Oversaw 3 café managers, 12 staff, and 1 roaster while developing and executing a growth strategy that led to the opening of two new locations. Built and optimized internal processes for recruiting, hiring, and training, resulting in a 100% increase in trained team capacity prior to COVID-19-related closure.

Vice President of Operations

G.W. PAULSON COMPANY

Managed operational projects for a construction services provider, leading a team of 12 installers and overseeing all estimating, ordering, and scheduling functions. Handled 100+ daily requests from project superintendents while streamlining processes to increase home builds by 85% and set a 30-year department revenue record at $1.5M/month. Maintained 100% client retention through consistent, high-level service and execution.

Account/Project Manager

Renewal by Andersen of Oregon

Led and developed a high-performing sales team of 15 for a premium window installation company, generating 90+ quality leads per month and driving 30%+ revenue growth in just 6 months. Recruited and trained 25+ new team members in one year, built client satisfaction tracking systems to improve NPS, and optimized field rep placement to achieve record-breaking monthly sales. Recognized by leadership for strategic execution and sales excellence.

Marketing Manager

First Response Security

Oversaw organizational strategy, vision, and execution of operations, client services, human resources, accounting, and business development processes, people, and systems.  
Primary driver of B2B firm delivering 5K+ weekly guard and security services with team of 4 direct reports and 130+ customer-facing security officers. 
Generated revenue by performing all sales activities. Conceived of and implemented new recruiting structure. 

> Executed organizational goals through business process improvement resulting in 842% growth over 8 years and 2 highest years of revenue and profit in 25 year history.  
> Led, coached, and motivated 8+ critical client-facing operational staff and managers overseeing 130+ employees, providing 3 different services to 500+ clients at 6,000+ accounts exceeding client expectations, resulting in 95% client retention and 10%+ annual growth. 
> Analyzed operating budget of $5M+ annually focusing on P&L opportunities resulting in 10% revenue growth and 1%+ of increased net profit year over year.  
>  Increased revenue from -16% loss during recession (2007 -2011) to 27%+ growth over 5 years through strategic planning and execution
>  Improved customer satisfaction and mitigated business risks through the project management,  strategic planning, budgeting and implementation of a proprietary customer facing software and technology for 50+ accounts

Vice President of Services

Negotiated and sold B2B contracts growing revenue by 842% from $360k annually to $3.25M. Achieved 84% revenue growth in 2 years after 3 years of negative profit. Recruited, trained, and onboarded a staff 
of 4 direct reports and 95 security officers.

Oversaw all branch operations to include administration, operations, human resources, customer services, sales and scheduling. In addition, played a leadership role in the client services approach for the company.

Sr. Director, Client Services | Branch Manager

Customer Service Representative

You didn’t start your business to stay stuck—scrambling to make payroll, buried in the weeds, guessing at your margins, and wondering why your bank account doesn’t reflect your hard work.

Yet here you are.

When it comes to building a profitable business, there are two common paths:

1.  Keep pushing, hoping next month will be different—ignoring your numbers, chasing more sales, and reacting to cash flow chaos.
2.  Get strategic—plug profit leaks, build a financial system that works, and create a scalable growth plan based on data, not gut instinct.

Most business owners fall into the first camp.  Not because they’re lazy—but because no one ever taught them how to manage the financial side of the business like a CFO.

Even if you're brilliant at what you do, the numbers can feel intimidating.

Margins are shrinking. Cash is tight. Expenses creep up. And you’re not even sure where the money goes.

You know how to work hard.

You just don’t have a route—a clear, proven path to take back control.

Now, imagine this instead…

▪️ You know your numbers—and exactly where your profit is leaking
▪️ Your cash flow is steady, predictable, and growing
▪️ Your pricing, margins, and offers are optimized for sustainability
▪️ You have time to think, plan, and lead—not just put out fires
▪️ You finally feel in control of your business—and your future

That’s what I help growth-focused business owners do.

What I Offer: The 90-Day Profitable Growth Route™

Inside this high-touch 1:1 program, I guide you from 'Basecamp' to 'Peak'—through a proven route to gain clarity, confidence, and control over your business finances.

Here’s what we build together:

▪️ A clear financial map—so you know what to track, fix, and measure
▪️ A 25%+ increase in profit by plugging leaks and optimizing your pricing
▪️ A cash flow system that ensures you're never surprised by your bank balance
▪️ Operational clarity so you stop spinning and start scaling
▪️ A repeatable, scalable 90-day growth framework to stay on track year-round

Backed by Two Guarantees:

1.  Confidence: If after 2 sessions, you don’t feel confident in the value I bring—I refund you in full.
2.  Completion: If by Day 90 you don’t have a complete plan and time to execute it—I work with you up to 2 additional sessions, at no extra cost.

You Deserve a Business That Pays You Well—Not One That Drains You

If you’re ready to fix your financial foundation and start building toward real, sustainable growth—I invite you to shoot me a DM or schedule your 20-minute clarity call.  

Start your profitable growth journey today!

Damien Foglio

I had a tough chat with a new client yesterday. He asked his top employee to perform a task, and the response was: "Nope." 

This pattern only happens because it’s been allowed to happen before. 

I told him, "Your business will only be as good as what you tolerate." 

Tolerate poor behavior, sloppy work, or low standards — and you’ll keep getting the same results. 

No amount of warnings or conversations will change that. 

Change only happens when you decide enough is enough and stop accepting what’s unacceptable. 

Leadership isn’t just about messaging — it’s about setting clear standards and holding your team accountable. 

Because growth begins where tolerance ends. 

What’s your take on how leadership sets the boundaries that drive success?

Hands-on help for $300k-$3M Service Owner-operators to ditch the COO hat, fix their cash flow, and finally get paid | All Inside the 8-Wk Profitable Growth Accelerator™

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Meeting with a prospective client yesterday, one thing became apparent: 
He had great revenue ($1M+), was even making 5%+ profit, but had no cash flow to float payroll. 

Truth is, every small business owner wants steady cash flow, 
but not all of them have it. 

Start with this fact: 
The biggest reason small businesses struggle to keep the lights on is because they don’t have enough profit.

Sounds simple, right? 

But here’s the kicker: 
Even if you’re making a profit, you’re not necessarily staying afloat. 

Why? 

Because most business owners are spending that profit right away:
Debt payments, owner draws, bonuses, or just plain old overspending.

If you want to build predictable cash flow, you need to control what you’re extracting from your business.

Here’s my advice: 
Review your monthly financials like a hawk. 

Understand where every dollar is going.
If you’re not doing that already, you’re flying blind.

Profit isn’t just an end-of-month number. 
It’s the fuel that keeps your cash flow alive.

Stop spending your profit like it’s Monopoly money. 
Reclaim your financial clarity, and your cash flow will follow.

Are you ready to take control? 

Do this, starting today: 
1️⃣ Start by reviewing your numbers weekly.
2️⃣ Review your P&L's by percentage (in accordance to revenue) monthly. 
3️⃣ Make decisive actions to improve the outliers. 

Because no matter how busy you are, 
if your profit isn’t growing, your cash flow isn’t either.

Let’s get real about your numbers. 
Your business depends on it.

Many service-based business owners are scared to bring me into their business. They fear being judged for a messy business — no clear financials, no clear direction, and no clear goals. 

I’ve talked to many owners who are nervous — almost scared — about what I might discover when I dig into their books and systems.

Here’s the truth: 

That mess? It’s exactly where I thrive.
That chaos is a goldmine.

It’s where the real story lives — the hidden leaks, the missed opportunities, the profit leaks buried in the clutter.

And here’s a secret: Just because the data looks bad doesn’t mean the business is bad.

Problems are honest messengers.

They tell us where we need to fix things, where to tighten margins, where the profit leaks are hiding.

The key isn’t solving everything at once — it’s starting with ONE thing, the biggest challenge, and knocking it out.

Like pushing snow downhill, solving one frustration snowball makes everything easier moving forward.

So, if your business feels like a mess, remember — that’s where growth begins.

Tackle the biggest pain first, and watch how momentum builds.

Ready to turn your chaos into clarity? 
Let’s start cleaning up those profit leaks today.

Here's a super unpopular opinion that might ruffle some feathers...
Sometimes, the best move is to just fire your employees and move on.

My client had one admin , the person who handled all the tasks he hated doing, didn't want to do, and honestly, wasn't great at.

That admin let him focus on what he loved: the field, the customers, growing his business.

But earlier this week, she vanished.
No calls, no texts, nothing. 

The next day, still nothing.

My client reached out, asking how to handle it when she comes back.
Wait, what?!

I told him straight: don't bother having her come back.

In my world, employees have three jobs:

1. Show up ready to work
2. Do the work
3. Leave on time

When they nail those, you usually win.

But when step one, showing up, is broken?
You're already losing.

It's trust. Confidence that your team has your back.
When that trust is gone, every day becomes a question mark.

Is my team gonna show up today?
That's not a team I want my clients to be part of.

A team where you can count on them, every single day.
Not one where you wonder if they'll even bother to show up.

In this case, no-call/no-show? 
That's job abandonment. Self-termination.

Sometimes, the toughest decision is letting go.

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Cash Flow Freedom - Dec 1

Workshop

📌 On Monday, January 19th at 7 pm EST I am hosting a 1-hr workshop: Profitable Gameplan helping business owners get a jump start on achieving their 2026 goals. 

https://calendly.com/coach-damien/workshop

It's only $25 to join. 
Includes bonuses and a replay.


I say a lot of things on LinkedIn, but never did I expect something I said to turn in to a "mini-viral" moment.   At least in my small world.  

But apparently my post on Sunday struck and nerve and invited new people into the conversation of leadership.  

In this case, an employee was asked by the owner of the company (his dad) to perform a client request, to which the employee (the son) refused to do. 

The requested service was well within the scope of work and the owner felt it was helping a long term client out.  The employee felt it was a waste of time.

So, who is right in this situation?  

I might argue that as long as the work order and service request is within the scope of work the company provides, the employees are to do what is requested of them.  

That's what this conversation is all about.  

However, part of what I learned from this post is that context matters.  
And I completely agree with that.  

Without context there is a cliff hanger.  A desire to know more. 

But then the question is: 

With more context would it have gotten the response that it did?  
Did the fact that my post lacked context create the curiosity to join the conversation?  

Not really clear, but one more thing I learned: Keeping up with a post like this, providing context and responses to every single comment is a lot.  

Almost overwhelming, but worth it.  

Here is the link to the original post: 
https://lnkd.in/g-x5QhwM

Merry Christmas from the Foglio's! 

I hope everyone got to spend time with the people they wanted to.

While speaking with a client yesterday it was apparent they were not focused on the right things in their business. In reality, they needed to focus on these three things...

In every small business, each owner needs to focus on 3 things: 
Working, Building, and Selling.

1️⃣ Working - Providing the service
2️⃣ Building - Improving the business from the ground up
3️⃣ Selling - Performing revenue generating activities

When a small business owner is making time for these three things, their business will all-but-guarantee growth for the long term. 

The rest is just filler. 

But often, the filler is what takes up most of the time, but does not move the needle in our business. 

Here's a step for you to take today: 
1. Start tracking how your time is being used each week are you focused on any of these 3 things. 
2. Improve the areas in which you need to. Make these the priority over the filler. 

Here's to your growth 👊

One of my favorite follows here on is Blake Harber. 
Building a business from scratch, while sharing his journey along the way. 

But he recently asked a question that I love answering: 
How do you set up your week on Sunday? 

Here's my answer with a little more detail: 

Every Sunday afternoon, I take 1-2 hours and plan out my week: 

1️⃣ Confirm and schedule all personal items with my wife: Work schedules, pickups, drop offs, dates, following weekend plans, etc. 

2️⃣ Schedule all my client coaching appointments in my calendar and notebook. (I love analog). This is my "working" schedule for the week and must make times. 

3️⃣ I then plan all my workouts (4 x /week, 40 min ea) around those items. Day 1 through 4. With what I am going to work out and when. 

4️⃣ With the remaining time I build in my "business building" hours. 

I choose 3 strong objectives (My big 3) each week to accomplish by Friday afternoon. 

I then do 3 small tasks (My Little 3) each day to accomplish them - and schedule that time around all of the items above. 

5️⃣ And finally, I set out my clothes, grind all my coffee, and food prep for week (even though I work from home). 

Doing this every Sunday gets me motivated to get out of bed and start tackling everything every Morning. 

Do you have a Week prep routine? 
If so, let me know what works for you!

Ever been so unhappy with your business that just the thought of another day doing the same thing made your stomach turn? 

That’s exactly where Will was when he found me. 

He wasn’t clear on what his goals were. 
He didn’t have a plan. 

All he knew was: 
He hated where he was and refused to stay there. 

Sometimes, that’s all it takes to get moving. 
A little dissatisfaction with the status quo. 

So, even without a specific target, we agreed on one thing: 
Things had to change. 

We started by digging into his frustrations. 
The sleepless nights. 
The dread when he drove to the office. 

Turns out, there were two main issues holding him back: 

1. Job and work order intake. 
2. Employee scheduling and assignment. 

Fix those, and everything else becomes easier. 

Once we hammered out those pain points, we moved to the next stage. 

My 3-Step System to optimize and scale businesses in 90 days or less: 

Step 1️⃣: Identify & Eliminate Bottlenecks 
→ What’s slowing you down? 
→ We audit where your time and money are leaking. 

Step 2️⃣: Systemize & Automate 
→ We ditch manual work. 
→ Implement automation and delegation so you can grow without burning out. 

Step 3️⃣: Scale with Strategy 
→ We craft a custom 3-year roadmap. 
→ Double your revenue—without sacrificing your sanity. 

This isn’t some fancy theory. 

It’s the exact system my clients use to boost profit and free up time fast. 

If you’re tired of spinning your wheels, let's talk. 

What’s holding your business back? 
Drop a comment or send me a message. 

Let’s make change happen.

If I was frustrated with how my business ran in 2025, here are the 8 things I would do to get it back on track and hit the ground running in 2026. But most owners are not doing #2. 

1. Set Goals: I would set my goals for 2026 based around my three primary metrics: Revenue, Profit, and Time. 

Fix these and many other items fall into place. I would review these quarterly to ensure I am on track for my 1 year goal. 

2. Measure Weekly: I would set up a recurring 45-min meeting to review these 3 items weekly. 

What did it cost me to run my business this week (payroll, overhead, cost of goods, etc.)? Make 1 decision each week that is going to improve each of these and by the end of the quarter, your business should start to look quite different. 

3. Monthly review: Each month I would review my P&L and make up to three decisions to improve it. Cutting costs and/or expenses, negotiating discounts, improving pricing, etc. 

4. Manage Cash: I would use 4 bank accounts to manage my cash so I know where it is at all times and how much runway I have each month. 

Have a savings account for taxes and emergency expenses, along with profit. 

5. Fix Pricing: I would improve and increase my pricing for new customers when getting too many “yes’s”. 

By building a pricing model for the business, it often just takes one lever to make an improvement. 

6. Add Services: I would add any new services in which I get regular requests about. 

Tracking these as they ask and add them up each quarter and add that service to my menu of services. 

7. Generate Revenue: now that I have all of these items in place, I would focus any remaining time, with a minimum of 4 hours per week, focused on creating content, placing ads, and reaching out to potential customers. 

8. Define done: Each day and each week I would define what done looks like. 

Each week I would have 3 primary objectives to accomplish by Friday each week. And each day I would define 3 secondary objectives to accomplish prior to leaving for the day. When these are done each day and when the weekly objectives are done each week, I am done. 

In the end, I want a business I am running, not one that is running me. 

By setting the direction and doing everything I can on a daily, weekly, monthly, and quarterly basis, there is no way to not achieve my one year goals. 

Anything you would add to this?

Profit isn’t just a dollar amount. It’s a percentage.
Focusing solely on a number can be dangerous...

Why? Because numbers don’t grow or scale with your business.

A big profit figure today might look impressive, but what happens when your sales double?

Will that dollar profit stay the same?
Probably not.

But if your profit margin — that percentage — is solid, it scales with you.
It grows as your revenue grows.

That’s the real key to sustainable, profitable growth.

Managing a percentage gives you a clear view of your business’s health
regardless of size.

If you want to grow without losing margins, focus on the percentage, not just the dollar figure.

Because percentages don’t just scale—they multiply.

What’s your profit margin?
And how are you making sure it grows with your business?

(Yes, our house has been fully decorated for Christmas since the first weekend in November.)

Time to start thinking in percentages.
Your future self will thank you.

Last week I sat on a call with a client and his brand-new admin.

He’d just had to move on from the previous one.
Clean break. Fresh start.
And one big problem:

The admin wanted to do a great job.
The client had no idea where to start.

So instead of training task-by-task...
or dumping a massive SOP doc on them...

We focused on just three things.

Not forever.
Just to get momentum.

Here’s what we did:

Defined the start of the day
What does “a good day” look like the moment they log in?
Clear tasks. Clear ownership. No guessing.

Defined the end of the day
Before signing off, what must be done for it to count as a win?
This alone removed 80% of the anxiety.

Prioritized the middle
A simple list of the best use of time in between.
Not everything. Just what matters most.

That’s it.

No micromanaging.
No overtraining.
No “let’s cover every edge case.”

And here’s the result:

The admin was up and running by day 2.

Not perfect.
But confident.
And moving.

This worked because most people try to train for completeness…

When what people actually need is clarity.

Clarity creates confidence.
Confidence creates momentum.
Momentum buys you time to refine later.

If you’re onboarding someone right now:

Start with the bookends.
Then fill in the middle.

What’s the first thing someone should own when they start their day?

—

If this was useful, say 👋 or steal the framework.
I share real behind-the-scenes moments like this often.

I am constantly having to remind myself this key fact: 

Consistency > Intensity

Of course it sounds simple, but in reality, its a game changer. 

Combine consistency with review, revision, and action...
And you have the exact formula for success. 

Success in personal life. 
Or in your business. 

I often find myself in, what feels like, a unique spot of coaching my clients towards their success, while also building and growing my business. 

This has caused me to often feel anxiety, like I am not doing enough...

That is why I: 

1️⃣ Break down every one of my annual goals into weekly metrics. (IE: $250k annually is a huge goal, but it’s only $4,800 per week). 

2️⃣ Identify the daily habits that help me achieve my personal and professional goals. (IE: 1 LI post per day, 5 prospect follow ups, 1 x 40-min workout, etc)

3️⃣ Track my progress in a habit tracker I have on my desk at all times (A Small grid of the items I know, that if done daily, will move me closer). 
Review weekly and make necessary pivots or improvements. 

Doing this, helps me define “done”. 

If I do my daily items each day, and weekly tasks each week, I can be confident that I did what I needed to do to move closer towards my goals. 

For me, it’s all about accomplishing what I need to do, while having time for what I want to do. 

But hey, I'll be the first to admit—this path isn't for everyone.

For me, spending time with family is not just about eating, drinking, gifts, and games. It is much deeper than that. 

Getting together with family is great, but that is not the point: 
Just being together. 

It's a start, but not the reason. 

The point (for me at least) is to grow together, to learn more about each other, to support each other, and let them know they are very important to us. 

When we get together, I try and be intentional about this, engaging in conversations and asking questions.

This year, while on our annual trip to the mountain with my wife's family, we went around the table and discussed our 2026 BHAG's (Big Harry Audacious Goals). 

Some we work and career related. 
Others, personal goals. 
No wrong answers. 

To me, you learn the most about people when you learn what their goals are. 

It shows me what is important to them. 
It expresses what area(s) they want to grow the most in. 

For those curious...
My BHAG: Double my income without doubling my time. 

What is yours?

Part of me wants to raise daughters who are great team players and dependable employees: self-aware, responsible, respectful, and willing to go above and beyond.

But another part of me dreams of raising entrepreneurs.

Ones who push boundaries, question things to better understand, and aren't afraid to forge their own path.

Honestly, either path works for me, as long as they are happy.

Every Thursday night, on the way to hip-hop dance class, my 11-year-old Harper and I talk about the business she wants to build.

It's become our weekly ritual, reviewing her "business plan," updating it, and figuring out what's missing.

And since I promised to be her first investor and biggest supporter, it's crucial we build that investor-entrepreneur relationship early.

Right now, we are building "Fit & Fashion" where local ladies can gather, purchase Alo quality items at Rack prices, while joining in fitness classes. 

The real question: are we empowering her to chase her dreams or just teaching her to follow orders?

Either way, I know one thing , what she learns now will shape her future.

And honestly, I wouldn't have it any other way.

What about your kids? Do you want them to follow a well-trodden path or blaze their trail?

Let's talk about it in the comments.

If I could fix one thing in every business I see it would be this: 
Find your profitability model first. Then scale it. 

So many business owners I see have a great business with great revenue. 

But they lack cash flow. 
They lack cash flow because they don't have profit. 

They are simply spending too much to provide their services. 

For some clients, it is because they are paying themselves too much. 
Perhaps they are paying themselves a salary that cannot be supported. 

For others they might be paying too much for their staff (either too much per person or too many people). 

For many, they might just have high overhead, business expenses to cover. 

So, if you are like one of these companies, try this: 

First, stop focusing on revenue until you solve profit. 
Build your businesses budget to provide your services. 
Start with revenue and then work in percentages from there (this scales). 

Then, define your ideal profit margin. 
Start at 10%. You can work up from there. 

Finally, now define how to best spend the 90% remaining. 

I often find the following percentages as great starting points for service-based businesses: 
50% labor
40% expenses (including owners salary)

So where do we go from here? 

1. Build your ideal business budget for 2026. 
2. Schedule in time each month to review the previous month's P&L (Bonus if you do this weekly!)
3. Make 1 to 3 decisions each month to improve the numbers and mold them closer to your budget. Focus on improving each item 1% at a time. 

Need some help with this? 

I will be walking through this entire process in my Profitable Gameplan workshop next Monday. 

Link is in the comments.

Investment diversification can look a lot different for a lot of people. 
But the truth is, there is no one size fits all approach. 

Some people invest in the stock market. 
Many invest in real estate. 
Others into bullion (Have you seen gold prices lately?!) 

One of the approaches I coach is that your business is your income generator. Your money making machine. Both in income (through payroll) and through owner draws (from profit). 

It makes you money, which then allows you to build personal wealth and invest it. 

And, when it comes to personal investing, I stick to one rule: 
𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝗯𝗲𝘀𝘁. 

Not what the influencers say you should invest in. 
Not what ads you are seeing on social media. 
Not what your broke friends or family say you should. 

But in what you know in and out.

So, what do I know best? Vintage Baseball Cards. 

A collector as a kid, reinvigorated over the last 8 years to really learn more. 

Just like many investments, there is risk:
Risk of decrease in value. (Vintage has less risk than current players)
Risk of something being stolen or damaged. (I keep them in a safe)

But there is also reward: 
This year the vintage sports cards market is up 6.18%
One investment of mine has 10x since 2017. 
A good conversation. 

What ever your investment approach is, I encourage you to be intentional about it. 

Know your risk tolerance. 
Focus on growing your business to grow your wealth. 
Be relentless about making the most of your money. 

What are some of your alternative or diversified investments?

Where are you on the side of New Year's resolutions? 
Personally, I love them, but I know they are not for everyone.  

An old friend of mine was anti-resolutions. 
They said that people should not wait to new years to set new goals.  

I can agree with that, but they also didn't set any sort of goals.  

For me personally, here is what I do: 
1.  Review last year's goals.  
2.  Build upon those.  

Did I hit my goals?  If not, what's the next level? 
If not, are they are still important?  
Do I need to pivot?  

Professionally, every goal is an annual revenue, profit, and time goal: 
1.   Revenue: How much money I make in my business? 
2.  Profit: How much of my revenue to pay myself?
3.  Time: How much time am I willing to put into to achieve those two?

Any thoughts or feedback on this format?  
What is your approach?

Are you the type to make New Year's Resolutions, or do you skip them altogether?

Honestly, I believe everyone needs at least one goal, because real growth only happens when there's change.

We don't need more information. We need transformation. 

But here's the catch: Change doesn't just happen.
It starts with a clear, measurable goal, a timeline, and a plan.

Whether your goal is to lose 20 pounds or grow your business by 20%, breaking it into 90-day chunks makes it manageable.

Want to drop 20? Focus on 5 pounds every 90 days.
Looking to scale? Aim for a 5% growth each quarter.

It's not about WHEN you start, 
it's about HAVING a goal and a plan to reach it.

Goals for 10 years, 3 years, and 1 year are important.

But the real magic? 
Breaking them down into actionable steps for the next 90 days.

Know where you are now, define where you want to go, and map out your 90-day milestones.

Set your goals today , whether it's New Year's or a random Tuesday.
Grow in every aspect, and make this year different than the last.

One goal at a time.
One 90-day sprint.

Struggling to define your next 90-day goals?
Reach out, I'd love to help you turn big dreams into achievable plans.

Let's make this year your best yet.

PS: My goal is to help 100+ small service-business owners build better businesses in 2026. Improving pay, satisfaction, and profit - all without adding more hours.

My wife and I have started the process of looking for a new family vehicle. 

We simply cannot fit our family of 4 and our luggage (We all have a tendency to overpack a bit.) in either of our two current cars. 

But while talking to sales people and dealerships one thing stood out. 
This dealership 20 min south, does not negotiate. 

They go by a one-price motto. 

I was a bit used to this when purchasing Audi's in my previous life, but for a Toyota? 

But that's it. 

The price they give you in store is the price they sell it. 
Everyone gets the same price. 

Then I started thinking about all of the positives of this...

Eliminates possible discrimination. 
Levels the ground for different levels of negotiations. 
Allows each person to get the same deal, no matter their purchasing power. 

I hated it as a buyer, as I wanted to negotiate. 
I want to feel like I am winning something more. 

But as a business, I love it. 

Too many times, service-based business owners build their price, but are open to negotiation. 

They lower their price to make a customer happy. 
Or provide a discount to help get the sale. 

But this can work in the opposite direction. 
It cheapens the service. 

1️⃣ Build your perfect profitable price for each service. 
2️⃣ Stick to it. Don't negotiate. 

Some of my clients are hesitant to tell clients their pricing. 
When that is the case, we...
1️⃣ Post it to a website or landing page. 
2️⃣ Point every client to that page. 
3️⃣ Have them book a call at the bottom. 

Easy peasy.

(PS: This was last night's sunset from the dealership. God's creation is beautiful!)

Apex Gear Service

Owner

FLENDER Corporation (USA & Canada)

Service Operations Manager

Siemens / Flender

Traveling across the United States, Central America and Caribbean to perform on site service, inspections, repair and diagnosis on Flender gear units. Inspections include a thorough endoscopy of gears and bearings to determine operation condition and if repair is necessary. I analyze and assist customers with operating parameters and proper setup of our gear units to achieve the most efficient and correct running conditions. On site emergency repairs to support customers in a break down situation can include gear or bearing replacement, installation and commissioning. I also perform on site mobile vibration analysis measurements and diagnosis of our gear units. I also assist customers with accurate setup and analysis using their own equipment and provide gearbox kinematic data. Also certified at installing and commissioning Flender online condition monitoring systems or CMS2000 & CMS4000 systems. These include vibration, temperature, torque and other special measurement data specific to certain applications. I provide 24/7 support to our customers by email, phone or text messaging if they need remote assistance regarding gearbox operation and diagnosis. I strive to give our customers the best, most accurate and timely responses to their concerns and to keep our equipment running for several years without issue. However, we do know there are going to be situations where they will need immediate response and also I will be there to provide on site assistance.

Field Service Technician

United States Marine Corps

Was apart of the United States Marine Corps as a heavy equipment mechanic (1341) where I learned proper repair procedures for heavy equipment such as bulldozers, front end loaders, and graters. I learned applications in hydraulics, engine repair, transmission repair, electrical, troubleshooting, and preventative maintenance. 

I also held a billet job as a small craft mechanic (1342) where I had learned neoprene fabric repair, small engine repair and troubleshooting. An in depth electrical understanding and troubleshooting. Software for new engines.

Sergeant

Siemens

I repaired industrial Flender gearboxes. Gearboxes would come to our shop and I was responsible for disassembling, inspection, root analysis, parts write up, and reassembly. All different drives from Flender standard gearboxes to vertical cement mill drives.

Assembler

Flender

Working in the repair and assembly department at Flender I would be tasked with disassembly, analysis, and reassembly of every type of industrial gearbox Flender has to offer. Analyzing gear conditions for regrind or replacement and also correct diagnosis of failures to repair the gear unit back to original condition. Vertical mill, ball mill, crane drives, bucket elevator, the list goes on of every application type that was serviced.

Repair Technician

Professional experience includes service and commissioning of industrial drives for Siemens (formerly Flender) drives. Work span includes commissioning, inspections, on-site repair/overhaul. Siemens category 3 condition monitoring trained to include vibration analysis measurements, diagnosis reporting, torque measurement installations, and remote diagnosis equipment setup and commissioning.

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