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Max Crow | Founder, CFO, Growth Ops

@max.merigrove

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I think @riverford invited me into my @_thewelledit kitchen of DREAMS 💚

🍁🍂🍃 it’s funny because it’s true

autumnal #greentimebeforescreentime

went to @drinktease and devoured their new autumnal menu (PSA they do hazelnut milk) 🌰🌰🌰

yes, I ordered the blazer in other colours and the poll confirmed, it’s green 💚💚💚💚💚💚💚💚

Just a tiny glimpse into the science behind why you NEED FATS!!

@kay.bodybio you always amaze me with your knowledge …

a moment for bina pls xx

we were down bad for a week & this is how I read the clean Sephora shop guide on @_thewelledit

when friend wear your MERCH >>>>

I tried to recreate @gailsbakery squash salad & it did NOT disappoint

WELL

new colour ways 🫦🫦🫦

always remember … vous ětes beau

a Saturday night stack, strictly, sushi, @prelude.17 peanut dates & @neomwellbeing candles 💃🏻

🧡🩷💜💚❤️

did I buy this copy of vogue because the font is colour is the same colour code as @_thewelledit … maybe?

🐈‍⬛🐈‍⬛🐈‍⬛🐈‍⬛

when @gcoleridgecole posted this on her story, all I had to say was “WOW”

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Office dogs: 50% decrease in productivity, 100% increase in morale

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If your revenue stopped tomorrow, how many months before your business collapsed?

There are only two numbers you need to calculate your company’s runway, but most founders get these numbers wrong.

That means their answer is also wrong.

Current cash balance: This is simple in practice. Look at the number in your bank account, make this your starting point. Fine. That is until you realise that the number doesn’t account for one-off expenses already provisioned: i.e., VAT/sales taxes.

Net burn rate: Another, seemingly simple calculation. However, how often has your revenue forecast been accurate. Calculating burn rate as one number is risky. Build scenarios.

One prospect told us they couldn’t afford us. They only had seven months of runway. The business was almost gone in three.

Know your runway. The base case, upside, and downside scenario.

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Scale or Fail. Episode 10. VAs, stand ups, and what are you actually the CEO of?

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Scale or Fail. Episode 10. AI optimisation versus SEO? Why is OOH so underused by the info space? And more.

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Founders and leaders often get in their own way and become bottlenecks to the business and their teams when they can’t manage people and delegate properly.

This is often because founders feel the need to do everything in their business and have never learnt to manage the people that report to them.

Managing your time properly and allocating it accordingly so that you can gain operational leverage is one of the best force multipliers for your business.

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Scale or Fail. Episode Seven. Client acquisition, marketing and referrals can all seem so daunting. But what do we see as the quick wins, and common sins? Let us know what we got wrong in the comments.

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Your show rate is a growth lever. It lets you improve cash collected without the pain of trying to source more leads. These are three quick fixes every found should implement.

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Scale or Fail. Episode Six. Digging into the depths of finance. Do you need an accountant or a CFO? Are you cash strapped, or good to go?

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Scale or Fail. Episode Five. Rapid fire round. Who to hire and who to fire? Yourself included.
What are the things we see in founders and businesses that help them scale, or lead to a fail? Hot takes, common mistakes, things that keep founders awake.

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Scale or Fail. Episode Four. We’re talking meetings, cadence, and and how to balance talking about the work, and actually doing the wor.
What are the things we see in founders and businesses that help them scale, or lead to a fail? Hot takes, common mistakes, things that keep founders awake.

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Scale or Fail. Episode Three. We’re talking pricing, discounts, and whether it’s worth travelling to spend time with a client. What are the things we see in founders and businesses that help them scale, or lead to a fail? Hot takes, common mistakes, things that keep founders awake.

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