simongonzalezdc Steer Growth
The decision layer: how the business grows, at what cost, with what evidence.
What this skill produces
The operating pulse (weekly)
One page: revenue vs plan, cash position, customer count, key metric trends, ONE decision needed this week
The quarterly review
Deep dive: are we on track? What changed? What to start/stop/continue?
Growth decisions (all evidence-gated)
Pricing
- Current margin by item (from control-money)
- Price elasticity test (raise/lower and measure)
- Menu/price optimization (engineering analysis)
Capacity expansion
- Add hours? (only if current hours are full)
- Add equipment? (only if bottleneck is equipment)
- Add space? (only if revenue justifies rent increase)
- Add a location? (only if current unit is profitable AND founder-independent)
Channel expansion
- Wholesale/catering (margin lower but volume smoother)
- Online/e-commerce (reach beyond walk-in)
- Partnerships (cross-promotion, co-branding)
Product expansion
- New items (test with limited-time offers first)
- New revenue lines (classes, events, memberships, rentals)
- Idle-hour monetization (space arbitrage)
The kill/scale/park framework
For each product, channel, or revenue line:
- SCALE: evidence supports more investment (name the evidence)
- PARK: not enough data yet; set a review date
- KILL: evidence contradicts viability; document the lesson
Rules
- One experiment at a time
- Every experiment has a pre-registered metric and a deadline
- The kill date applies to experiments too, not just the overall business