Your team would rather stay up all night flowing gear across the country than pick up the phone and order a screen. That's job cost mentality, and it's killing your profit.

In this episode, I break down why outsourcing is the key to scalability, the three kinds of sub-rentals and why only one is a problem, and how to build a glue inventory that makes outsourcing easier. If you're avoiding outsourcing, you are the problem. If you embrace it, you can be profitable at any revenue level.

Listen now and learn to love outsourcing.

Visit trstimson.com for more resources.

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Overstaffing is the quiet problem nobody wants to talk about.

This week's Monday Morning Drive names the three lies, shows how to spot them in your own team, and gives you the self-talk that replaces them.

https://www.trstimson.com/the-three-lies-keeping-you-overstaffed/

Cash flow is the number one conversation I have with clients, and the instinct is always the same: I need more revenue. But revenue is a band-aid.

If your overhead is wrong or your cost of goods sold is out of control, more revenue just perpetuates the cycle.

In this episode, I walk through how to diagnose your cash flow problem in the right order: overhead first, cost of goods sold second, revenue third. I break down revenue mix, pricing, fixed costs, and why reducing revenue by 30% might increase your profit by 50%.

Listen now and stop waking up every morning wondering if there's enough money to get through the day.

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A reliable, flat revenue stream isn't normal for our industry. It never will be. So we chase windfalls: big, one-off jobs that look like manna from heaven on the P&L.

Revenue, though, isn't the point. Profit is.

https://www.trstimson.com/windfall-is-lying-about-your-size/

This week's Monday Morning Drive walks through the filter, the value proposition, and what to do with the price shopper who won't give up the line-item detail.

Quality isn't flexible. Price is.

https://www.trstimson.com/slow-down-when-the-phone-starts-ringing/

Operations says everything is hard. Sales says everything is easy. Neither is helpful, and both are at the root of why your teams can't communicate.

In this episode, I break down how to fix the sales-to-operations gap by leading with show levels rather than gear lists, establishing a single source of truth in your system, and drawing clear lines between responsibility and accountability.

Agree on what the show is first, and everything else gets easier. Listen now.

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This week's Monday Morning Drive is about the three inputs that separate owners who move forward from owners who stay stuck: data, facts, and decisions.

The cheapest fix isn't the cheap hire.

https://www.trstimson.com/manpower-wont-fix-a-brain-problem/

Your account executives are taking orders. Your sales director is managing accounts. And your $2 million company has a CEO.

Titles matter to the outside world, but inside your organization, the roles are what count. In this episode, I break down every selling sphere role, from account executive to business development, and explain what each one actually does, when you need them, and why most companies have the wrong people in the wrong seats.

Fix your roles first. You can fix the titles later.

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When I started in this industry, I was a freelancer looking for gigs. I'd stop by rental offices, talk to the rental manager, and find out where their trucks were going.

If I hung around long enough, an account executive would run in needing an operator at the Hyatt tomorrow. The rental manager would look at me and ask, "Are you available?" Off I'd go.

That was the rental era. And too many AV companies still talk like they're in it.

https://www.trstimson.com/10-words-costing-you-money/

The hardest word in business is no. So we say yes to everything and figure it out later.

Thriving companies do the opposite. They start every opportunity as a no and find reasons to make it a yes.

In this episode, I break down how successful companies apply no strategically to revenue, investments, and scope, and why three things have to be in sync before you say yes to anything: appropriate revenue, measurable quality expectations, and a tight scope of work.

Stop taking on revenue that undermines your business. Listen now and learn how to say no so well that people only notice your yeses.

Visit trstimson.com for more resources.

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