Jay Mount Consulting

Most revenue teams are building with borrowed tools.
The same CRMs. The same databases. The same cold email sequences.
It’s no wonder results feel flat — everyone’s playing the same game.

At JMC, we help you build your own.
We design Revenue Intelligence Architectures — proprietary systems that turn raw data, messy ops, and stale tactics into leverage your competitors can’t copy.

Our systems give you:
• Decision-making engines that route leads automatically
• Custom TAMs built from scratch (not scraped from ZoomInfo)
• Cross-channel orchestration that learns, adapts, and compounds
• A foundation your team can own, scale, and evolve

This isn’t RevOps.
It’s competitive advantage — built through automation, intelligence, and strategic clarity.

Want to see what that looks like in your business?
Start with a 48-hour architecture evaluation. We’ll map the risks, identify the upside, and show you exactly where the edge lives.

Founder

Growth Steps Newsletter

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Writer

Clay

Solutions Partner

Predictable Revenue™ Inc.

Advisor

Techstars

Startup Mentor

Kinext

Hybrid Financial Ltd.

Responsible for product, growth, and scaling for Hybrid Financial. Early employee at the company to implement sales enablement tools, systems, and processes to grow from:

- Under 10 employees to over 180
- 20 customers to over 200.

Developed proprietary sales enablement AI-based platform to drive growth and create a different category.

Chief Growth Officer | Building Investor Audiences

basix.ai

We started basix.ai because we saw firsthand how doing “sales as usual” prevented sales from happening. Once we isolated and focused on the activities that drive revenue, we were able to boil it down to its simplest components; do the things that drive prospects forward, and stop doing the things that hinder sales. 

Most sales reps inadvertently spend time:

- Chasing deals that were never going to close (based on bad or incomplete data)
- Deciding who should be contacted based on gut feel
- Spending time on endless research, going between systems and databases

We built a technology platform that actually works with the salesperson to keep them in sales conversations and in their sales flow. 

Our experience has shown the answer is not to try to surround the salesperson with more activities and just increase performance, but rather keep the focus on just selling.  

With basix, the smart workflow engine learns what activities and what prospects to focus on so your sales team can get better results. This happens because the system learns who is the current “low-hanging fruit” and constantly serves them up. At the same time, the highest and best activities are matched, taking those prospects further into the buyer’s journey, and moving them to the close.

CEO & Co-Founder, basix.ai | Rapidly scaling sales teams

Architected and delivered 11% of net new income across $660MM of incentive compensation within RBC's P&C Banking Division.
- 400% lift in the number of products sold per Agent/Rep.
- 27,000 Agents/Reps selling financial services/insurance to individuals and companies.

Director, Performance & Incentive Design

National Sales Management Performance - Deposit, Investment, Lending Products

Mackenzie Investments

Product Development & Sales Growth, Reported to the Head of Product

Founder Helping You Grow | Follow for Daily Leadership & Growth Insights | Serial Entrepreneur | Ex-RBC

My story isn't typical - it's not about steady corporate progression or entrepreneurship from the start.

At 23, as a single dad, my journey took an unexpected turn.

In big corporations, where I stayed longer than planned, I experienced a different kind of growth.

Each night, after my son slept, my dual life as a father and ambitious professional unfolded.

But here's something you might not know: in these big companies, I didn't just get by; I excelled. Leading teams from two to 550, I was more than just another face.

I was a leader, learning about product development and large-scale expansion.

Yet, I constantly wondered, 'Am I too late to start my own business?'

This internal struggle, balancing comfort and ambition, kept me restless.

Outwardly successful in corporate, inwardly, I yearned for something of my own.

Skeptics called my desire to leave a stable career crazy, intensifying my internal conflict.

As my son became more independent, my perspective shifted.

A change was brewing, a readiness for something new.

That's when I left my corporate safety net, embracing the unknown.

The excitement of change was tangible, but what was to come?

My journey, initially thought to be solo, became a collaborative effort.

My first customer, my peers - they were more than connections; they were catalysts for transformation.

This transformation led to founding two startups in seven years.

Leaving corporate life for entrepreneurship was more than a business move; it was self-discovery, realizing my potential.

My achievements are clear:

→ Generated 9-figure revenue growth for clients and employers.
→ Progressed through 10 roles in two companies before venturing out.
→ Grew bootstrapped businesses to 7 and 8-figure heights.
→ Developed numerous leaders.
→ Launched several products.
→ Built two startups in seven years.

I share my story to inspire those on similar paths, not for self-praise.

If you're wondering if it's too late or too risky, let my experience guide you.

I'm here to connect, share, and inspire.

Let's discover what lies ahead, together.

Join my free newsletter at https://jaymount.me/newsletter

Jay Mount

Bridge the Gap. Be Seen. Be Trusted.

I help Boards, CEOs, and ambitious Leaders deliver results their stakeholders can see and trust.

For over 25 years, I’ve advised Leadership Teams and Boards through high-stakes transformations: 
• integrations that stall, 
• platforms that drift, 
• cultures that freeze under politics and fear.

That’s when Leaders and Board members call me. 

They don’t need comfort. They need clarity.
They don’t want jargon. They want results.

And that’s what I have delivered.
• 40% lower operating costs while reigniting growth.
• 15% revenue gains after years of decline.
• Trust rebuilt with regulators and customers.
• Cultures shifted from politics and fear to courage and execution.

Through BRIDGE — my publication — I share the same lens I bring into boardrooms: 
• a way to move from risk to results,
• from vision to proof, 
• from effort to recognition.

👉 Follow me here on LinkedIn for daily posts on leadership, AI, and transformation.

👉 Subscribe to BRIDGE for weekly essays and playbooks – 🔗 bridge[dot]adiagrawal[dot]com

👉 Reach out if your Board or leadership team needs support for oversight, alignment, or coaching that delivers – 📧 mail@adiagrawal.com

Adi Agrawal

“You don’t win by being first to automate.
You win by being first to deliver something humans can’t.”

A founder brags:
“50% of our code is AI-generated now. Investors love it.”

I ask:
“That's great - how is your product better?”
Silence.

🟧 That’s the trap.

• Code volume is not a strategy.
• Speed alone isn’t an edge.
• Automating a broken process just makes bad outcomes arrive faster.

Another exec shared how they used AI to rebuild their onboarding flow in days.
Impressive.

Except:
– Activation dropped.
– Support tickets spiked.
– Customers felt rushed through something that used to feel human.

Turns out, the brag was the build time.
Not the business impact.

Here’s what I’ve learned:
✅ Bragging early signals insecurity.
✅ Real leverage compounds quietly.
✅ AI wins when it delivers what humans can’t – or don’t want to.

So the next time you hear:
“We’re the first to launch AI for X…”

Ask:

• What problem did it actually solve?
• What behavior did it change?
• What value did it create for the customer?

Because strategy isn’t “being first.”
It’s being last – because you did it right.

—

📩 Boards and founders working to align AI to product value? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you’ve seen the brag come before the benefit
➕ Follow Adi Agrawal | Bridge the Gap

Advisor to Boards & CEOs | Helping Leaders Deliver Results Stakeholders Can See & Trust | Writer of BRIDGE

The market is cheering your layoffs.
But your future customers won’t.

Imagine:
A tech firm cut 18% of its workforce.
Analysts called it “strategic.”
The stock spikes 14%.

The CEO is telling investors:
“We’re leaner; an AI-powered company now.”

But inside?

– Product quality is dropping.
– Team morale has tanked.
– The roadmap was reduced to what 3 teams could still manage.

What Wall Street sees as “discipline,”
the customer often experiences as “disinterest.”

🟧 And the talent?

They notice.

The best product thinkers, designers, and engineers see the signal loud and clear:

- You’re not building for innovation.
- You’re building to impress your investors.

There’s a difference.

Because “reducing” is not a strategy.
It’s a consequence of strategy.

And if your vision can’t retain builders,
you’re not ready for the next cycle of growth.

So ask yourself:

• Are we reducing burn — or burning bridges?
• Are we streamlining — or gutting capability?
• Are we winning trust — or just beating earnings?

📌 One will earn you customers.
📌 The other just earns you time.

The choice is yours.

—

📩 Boards, Founders, and CxOs balancing margin and momentum? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you’ve seen layoffs used as a signal — not a solution
➕ Follow Adi Agrawal | Bridge the Gap

A decade ago, “lean” meant fast, focused, and resilient.

Today?

It often just means… fewer people.

That’s not transformation. That’s erosion.

—

A tech firm recently celebrated “AI-led efficiency” after reducing 20% of their ops team.

🟥 It looked great—until the next quarter:

– Customer callbacks jumped.
– QA errors tripled.
– A high-value client walked.

They had not scaled excellence.
They’d just eliminated it.

—

Here’s the deeper risk:

• AI can mimic workflows.
• But it can’t mimic judgment.
• It scales what’s already there.

If what’s there is:

• broken culture
• missing context
• shallow execution

Then all AI does is make the weaknesses harder to see –
until they break something valuable. 

—

🟧 Real "Lean" means:

+ Less friction, not less humanity.
+ Faster delivery, not faster burnout.
+ Teams that scale clarity – not just headcount cuts.

—

So before you optimize another process, ask:

• Are we removing waste – or removing wisdom?
• Are we moving faster – or just thinking less?
• Will this scale what matters – or just amplify weaknesses?

—

📌 AI doesn’t build culture. It amplifies it.
If your base is hollow, scale won’t fix it.

📩 Boards and founders trying to build lean without breaking trust? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you’ve seen “lean” go too far.
➕ Follow Adi Adi Agrawal | Bridge the Gap

Most companies think they know their competition.

Until it’s too late.

Netflix once believed HBO and Disney+ were its biggest threats.

They forgot about YouTube.

📊 Netflix has over 36,000 hours of content.
📊 YouTube matches that every 70 minutes.

Now ask yourself:
Is your real competitor the one you pitch against?
Or the one your customer already gave their time to?


I once sat in a strategy session for a media firm.
Their entire roadmap was shaped around beating a regional rival.

But the data told a different story.

Their users were spending more time watching Instagram reels and YouTube shorts than the entire catalog they’d built.

The CEO paused, leaned back, and said:

“We’re losing to something we don’t even make.”

That moment changed the room.


🟧 Disruption rarely comes from where you expect.
🟧 It’s not just product vs. product anymore.
🟧 It’s attention vs. everything else.

So the question is:

Do you know who you’re really competing with?

And are you building for the customer’s behavior,
or just chasing your competitor’s roadmap?

Because it’s not about market share.

It’s about mindshare.


📩 Working on Platform Strategy, Customer Retention, or Strategic Positioning? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you see teams still chasing yesterday’s competition
➕ Follow Adi Agrawal | Bridge the Gap

Your vendor just pitched your biggest customer.

You trained them for it.

You squeezed them for years –
price cuts, net-120, “one more discount.”

You called it efficiency.
They called it a warning.

Quietly, they hired better people.
Built their own platform.
Diversified their book.
Stopped depending on you.

By the time "Procurement" asked for “partner loyalty,”
they had options.
And a strategy.

This is how ecosystems break:
not with lawsuits –
with slow exits and quiet replacements.

- Every late payment encouraged their independence.
- Every forced discount paid for their sales team.
- Every “take it or leave it” taught them to leave.

Here’s the part "Vendor Management" and their spreadsheets miss:

+ A good vendor doesn’t just deliver.
+ They absorb your risk.
+ They spot problems first.
+ They pick up your emergency call at 2 a.m.

Lose that, and you don’t just pay more.
* You get slower.
* More fragile.
* Less trusted.

If you lead P&L, Operations, or Platform – do this now:

• Map which partners hold real judgment and speed. Keep them.
• Replace “biggest discount” with “shared upside, faster recovery.”
• Fix incentives so "Procurement" buys resilience, not just price.

Because you don't just lose supplier and partners.
You lose trust, brand and build rivals.

And they remember.

—

📩 Rethinking Partner & Vendor Strategy, or Platform risk? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you’ve seen discounts turn into defections
➕ Follow Adi Agrawal | Bridge the Gap

The cheapest vendor is the most expensive risk.

A big retailer I know “optimized” partners:
- pushed net-120,
- took another 5%,
- demanded free rush.

Wall Street clapped.

Eighteen months later:
• fill rates slipped,
• returns rose,
• two key suppliers went DTC,
• and the holiday plan broke.

They thought they had cut cost.
In reality they cut continuity and customer confidence.

This is the trap:
we bonus "Procurement" on price,
not on Value, Uptime, Speed, or Recovery.
So they squeeze what’s easy to count
and starve what keeps you safe.

You don’t win by starving the Partners
who help build your advantage.

If you run P&L, Operations, or Platform,
change the rules:

🟧 Pay on time. Always.
• Cash flow is oxygen.
• You’re buying priority when it matters.

🟧 Share your forecast and real demand.
• No surprises means fewer failures.

🟧 Swap “biggest discount” for “shared upside.”
• Co-fund fixes. Co-own wins.

🟧 Track a Partner Health Score:
• Lead times, Defect rate, Staff turnover,
• Single-point risk response, 2 a.m. callback.

🟧 Write trust into the deal:
• Clear owner, Escalation path, and
• A 24-hour “no-blame” post-mortem rule.

And keep a second source –
without burning the first.

Because a strong partner network
isn’t a cost center.
It’s your fastest recovery plan,
your early warning system,
and your quiet moat.

You can cut costs in a quarter.
You earn Partner Trust over years.

—

📩 Boards, CEOs rethinking Partner Strategy, or Platform risk? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you’ve seen “efficiency” break what made you strong
➕ Follow Adi Agrawal | Bridge the Gap

A few years ago, layoffs were a warning sign.
Now they’re a brag.

“AI helped us reduce headcount.”
“Automation made us leaner.”
“Efficiency up. People down.”

Investors cheer.
Stock ticks up.
Leaders call it transformation.

🟧 But here’s what I’ve seen inside those same companies:

– Teams get quieter.
– Morale dips.
– Institutional knowledge disappears.

A fintech I know laid off half its fraud team after adopting AI-based monitoring.
Three months later, a model missed a simple pattern humans would have caught.
The losses erased the savings.

When you replace people too early,
you don’t save cost.
You lose judgment.

And that’s the real paradox.

AI isn’t there to simply replace talent.
But companies are – just to prove to Wall Street that they can.

– Because it’s not enough to use AI now.
– You have to be seen using it.
– Even if it costs you long-term resilience.

👉 If you’re leading through this shift, ask yourself:

 • Are we cutting cost – or cutting capability?
• Are we scaling efficiency – or shrinking expertise?
• Are we building leverage – or signaling participation?

AI doesn’t build culture.
It mirrors it.

So build wisely.
Because “lean” is only strong
if the foundation continues to be strong.


📩 Boards and CEOs navigating AI and workforce design? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost to encourage leaders to balance progress with people
➕ Follow Adi Agrawal | Bridge the Gap

You won’t AI-proof your career with more tools.

You’ll do it with two things machines can’t fake:
Taste and Judgment.

A founder showed me a feature their AI built in a day.
Shiny. Fast. Wrong.
It looked great in the demo. It failed real users.

What fixed it wasn’t more code.
It was taste (“this feels off”) and, 
judgment (“ship less, fix the first 60 seconds”).

Retention went up. Tickets went down.

Taste is knowing what feels right for the user.
Judgment is choosing the right trade-off under pressure.
Both are learned. Both compound.

Build these two capabilities daily:

• Do one teardown: what works, what doesn’t, why.
• Write the 5-line user story for today.
• Keep a decision log: bet, reason, result, lesson.
• Add a “truth teller” who’s paid to disagree.
• Run the Day-3 test: what breaks after the launch glow?
• Ask the trust question: what here could feel like a lie?

AI can draft ten options.
– Taste picks the one that honors the user.
– Judgment times the bet and owns the risk.

Tools get copied.
Taste and judgment just can't - not really.

Keep those two sharp and you won’t be replaced.
You’ll be rare.

__

📩 Leaders working Personal Growth and Transformation? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost to your network of leaders
➕ Follow Adi Agrawal | Bridge the Gap

Everyone wants the blueprint.

“How do I become the next unicorn founder?”

You won’t like the truth:

No one can teach you how to do a startup.

Because you are the variable.

What worked for someone else won’t work for you the same way.
- Not in the same market.
- Not with the same constraints.
- Not with your strengths.

🟧 So stop chasing playbooks from people who just got lucky once.

Follow people who teach you how to think.

What to question.
How to frame.
Where to look when things break.

🟧 You don’t need startup advice.

You need startup muscle:

• Pattern recognition
• Decision discipline
• The courage to test your own thinking

The best founders don’t copy frameworks.
They build their own – and break them when needed.

💡 Learn from the people who’ve done the work.
But build a system that works for you.

No one’s coming with the answer key.

So make sure you’re getting the tools.


📩 Leaders building real skills for uncertain paths? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost for those done with startup cosplay
➕ Follow Adi Agrawal | Bridge the Gap

“30% of our code is written by AI.”

It sounds impressive.

But that’s not a Strategy. It’s a Stat.

And lately, I’ve seen smart founders fall into this trap –
using AI output as a headline instead of a lever.

One startup bragged about cutting 40% of their dev team.
Investors loved the efficiency.
The product shipped faster.

🟧 But six months in?

> Tickets spiked.
> Churn crept up.
> Teams were shipping code they didn’t understand.

And the founder admitted:

“We bragged about the output.
But we didn’t track what it was actually enabling.”

🧠 Here’s what I’m learning:

✅ Writing more code is never the goal.
🔑 Building trust, speed, and customer delight is.

• AI that ships faster – but breaks more – sets you back.
• AI that cuts team size – but erodes product knowledge – isn’t leverage.
• AI that scales – but can’t learn from failure – is just noise.

So the next time someone quotes their AI stat…

📌 Ask:
÷ What did it enable?
÷ What did it replace?
÷ And what are we measuring that actually matters?

Because strategy isn’t what you brag about.

It’s what compounds customer delight when no one’s watching.

—

📩 Boards and founders aligning AI output to business value? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you’ve seen the brag outpace the benefit
➕ Follow Adi Agrawal | Bridge the Gap

Your next outage won’t be technical.
It’ll be a border.
Dashboards were green. Payments were red.

Illustration:
A region changed rules at 9:00 a.m.
Logins worked. 
Payments halted.
Data transfers paused.
Six hours at risk. 
Double-digit revenue exposed.

Fix it with a jurisdiction-first plan.

In 30 days:

1.	Map where decisions run by country.
Cloud, on-prem, on-device. 
Write it down.

2.	Two vendors per region.
Infra, payments, data pipeline. 
Test both.

3.	One-page AI/Data BoM per country.
Sources, rights, model/version, update plan.
Plain words.

4.	Geo-kill switch and reroute playbook.
Who decides, SLA to switch, what turns off, where it goes, comms template.

5.	90-minute tabletop.
“Policy changes at 9 a.m.
What still ships by noon?”
Time the switch. 
Fix gaps.

Measure what matters:
• Time to reroute (minutes)
• % core functions still live
• Revenue at risk protected
• Escalations/regulator asks

Common misses:
• One cloud, one law, one payment rail
• No record of data rights by country
• Models swapped without notice
• Security owns it; Ops can’t act

Do this now:
• Name an owner per region
• Review the playbook
• Practice the switch

Borders are part of your system.
Design for them. 
It protects ACV,
shortens audits, and speeds entry.

📩 Turning geopolitics into a technical plan in 30 days? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if your risk plan still assumes one cloud, one law
➕ Follow Adi Agrawal | Bridge the Gap

Guide, Whisperer, Advisor to Boards & CEOs | I Help Leaders Deliver Results Stakeholders Can See & Trust | Writer at BRIDGE

Open article: BRIDGE | Adi Agrawal | Substack by bridge.adiagrawal.com

If only one or two teams use it, you don’t have an AI plan.
No adoption = no value.

A company shipped a new AI workflow.
12 teams got access.
By week 4, only 2 used it (16% weekly active).
Two teams quietly went back to Excel.

Launch demos don’t pay. Day-3 outcomes do.

Fix it in 30 days:

1.	Add a 5-minute risk review to every steering.
• What breaks if this works?
• Who isn’t ready?
• What will we wish we’d seen earlier?

2.	Name a local veto per function.
One person who can stop a bad rollout.
No drama. Real authority.

3.	Run Day-3 tests, not launch shows.
Measure time saved, errors avoided, trust gained.
If it fails Day-3, it isn’t ready.

4.	Publish “How We Work Now.”
One page per team: steps, owners, inputs, rollback.

5.	Train the first 10 users like VIPs.
Sit with them. Watch the clicks.
Be available to create comfort. Reward adoption. 

Measure what proves value:
• Weekly active users of the new flow ↑
• Day-3 task time ↓
• Exception rate and rollbacks ↓
• Tickets from “confused by change” ↓

Know the risk:
Low adoption isn’t just waste.
It’s control, audit, and reputational risk.

What to stop:
• Shipping features without changing steps
• Announcing value, not measuring it
• One big training, zero follow-through
• No rollback plan when trust cracks

Adoption is the value.
Design for it. 
Measure it. 
Protect it.

📩 Boards & CEOs: want adoption metrics you can fund? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if your launches outpace real use
➕ Follow Adi Agrawal | Bridge the Gap

The market loves AI.
But it just sidelined one of the best people I’ve met.

Her name is Anya.
24. Smart. Curious. First real job.

She automated a reporting workflow with AI – taught herself how.
It saved time. Got praise. Her manager celebrated her.

Then… she was let go.
Not for poor performance.
Because her own automation “made the role redundant.”

She didn’t fail.
Leadership did.

No mentor.
No one to help her translate output into long-term value.
No one to show her how judgment gets built, not bought.

🟧 This is what Gen Z is really up against.

– Dashboards instead of leaders.
– Feedback loops with no human in them.
– A world that says “learn fast” – but forgets to teach.

We say: “Be resilient.”
But resilience without guidance is just abandonment dressed up as advice.

And when they go quiet, we call it disengagement.
It’s not.

It’s disappointment.

If you’re a founder, a parent, a leader – ask:

• Who’s watching them grow?
• Who’s showing them how to think, not just ship?
• Who’s reminding them that usefulness still matters more than efficiency?

Because they don’t need slogans.
They need someone who remembers what it felt like to be new.

AI didn’t replace Anya.
The absence of leadership did.

Let’s not let it happen again.


📩 Coaching next-gen talent through your AI shift? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if you believe Gen Z deserves better 
➕ Follow Adi Agrawal | Bridge the Gap

A Builder’s Pilgrimage (field notes from India) 🇮🇳

I didn’t come to India for a tour.
I came for a build.

🔹 What was “just a business trip” became a pilgrimage through:

– Corridors of waiting – where one chai and one kind word kept the meeting (and the mission) alive.
– The river of paper – grants and schemes wrapped in portals, affidavits, and friction that quietly taxes the builder’s soul.
– Pitch bazaars – bright lights, louder theater… and very little focus on who the product actually helps.
– Classrooms training for the wrong game – marks, contests, and “survival of the fittest,” not ownership and craft.
– Small kindnesses – security guards, deans, and operators who open real doors while the powerful perform busyness.

👉 Underneath it all, one truth kept showing up:

• Builders just want to make someone’s workday quieter and safer.
• Systems should help them do that, not slow them down.

If you care about founders, policy, incubators, or tech in India (or any complex market), this week’s BRIDGE essay is for you:

“A Builder’s Pilgrimage” – my honest notes from tea stalls, hallways, and hard conversations.

📖 Read the full essay on BRIDGE: https://lnkd.in/gCdavukQ

📩 Leaders working Personal Growth and Transformation? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost to your network of leaders
➕ Follow Adi Agrawal | Bridge the Gap

If you don’t measure decision quality,
you’re grading luck.

Example:
A team hit target once. +7% on revenue.
Six months later, the same bet lost 12%.
The win was luck. The thinking wasn’t checked.

Fix these misses with simple habits.
This cuts audit, headline, and key-person risk -
and helps you pivot faster.

1.	Make a decision log.
Owner, goal, 3 assumptions, base rate (what usually happens), options rejected, and a stop rule if the decision goes bad.

2.	Run a 10-minute pre-mortem.
“It’s a year later and we failed.
What likely went wrong?”
Add the top 3 risks to the plan.

3.	Set review dates now.
Day 60 and Day 180.
Did reality match our assumptions?
What did we learn?

4.	Score decision quality (simple 5-point):
• Assumptions written? (list 3)
• Base rate used? (e.g., past conversion 18–22%)
• Real alternatives considered? (≥2)
• Reversible? Kill-criteria set?
(e.g., CAC > $450 for 4 weeks)
• Right speed for the risk? (fast/slow by design)

5.	Tie rewards to the process, not slide polish.
Show the log. Show the reviews.
Promote the thinking, not the theater.

Stop:
• Doing “Are we on track?” with no “Should we stop?”
• Celebrating wins without how we won.
• Blaming people when the process was blind to decision quality. 

Start doing:
• One page per bet.
• One pre-mortem per bet.
• Two reviews per bet.
• Share lessons in public.

Smart leaders don’t just ask, “Did it work?”
They ask, “Was it a good bet when we placed it?”

Raise decision quality.
Outcomes will follow.

📩 Boards & CEOs: Build a Decision OS your teams trust. Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if your org still celebrates luck as skill
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Stop counting people.
Start counting what you deliver for every dollar.

Illustration:

A regional warehouse keps missing ship times.
Three handoffs. One re-check loop.
Overtime spikes. SLAs slip.

Then they change one lane:

Same team. Two small cobots.
Two handoffs removed. Clear owner for the flow.
Orders per shift go up 28%.
Errors fall. Cost per order drops.
Fewer 2 a.m. saves.

That’s “throughput per dollar.”
Customers feel it as speed and fewer mistakes.
Boards see it as lower cost per outcome.

Both matter.

Where teams go wrong:

• Automate steps but keep the same handoffs.
• Track hours and headcount, not output.
• Buy robots without redesigning the flow.
• Reward “savings,” not reliability.

Do a 30-day pilot:
1.	Pick one workflow end to end
(pack → label → ship, or intake → triage → resolve).
2.	Time every step. Mark waiting, rework, handoffs.
3.	Remove two handoffs.
Let software/cobot do repeats;
keep humans on exceptions and judgment.
4.	Name one owner for the whole flow.
5.	Measure four things:
• Units per hour per dollar
• First-pass yield (no rework)
• Response time
• Tickets/injuries/overtime

Add guardrails:

• Safety first. Clear stop rules.
• Train for new roles (exception handling, quality).
• Maintenance plan and spare parts.
• Fallback if the robot or model fails.

What to stop doing:

• “Utilization” dashboards that hide customer pain.
• Headcount cuts without flow redesign.
• Chasing full automation when a hybrid wins now.

This isn’t about replacing people.
+ It’s about designing smarter teams.
+ Let AI/robots handle repeats.
+ Let humans use judgment.
+ Raise what you deliver per dollar - on the floor and in the boardroom.

📩 Rewiring ops for “throughput per dollar” with AI + robotics? Let’s talk.
📬 Subscribe to BRIDGE: https://lnkd.in/gCdavukQ

♻️ Repost if your teams still count heads instead of outcomes
➕ Follow Adi Agrawal | Bridge the Gap

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