In this episode of Business Made Smarter, Ed Nell and Doug D’Aubrey kick off the 2026 series by shifting focus from marketing to small business management. They explore why many great tradespeople and specialists accidentally build “a job” rather than a profitable business, and why management is really about managing activities (not just managing people). Doug outlines the key themes they’ll deep-dive across the series, from organisational structure and people management through to change, projects and financial control.

Key Takeaways

Doug’s core point is that “management” isn’t only about handling staff issues, it’s about organising and controlling the activities that make the business function and produce profit.

Even as a “sole trader”, you already have a structure, because you’re still relying on others (accountant, IT support, freelancers, subcontractors). The key is to identify the activities the business needs, then decide who does them and how.

If someone is doing work for your business (marketing agency, editor, plasterer, IT support), they’re effectively part of your organisation. You still need clear expectations, check-ins, and accountability; you may be paying for an activity with no measurable outcome.

As the business grows, delegation becomes essential, but it only works if you genuinely give people the authority to make decisions and deliver outcomes. Doug also suggests “virtual” management teams (peer groups or trusted advisors) for owners who don’t yet have managers in-house.

Doug warns against meetings for the sake of meetings. Effective meetings coordinate activity, assign actions, and include follow-up, because if you never follow up, people learn they can safely ignore priorities.

Tracking numbers (like lead conversion rate) turns guesswork into management. Doug shares two striking examples: owners who think they close 80% but don’t measure it, and owners who close 100%, which can be a sign they’re too cheap and should raise prices to improve profit and reduce overload.

People resist change when they don’t understand the benefit. When they can see what’s in it for them (or why it matters), they’re far more likely to support it.

Accountants often tell you what happened historically (sometimes many months later). Business owners need to know what’s happening now: what’s coming in, what’s going out, and what’s left, monthly (or weekly in some sectors), so problems don’t creep up unnoticed.

Best Moments

“Management is not about managing people… it’s about managing the activity necessary for the business to be successful.”

“Your subcontractors are employees, just in a different format.”

“If you’re closing 100%… you’re too cheap.”

“How can you manage something if you don’t know what’s going on?”

“Financial management is down to the business owner, not the accountant.”

About the host

Doug D’Aubrey, founder and Managing Director of Executive Training and Consultancy (ETC), leverages extensive senior management experience to help businesses across the UK and Europe. With tailored consultancy packages ranging from short-term projects to 3-year growth programs, Doug aids companies in improving operations and achieving results. Doug’s success lies in his honest communication with leaders, identifying strategies to enhance management skills and optimise service delivery for measurable outcomes.

Take advantage of a FREE 2-hour Business Review with ETC’s expert consultants to identify goals, tackle challenges, and create a clear plan for growth. Visit https://exec-tc.com/ to book your review.

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