Chris Goegan - Simplifying Business Growth with Engineered Marketing, Laguna Niguel, CA (2026)

10/18/2026

AI is moving fast.

I was just reading an article about a lab in Melbourne that taught human neurons to play the game Pong. The neurons learned it in 5 minutes. Those are neurons, NOT a human being.

A lot of people are already using AI every day for search, writing, research, analysis, reporting and dozens of other tasks. Businesses are starting to use agents to connect systems, execute workflows and take on increasingly complex work. I have a number of AI tools, prompts and agents inside my own business that help me get things done faster and better.

But I think we're approaching a much bigger shift.

We're moving beyond using AI to make existing tasks easier. The bigger opportunity is to re-imagine and re-engineer the business around what has now become possible.

And I think founders need to start with a blank sheet of paper.

Not, "Where can we add AI to the business we already have?"

But, "If we were designing this company on a blank sheet of paper today, knowing the value we create for our customers and knowing what AI can now make possible, how would we build a better version?"

Not a slightly more efficient version. A significantly better version.

How could we create dramatically more value? How could we serve customers faster, know them better, eliminate friction, personalize the experience, give our people better information and better tools, and do things that simply weren't economically possible before?

Those are much more interesting questions than, "How can we save a few hours with AI?"

There's another question I like to ask clients that becomes especially interesting right now:

"What would have to happen in your industry to put you out of business in the next two years?"

This is where disruption starts. It's an uncomfortable question. That's why I like it.

Maybe a competitor could deliver what you deliver in half the time or operate with a fraction of your overhead. Maybe they could understand the customer better than you do, remove nearly all of the friction from the buying process, personalize something you've always delivered the same way to everyone, or give customers ten times the value at roughly the same price. Or make EVERYTHING significantly easier for them (this is a powerful thought).

Maybe they could create an experience so much better that your current way of operating suddenly feels old.

Once we've identified what could disrupt the business, I like to turn the question around:

"Okay. How do we go build that?"

That's where this gets exciting, because the best way to defend your business from disruption may be to design the company that would disrupt it.

Don't wait for someone else to create the future of your industry and then spend the next five years trying to catch them. Build toward it yourself.

I think there are three questions every founder should be asking right now:

What could AI make dramatically better for the customer?
What could a competitor build with AI that would make our current model obsolete?
How do we build that version first—while making the experience even more human?
That last part matters.

AI gives us incredible capability and autonomy, but human beings still crave human beings. We want attention. We want to feel understood. We want real conversations and real relationships. We want somebody to listen, challenge us, encourage us, laugh with us and actually care about what happens next.

So I don't think the future belongs to companies that simply automate everything they possibly can. That could make a company incredibly efficient, but it could also make it incredibly forgettable.

The more interesting question is:

What should AI do so our people can create an even better human experience?

Maybe AI handles the repetitive work so employees have more time to actually engage with customers. Maybe it gives a salesperson extraordinary insight before an important conversation. Maybe it lets a service team solve something in seconds instead of hours. Maybe it helps a company anticipate what a customer needs before they even ask.

Maybe it removes almost all of the administrative friction while making the important moments feel more personal.

That's where I think some extraordinary companies are going to emerge.

Extraordinarily AI-enabled. And extraordinarily human.

There's another reason I think founders need to approach this differently: you aren't going to figure all of it out in one strategy meeting. You have to experiment, learn and adjust.

That's why CANI — Continuous And Never-ending Improvement is one of the foundational ideas to build your business on RIGHT NOW.

Do. Learn. Adjust.

Then do it again.

That may be one of the most important capabilities a company can develop in the AI era.

Try something. See where it creates value and where it doesn't. Watch how customers respond. Find where AI creates leverage. Find where people create value that technology can't replicate. Then adjust.

The winners won't simply be the companies with access to the best AI tools, because everyone is going to have tools.

The real advantage will belong to the companies that THINK more deeply about their customers. What do they really need? What frustrates them? What would make their lives easier? What would make them feel more understood, more cared for and better served?

And the companies that think more deeply will ASK better questions of AI.

That's important.

AI can be incredibly powerful, but the quality of what you get from it is often shaped by the quality of the thinking you bring to it. If everybody has access to similar tools, then simply having the tool isn't the advantage.

The advantage may be in the questions.

And some of the best questions may not come while you're sitting in front of a computer at all.

They may come while you're unplugged, walking through the woods, thinking about your customers, your business, your industry and what could be possible.

Because technology can help us move faster, but speed isn't the same as insight.

Sometimes you have to slow down long enough to THINK differently. To think deeper.

Then you bring that thinking back to AI and ask better questions. You explore more possibilities. You challenge assumptions. You find ideas that others miss because they were too busy using AI to do more of what they were already doing.

That's where I think a real competitive advantage can emerge.

The companies that win will continually re-engineer themselves around what's possible, while being equally intentional about preserving and improving the parts of the experience that should remain deeply human.

So maybe the question isn't simply, "How should we use AI?"

Maybe it's:

"What would a radically better version of our business look like now—and are we willing to think deeply enough to build it before somebody else does?"

That question might be worth a blank sheet of paper.

Maybe even a walk in the woods.

Let's put more winning, joy and excitement into your business and life!

Blessings eh!
Chris.

,

10/10/2026

Your Business Doesn't Need More Effort. It Needs More Leverage

At a certain level, improvement doesn't come from working harder. It comes from getting better at finding the right things to work on.

Let me tell you a story I stumbled across . . .

My son's hockey team is currently ranked in the top 20 in the country, and he's become one of the top face-off centers at his level.

He's really good at it.

But recently, we noticed something interesting.

There was one team that was beating him on faceoffs far more often than they should have been. Against most teams, he was winning a very high percentage of his draws. But against this particular team, something was different.

They were eating his lunch - one guy in particular.

We had another game coming up against them, and what happened next made me incredibly proud of him.

Not because of what happened in the game.

Because of what he did before the game.

He figured out which centermen were giving him the most trouble. Then he went back and watched video of those specific faceoffs - not just the ones he lost, but the ones he won too.

He studied what they were doing. He studied what he was doing. He looked for patterns. He figured out why certain things were working and why others weren't.

Then he made adjustments.

He rehearsed what he was going to do differently.

And when game day came, he put it into practice.

The result?

He flipped the tables on them.

He won the majority of his draws and, in particular, had tremendous success against the player who had been eating his lunch before.

Of course I was proud that he won.

But that's not what made me really proud.

I was proud because he identified the real problem, studied it, learned from it, made an adjustment and then had the confidence to put what he learned into action.

He demonstrated that he could find and solve a problem on his own.

That's a much more valuable skill than winning a faceoff.

And as I thought about it afterward, I realized that's exactly how I think about business growth.

When I was a young engineer, I learned about CANI - Continuous And Never-ending Improvement. It's an idea I've carried with me ever since, and it's become one of the foundational principles behind Engineered Growth Systems.

But CANI doesn't mean trying to improve everything all the time.

That's exhausting.

And it's not particularly strategic.

The real power comes from identifying the things that matter most - the AOHO's, or Areas Of High Opportunity - and focusing your resources there.

Where are the biggest opportunities?

Where are the constraints?

Where are you losing disproportionately?

Where would an improvement create an outsized result?

Where are the biggest levers?

That's what my son did.

He could have simply decided to work harder. He could have practiced hundreds of random faceoffs. He could have skated more, trained more and put in more hours.

All of that would have been effort.

But effort wasn't really the problem.

He needed to figure out why these particular players were beating him.

That's leverage.

And I see the same thing happen in businesses all the time.

Sales aren't growing fast enough, so we tell the salespeople to work harder.
Marketing isn't producing enough, so we do more marketing.
Margins are slipping, so we start cutting expenses.
Operations are struggling, so everyone gets told to buckle down.
The founder is overwhelmed, so the founder works even more.
Everyone is skating harder.
But maybe nobody has stopped to study the faceoff.

At a certain level, improvement doesn't come from working harder. It comes from getting better at finding the right things to work on.

Maybe a small improvement in conversion completely changes the economics of your marketing.
Maybe your pricing is wrong.
Maybe one product or service is consuming enormous capacity without creating enough profit.
Maybe your positioning makes the sales team's job unnecessarily difficult.
Maybe there's an emerging market opportunity sitting right in front of you that nobody has fully recognized yet.
Maybe the founder is the constraint.
Or maybe one great leadership hire could unlock the next $20 million of growth.
The answer is different in every business.

But the process is remarkably similar.

Find the AOHO.

Do. Learn. Adjust.

Then do it again.

That's CANI.

You act. You observe what happens. You learn. You make an adjustment. Then you go back into the game and see what happens next.

And over time, something powerful begins to happen.

You don't just build a better business.

You build an organization that gets better at getting better.

Think about the competitive advantage in that.

Your competitors can copy your products. They can copy your marketing. They can hire people from your industry. They can lower their prices.

But it's much harder to compete against an organization that learns faster than you do.

An organization that continually identifies its biggest opportunities, acts on them, learns from the results and adjusts becomes smarter with every cycle.

That intelligence compounds.

And eventually, compounding intelligence creates compounding results.

That's one of the ways you create leverage.

And, over time, an unfair advantage.

So here's a question I've been thinking about:

If you could improve only ONE thing in your business over the next 90 days, what would create the greatest leverage?

Do you know?

Because my son didn't need to become a better hockey player that week.

He needed to figure out why one guy kept beating him on the draw.

He did.

Then he went to work.

What's the equivalent of that faceoff in your business?

Let's put more winning, joy and excitement into your business and life!

Blessings eh!
Chris.

10/03/2026

I'm writing this while sitting at a hockey rink waiting for my son's game to start.

There's another game happening on the ice, and as I'm watching, I'm also listening to the parents in the stands.

"SKATE!"

"WORK HARDER!"

"SHOOT!"

One parent in particular had an opinion about almost everything happening on the ice.

A few minutes ago, a player got hit by his own teammate's shot. The parents started yelling about what the player should have done and what an idiot he was for not taking a better shot.

But what struck me was that they completely missed what had happened a few seconds earlier.

There had been a wide-open passing lane that could have created an easy goal. The opportunity wasn't to shoot harder or skate faster.

It was to see the play differently.

And I thought:

Business is a lot like this.

It's easy to sit in the stands and yell at what you can see.

It's much harder to understand the game.

I remember working with a company where we were building a new part of the business. The main business was massive and they were launching a new GTM (go to market) strategy. We were getting significant traction and had generated about $2 million in the first three months, with what I believed was massive upside still ahead of us.

Then someone else was brought in who had some very strong opinions about our marketing.

One of the KPIs I was watching involved the cost of generating actual phone conversations with prospective customers.

His argument was essentially:

"Why would we pay $200 for a phone call when I can get social media likes for 25 cents?"

Well. . .

Because we're not in the business of collecting likes.

We're in the business of creating customers. Shocking right?! :)

A 25-cent like and a $200 conversation with a qualified prospective customer aren't two different prices for the same thing.

They're two completely different things.

But this person was loud. Brash. Certain.

And sometimes confidence can sound remarkably similar to wisdom.

Eventually, I stopped working with the company. About a year later, I found out they shut that part of the business down.

It was unfortunate because there was an enormous opportunity sitting in front of them.

I've also experienced the opposite.

Another client was receiving advice that I believed could have taken them in the wrong direction. We talked about it.

Instead of reacting emotionally or simply following the most confident voice in the room, they stepped back and looked at what was actually happening in the market.

There was an emerging opportunity.

So we worked on the positioning. We built the marketing systems around it. We strengthened the selling systems. We learned, adjusted and continued building momentum.

Over the next five years, the business grew roughly 10X.

Imagine what might have happened if they had listened to the person in the stands yelling:

"SHOOT!"

They could have completely missed the open pass.

There's a lesson in that for founders.

As your business grows, you will never have a shortage of opinions.

Employees will have opinions. Executives will have opinions. Consultants will have opinions. Agencies will have opinions. Friends will have opinions. Your golf buddies will have opinions. And now AI can give you another opinion before you've finished your morning coffee.

Some of those opinions will be valuable.

Some will be extraordinarily expensive.

The problem is that bad advice rarely announces itself as bad advice.

It usually arrives brashly.

It can come with numbers or a “theory”.

It sounds logical.

Sometimes it even comes from someone with an impressive résumé or from an advisor speaking in an area they have some experience in (but lacking expertise and wisdom).

That's why leadership requires more than looking at the scoreboard.

You have to understand the game.

What are we actually trying to accomplish? Which metrics tell us whether we're getting closer? What is happening beneath the obvious numbers? What opportunities are developing? What are the second- and third-order effects of this decision?

And perhaps most importantly:

Does the person giving me advice actually understand the game we're playing?

Because knowing the score isn't the same as understanding the game.

Do you react out of emotions? Or do you respond out of wisdom? Are you driven by emotions or wisdom?

Sometimes the person yelling the loudest from the stands sees the least.

Speaking of which. . .

The parent beside me is yelling again.

I think it's time for me to move.

Let's put more winning, joy and excitement into your business and life!

Blessings eh!
Chris

09/25/2026

There's something I've noticed about how people think about business growth.

When a company starts a new growth initiative, everyone wants to know, "How much did we sell?" It's a reasonable question. Ultimately, we are in business to produce results.

But there's another question that is incredibly more important. It's the one that the most successful people ask:

"Did we create momentum?"

There's a big difference between the two.

One is moment thinking. We did something, so what happened? Did sales jump? Did the phones ring? Did we get an immediate return? If the answer is yes, fantastic. If the answer is no, people start wondering whether it worked.

But that's rarely how significant, lasting business growth happens.

Growth is a process, not an event.

When I was a young engineer, I learned about something called CANI - Continuous And Never-ending Improvement. The idea stuck with me and, years later, it became one of the foundational principles behind Engineered Growth Systems.

You do something. You learn from it. You adjust. Then you do it again. Each time, you get a little smarter.

You learn what the market responds to and which messages resonate. You discover opportunities you couldn't see before. Your salespeople get better. Your marketing gets better. Your offering gets better. More people discover you. Colds become Warms. Warms become HOTS. Customers begin telling other customers.

You continuously and systematically build momentum.

I watched this happen with one client when we started an entirely new growth initiative. The first year, it generated about $100,000. Not bad, better than a kick in the shins, but certainly not transformational. If we had been focused entirely on the moment, we could have looked at that number and concluded that the opportunity wasn't particularly exciting.

Instead, we looked at what was happening underneath it.

The market was learning about us. Customers were beginning to understand the offering. We were learning what they responded to. The company was learning how to sell it. We were discovering what worked and what didn't.

So we adjusted and kept going.

The second year, it generated about $400,000. More learning. More adjustments. More momentum.

Then something remarkable happened.

In the first three months of the following year, it generated more than $7 million.

That's the part everyone wants. That's the magical moment people notice and talk about. But the magic wasn't created in those three months.

It was created by everything that happened before them.

Could you imagine if we had been focused solely on "How much did the cash register ring?" in that first year?

We could have missed a MASSIVE opportunity.

Instead, the company had a vision and a strong belief in where we were going. We could see the momentum building, even when the immediate revenue didn't yet reflect the size of the opportunity. So we kept learning, adjusting and building.

That made all the difference.

The company continued to grow, and years later it was sold for a very lucrative amount of money. A significant part of the value that had been created was built on the growth and momentum that started with that seemingly modest $100,000 initiative.

Think about that.

If leadership had judged the opportunity solely by the immediate sales and stopped, they wouldn't simply have lost some additional revenue.

They could have lost generational wealth.

I've seen the same pattern on a much larger scale. Another client went from roughly $20 million to $50 million in about two and a half years. Again, there wasn't one magical campaign or brilliant idea that suddenly added $30 million.

They built on what worked. They learned from what didn't. They found opportunities. They strengthened the systems. They adjusted and kept moving.

And eventually something happens that is difficult to appreciate until you've experienced it.

Momentum begins feeding momentum.

More customers create more proof. More proof makes marketing stronger. Better marketing creates more opportunities. More opportunities make the sales organization stronger. More customers create more referrals. More data creates better decisions, and better decisions create better results.

Then those results create even more momentum.

That's when growth can become remarkable.

This is why I think founders and executives need to be careful about evaluating growth initiatives entirely through the lens of immediate sales. Of course sales matter. But if you're entering a new market, introducing a new offering, building a new sales channel, or simply starting to market your company more aggressively, the market may need time to move.

People may not know you. Or they may know your company but not really understand what you stand for. They may trust you for one thing but have no idea why they should buy something else from you.

They need to be educated. And your company needs to learn too.

That's why I think about growth as a continuous cycle:

Do. Learn. Adjust.

Then do it again.

That's CANI applied to business growth. You're not sitting around patiently waiting for something to happen. You're continually acting, measuring, learning, improving and building on what works.

Action always precedes results.

So certainly ask, "How much did we sell?" But don't stop there. Ask what you learned. Ask what needs to be adjusted. Ask what momentum you created and how you can build on it.

Because extraordinary growth rarely comes from one magical moment. It comes from systematically building momentum until one day everybody looks at the results and says:

"Wow. Where did THAT come from?"

You know exactly where it came from.

Do. Learn. Adjust.

Again and again and again.

That's how the magic happens.

And when it happens, it's remarkable!!!

Let's put more winning, joy and excitement into your business and life!

Blessings eh!
Chris.

09/18/2026

Wow, it's been scorching hot here in Southern California! It's been hot, but at least it's also been humid! :)

Last weekend was a great weekend to spend in a hockey rink at my son's Labor Day tournament. Their team ran the table and won all 6 games and won the championship. He was super excited.

I loved what he told me before their semi-final game, he said, "Dad, it's fun playing on a team where you are expecting to win!"
. . maybe that will make for a good article eh?! . . .
. . but not today, I want to talk about growth . . .

I've met a lot of founders running very successful businesses who, strangely enough, have never really learned how to grow.

That probably sounds ridiculous.

They've built $10 million, $20 million, $50 million companies. Obviously they know something about growth.

But there's a difference between having grown and having built a business that knows how to create growth intentionally.

A lot of successful companies grew because the founder was great at selling. They developed a strong reputation. Customers referred other customers. Relationships compounded. A few great salespeople joined. The market expanded. Opportunities showed up. Or acquisitions grew the business.

None of that diminishes what the founder accomplished. In fact, those are often signs of an exceptional business.

But eventually the founder says:

"We want to scale."

And that's when things get interesting.

Because scaling means the company needs to be able to create substantially more demand than it has historically required.

So everyone turns toward marketing.

"We need more leads."

They hire an agency. Increase the advertising budget. Attend more trade shows. Start posting on LinkedIn. Send more emails. Hire a marketing person. Try the latest AI tool.

Lots of activity.

But here's the question I think gets missed:

Does your company actually know how to create growth on purpose?

Imagine tomorrow you identified your ideal customers, and maybe a list of companies or verticals you would absolutely love to have as customers.

Could you systematically get their attention?

Could you get them to understand why you're different?

Could you demonstrate your expertise before they ever speak with a salesperson?

Could you make enough meaningful impressions that they begin to know you, like you, trust you and, importantly, remember you?

And when something eventually happens that causes them to need what you sell, would your company be one of the first names that comes to mind?

That's a very different problem from generating leads.

And I think it's one of the biggest missing pieces in the go-to-market strategies of established companies that want to scale.

Lead generation captures existing demand. Great go-to-market systems also create demand and preference.

That's an important distinction.

Particularly if you operate in a defined geographic market or a specific vertical.

There may only be so many companies or people who could realistically buy from you.

If you continuously market only to the small percentage who happen to be ready to buy today, eventually you keep fishing in the same little pond.

You need to think about everyone else too.

We think about markets as Colds, Warms and HOTS.

The HOTS have a problem right now. They're looking. They're comparing. They're talking to salespeople.

Everybody wants the HOTS.

But there is a much larger group of potential customers who aren't buying today.

Some know you.

Some don't.

Some have a problem but haven't decided to solve it.

Some don't even realize the problem they have is costing them money.

And some will become fantastic customers six months, twelve months, or three years from now.

What are you doing with them?

This is one of the reasons we developed what we call the EGS Ubiquity Engine™.

The objective is pretty ambitious:

Become an unassailable brand.

Not by shouting louder.

By being more valuable, more relevant and more consistently present.

We use multiple forms of media and multiple touchpoints to continually put valuable, original ideas in front of the people we want to serve.

And underneath that is something we call Perception Engineering™.

Perception Engineering is the intentional design of market interactions to shape how people think, feel and remember your business, so that when a buying trigger occurs, you become the obvious choice.

Every interaction is doing something.

An email creates a perception.

A video creates a perception.

Your website creates a perception.

A salesperson creates a perception.

A customer story creates a perception.

Even silence creates a perception.

The question is whether those perceptions are happening accidentally or whether you've intentionally engineered them.

And this is where I think many successful companies have an enormous opportunity.

They already have the expertise.

They already have customer success stories.

They already have interesting people.

They already have differentiated ideas, beliefs and ways of solving problems.

The market simply doesn't know enough about them.

So their growth continues to depend heavily on referrals, relationships, individual salespeople, existing customers, and whatever demand happens to arrive.

That can build a very good company.

But if you want to build a substantially larger one, at some point marketing has to become more than a collection of campaigns.

It has to become infrastructure.

A system that creates attention.

A system that builds familiarity.

A system that demonstrates differentiation.

A system that creates trust.

A system that generates demand.

And ultimately, a system that creates market preference.

Because I don't just want more people to know a company exists.

I want the right people in its market thinking:

"Those are the people I want to work with!"

That's when marketing starts becoming a growth asset rather than an expense the founder reluctantly approves every month.

So here's a question worth asking:

If you decided to 10x your company over the next five years, do you actually have a go-to-market system capable of creating that growth on purpose?

Or are you still hoping enough customers find their way to you?

Let's put more winning, joy and excitement into your business and life!

Blessings eh!
Chris

09/12/2026

This is a massively important question - are you getting the truth about your business?

Let me tell you a story about a company that was sinking into the mire due to sales eroding from a shifting market and price competition . . .

But first, it's critical to understand that the larger a company becomes, the harder it can be for the founder to know what's really going on.

Part of that is people. Employees don't always tell the founder everything they're thinking. Sometimes they don't want to deliver bad news. Sometimes they don't want to disagree with the person who signs their paycheck. And sometimes, after working for a strong founder long enough, people become pretty good at figuring out what the founder wants to hear.

But there's another problem that's even more interesting.

Sometimes nobody is withholding the truth. They simply don't know what the truth is.

I've learned something over the years that has fundamentally changed the way I look at companies:

The business itself is constantly telling you the truth. The question is whether you're listening to all of the signals.

Let me tell you the story about C. Brewer Company . . .

Years ago, I was working with C. Brewer Company, a plastic injection molding company.

They had a serious problem.

Their market was eroding rapidly because of severe price competition. Revenue had fallen from roughly $14 million to about $6.8 million, and this wasn't simply a temporary downturn they could wait out.

The market had changed. They lost business due to attrition and heavy pricing competition.

Something needed to be done.

The natural answer was to sell more.

Find more products. Find more jobs. Keep the machines running. Create more turnover. Push harder.

It made perfect sense.

Except I didn't think that was what the business was telling us.

The business was giving us signals everywhere.

Competing for low-margin work based primarily on price wasn't working. There were capabilities inside the company that weren't being fully utilized. There were markets they hadn't seriously explored. There was a sales team eager to go after something bigger.

The problem wasn't simply that the company needed more sales.

It needed an identity.

It needed a reason for the market to choose C. Brewer beyond price.

And the more I listened to the business, the more I became convinced it was capable of selling higher-value, higher-margin products into a market they hadn't tapped.

Now, there was no guarantee buyers would show up.

There rarely is.

But the signals were there.

The capabilities were there.

The people were there.

The opportunity was there.

We just had to stop trying to force more business through an old model and listen to what the company was telling us it could become.

I suppose this is where I became "The Business Whisperer". 😂

We identified a new market and helped give the company an identity it could step into. The sales team went after it, and the business responded.

The following year, sales more than doubled to a new record of over $15 million.

But what happened next was even more important.

The company continued to grow and thrive, and eventually the founder had a very large and lucrative exit.

The business was smiling.

So was everyone in it.

And I've thought about that experience many times since.

The founder wasn't doing anything foolish when he wanted to push harder and sell more. That's what good founders do. When something isn't working, they attack the problem.

But sometimes working harder at the obvious solution prevents us from hearing what the business is actually saying.

A sales problem might not be telling you to sell harder.

A margin problem might not be telling you to cut more costs.

A declining product line might not be telling you to find more products.

An operational constraint might not be telling you to stop growing.

Sometimes the symptoms are pointing toward something much bigger.

Maybe the business needs a different market.

Maybe it needs a stronger identity.

Maybe it needs different leadership.

Maybe there's an opportunity sitting right in front of you that doesn't fit the way you've historically thought about the company.

That's why, when I enter a business, I spend a lot of time listening.

I listen to the founder. I listen to sales. I listen to operations. I listen to marketing. I look at the numbers, the margins, the constraints, the customers, and where energy seems to be building or disappearing.

Sometimes those signals contradict each other.

That's often where things get interesting.

Because your business is communicating with you every day through its people, customers, numbers, problems, opportunities, and constraints.

You just have to figure out what it's saying.

So maybe there's a question worth asking this week:

What has your business been desperately trying to tell you that you haven't heard yet?

C. Brewer was trying pretty hard to tell us something.

Good thing we listened.

Let's put more winning, joy and excitement into your business and life!

Did this email strike a nerve? Do you want help or want perspective? Reach out and let's continue the conversation - hit reply and let me know.

Blessings eh!

Chris.

Chris Goegan - Simplifying Business Growth with Engineered Marketing

10/18/2026

10/10/2026

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