Common Costs
Each piece identifies something companies routinely do, interrogates why, and names what it actually costs.
The common practice
Growth is carried by the two or three people who simply know how to sell it.
The assumption
Talent is the differentiator, so hire more of it.
The cost
Excellence stays personal. It never becomes a system, so it never compounds — and it can resign.
The question
What does your best salesperson know that nobody has written down?
The common practice
Every acquisition, request and internal team adds an offering to the portfolio.
The assumption
More surface area means more ways to win.
The cost
Customers have to understand your org chart before they can understand your value.
The question
Could a buyer explain what you do to their CFO in one sentence?
The common practice
Marketing reports activity. Sales reports a number. The two never meet on one page.
The assumption
Brand is unmeasurable, so measure what is easy instead.
The cost
Budget survives on faith and dies on instinct, usually in the same quarter.
The question
If you cut marketing 30% tomorrow, could anyone tell you what you’d lose?
