The 3 Metrics That Actually Grow Your Business
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What inspirational quote sets the tone for the episode and why does it matter?
Hi Colin, welcome to the Founders
Podcast.
Yeah, thanks for having me, Ash. How are you doing today? I'm doing great. I'm doing great. Great stuff. Before we start, Colin, um, do you have a favorite code, something that inspires, motivates you, you would like to share with our audience?
Yeah, absolutely. So, um, you know, I'm I'm kind of an old school business book guy, and one of my favorite books, uh, going back many, many years is E Myth Revisited. And there's a quote that Michael Gerber has in that book that says that even the most menial work is art when done by an artist.
Mm-hmm
and I love that. I think that's, you know, there's so many things in life and and in work that we we have to do tasks that we're not the most excited about. Um, but it's kind of uh it's a passion of mine to try and make 'em art nonetheless.
Yeah, yeah. I think I was reading it uh last time I was uh travelling towards the central and I think I passed through the part where he mentions about there are always three people you need to run the business. One is the artist, one is the manager and one is I think The businessman or something like that. I totally forgot it a couple of weeks back. Um that hit me hard because I think in founders' journey, you always focus on the the the the quality of the service or product you're building or, you know, trying to deliver. Um and it's such a small but crucial part of running a business that you always, you know, overcome it or overlook into it, right? Um, so that's that's pretty cool. So thanks for sharing this then.
Um Let's say uh l let's do something different today, and then imagine like we we are in a room of full of ambitious founders and early stage builders, right? No one knows your name, and you've just got few minutes to introduce yourself. Not with your title or why where you have worked before, etc. But with a story that explains why people People should trust what you have to say and that will become the reason for them to stick together for the rest our rest of the
Yeah, I appreciate that. That's a that's a good uh a good twist. So, you know, I would say that for me, I started in a family business when I was twenty one, just turning twenty two years old. I didn't know anything about anything. Um, and so for me it's just really been the school of hard knocks and and typically trying things the wrong way before I ever figured out the right way. Um and and what I would say is that, you know, I love the um the kind of concept that if if you really understand something, you could teach it to like a third grader. Is that as I gained awareness and and ability in business to really understand things, I simplified them. That was really what my passion was. And so from a pure kind of business standpoint and an economic, uh financial standpoint in the business, I always say I if if I can understand how to make money in a business, I should be able to describe it on the back of a napkin.
And so that's really kind of my, my logic. And when I really started to be successful in my first business, that's what it was. It came from not some really flashy marketing, not like you said, you know, obsessing over the product even more. It came from understanding how we make money on the back of a napkin. And so that tells me very simply, like, what do I need more of? What do I need to be better at? uh helps me get to the bottom of it.
Interesting. Very interesting. And uh would you be also able to touch on the three points uh you would like to share today with our audience, which uh, you know, might come out as a learning thing.
Yeah, absolutely. So I mean, I think for me it's about um how do you look at metrics differently in your business? So again, you know, I I've I kind of came up through the financial side of the business, not because I had any experience on the financial side, but because that was the area in the business that was the least taken care of. And so I think everybody gets intimidated when there's a bunch of financial statements and it all sounds like a CPA textbook that nobody wants to read.
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Chapters
8 chapters
1
What inspirational quote sets the tone for the episode and why does it matter?
0:00–6:24
2
How did Colin’s early family‑business experience shape his approach to pricing and profitability?
6:24–13:28
3
Why should founders look beyond surface‑level metrics like revenue and focus on the ‘critical unit’?
13:28–19:07
4
What are the three core numbers Colin recommends tracking to gauge business health?
19:07–24:33
5
How do common misunderstandings about profit and cash flow trap growing startups?
24:33–30:17
6
What practical steps turn metrics from a report card into a decision‑making tool?
30:17–36:30
7
How can founders shift from a rear‑view‑mirror mindset to forward‑looking planning?
36:30–42:11
8
What quick‑fire advice does Colin give for sustainable growth and professional discipline?
42:11–47:58
Speakers
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