@brim006 Sheridan is a wonderful community. If I ever give up on SD, you’ll likely find me in Sheridan.
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Gregory Brickner
1.4K posts
Gregory Brickner
@gregorybrickner
Cash flow expert pushing free cash flow to fuel growth, fighting for rural healthcare at @newbrier, drawn to hard-working producers over pretentious suits
Brookings, SD Katılım Aralık 2017
685 Takip Edilen210 Takipçiler
If you had to move out of state where would you move? I have a hard time with this but here’s my ideas…not in order.
Lander, WY
Sheridan, WY
Pocatello, ID
Tower, MN
Big Timber, MT
Rapid City, SD
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These are nerve racking times for parents. It feels impossible to know what to steer your kids toward when so many skills and professions could be obsolete someday soon.
So honestly if you just focus on raising them right…by molding them into hard working well‑rounded based Chads, then they’re gonna be aight.
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Just when I thought today couldn't get any better, @thebrain updated and now has drag-and-drop reordering of thoughts. No more .01 .99 stuff. Just drag it to where you want it. Nice.
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@bl_ag_inc No. Fund 40% of someone else’s gravel hauling company. Underwrite the startup capital with debt and a convertible preferred share. Let them do the hustle and your capital grows.
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@BullandBaird And we know the ADA rules have most elevator close buttons disabled. It only lights up to make us feel like we accomplished something.
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I can’t imagine there’s a button in existence that does less than this.
Maybe the close door button on an elevator?
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@OldHollowTree How about an Adirondack? My daughter still talks about the time we stayed in a Vermont state park Adirondack.
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@sama @lawheroezV2 Bro just say you prefer Claude it’s fine
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you know what
all of these "which is better" polls are silly
use codex or claude code, whatever works best for you
i am grateful we live in a time with such amazing tools, and grateful there is a choice
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Told a midwesterner today that the real mid-west starts at the Mississippi. 🤣
As if I have any Midwest street cred.
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@thereallorilove Of course. Kind of a ridiculous question tbh
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@justinroffmarsh @MatznerJon I was lucky enough to meet Goldratt shortly before he passed. Incredible gift he gave the world.
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Justin makes a point below that is dense to most of us smooth brained SMB Owners, but I promise is worth slowing down for!
He says you only need two numbers to run a business well:
- The contribution margin per unit of your constraint
- On-time task completion
Most owners track twenty things and still miss both.
Profit is a rate, not a total
Looking at last quarter's P&L, profit is simple subtraction.
Revenue minus costs.
Looking forward, that math falls apart.
Should we hire?
Take this contract?
Raise prices?
Subtraction can't answer any of it!
The question changes from "did we make money?" to "how fast are we making it?"
Forward-looking profit is a SPEED.
Money in per hour minus money out per hour.
The number on your books is just where that speed ended up after ninety days of compounding.
Every business has one pacesetter!
Whether you run an airline, a law firm, or a sandwich shop, exactly one resource sets the speed limit on profit.
One.
That resource is called the constraint. J
Justin has also taught me to CELEBRATE this - don't ATTACK IT.
It is the resource that when most fully utilized, generates the maximum profitability for your company.
For an airline, it's the fleet.... not the baggage handlers.
For a law firm, it might be the senior partner who closes deals... not the CRM system!
For a recruiting agency, it might be the recruiters with actual judgment.
Everything else in your business should have more capacity than the constraint.
Baggage handlers should never be the bottleneck.
Software seats should never be the bottleneck.
They should run with "protective capacity"...extra room... so the constraint never sits idle waiting on them.
If two things in your business are maxed out at the same time, you're in chaos.
In an orderly business, one thing sets the pace and everything else has slack to flex around it.
WHY YOU SHOULD CARE
Once one resource sets the pace for everything, the equation and your job simplifies.
Operating costs (rent, salaries, software) are roughly fixed for the next quarter.
They buy you capacity, the ability to get work done.
But the only capacity that converts to profit is the capacity of your constraint!
Everything has to pass through it.
So forward-looking profit reduces to one number: how much contribution margin you generate per unit of your constraint? Can you improve this?
Contribution margin is revenue minus the raw materials it took to deliver.
A unit of your constraint is one hour of flight time, one partner-day, one recruiter-week, whatever your bottleneck measures in.
Double the margin per constraint unit and you roughly double profit!
The second number, on-time task completion...
The first number tells you how productive your constraint is.
The second tells you whether the rest of the business is doing its job.
If everything except the constraint has protective capacity, deadlines should hold.
When tasks start slipping, a non-constraint resource is running too hot somewhere.
Either it's competing with the constraint for attention, or it's becoming a second bottleneck.
The "one pacesetter" model breaks down.
On-time completion is the early warning system.
What to do TOMMOROW
FIND AND PICK your constraint.
There is only one. The resource where, if you had more of it, you'd make more money.
Track contribution margin per unit of that constraint. Push it up.
Ignore most other metrics.
Track whether tasks are getting done on time.
If they're not, something around your constraint is starving it or competing with it.
Track both.
Stop measuring the rest.
Justin Roff-Marsh@justinroffmarsh
Musings on Throughput per Constraint Unit. In the TOC community, our most critical ratio is Throughput per Constraint Unit (T/Cu). I’m not convinced everyone understands the power of this metric. If you’re considering the past, profit is arithmetic (revenue minus cost). But if you’re predicting the future, profit is calculus (the difference between the rate at which Throughput is generated and the rate at which operating costs accrue). This means that if we want to make management decisions intelligently, calculus is required (and calculus is difficult). But here’s the thing. EVERY business, when forced to operate in an orderly (i.e., non-chaotic) state, assumes exactly the same configuration of resources. You have one Constraint (fleet of aircraft, in the case of an airline) that is consistently heavily loaded, and a large number of non-Constraint resources, all of which have protective capacity (baggage handling, crew scheduling, etc), enabling them to subordinate to the Constraint. This configuration means that there is a SINGLE resource that determines the rate at which the organization generates profit. This simplifies predictions and, therefore, management decision-making. Given that profit is the difference between the rate at which Throughput is generated and Operating Costs accrued—and given that the rate of the former is determined by the Constraint and the latter is reasonably constant—predictions can now be made with simple division. delta(T/Cu) ∝ delta(Profit) In other words, changes in T/Cu are proportional to changes in profitability. Throughput is pure contribution margin (revenue minus raw-material costs). But where are Operating Costs in this equation? A Constraint Unit is a unit of the organization’s capacity (remember, the Constraint is the pacesetter for the entire organization). And the organization’s capacity is exactly what your operating costs are paying for! Assuming that operating costs are fixed for the period under consideration, T/Cu enables managers to make surprisingly accurate predictions with minimal effort. It’s just as simple as the traditional cost-accounting approach to predictions—and it avoids the nonsense results.
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Nothing’s more frustrating than trying to explain to your left-leaning friends that their entire worldview is based on a series of well funded scams.
Scott Adams@ScottAdamsSays
What are the odds those tiki torch carrying neo-Nazis from Charlottesville would only rally once? Feels like it was an American intel op against Trump. That’s my working assumption.
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There is a new Netflix series coming out - the secret of skinwalker ranch - I read a book about Skinwalker ranch. The whole story of that place is nuts. I hope Netflix hasn’t messed it up.
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We generated 8M+ impressions and booked 600+ sales calls from LinkedIn in 9 months.
This is the full system behind it (and it's free):
A vast majority of people are posting on LinkedIn every day... and getting nothing more than a few likes from other freelancers.
A founder with HALF your experience is booking calls from every post.
It’s because hey have a distribution system and a content funnel that converts visitors into pipeline.
You don't.
And that single gap makes all the difference.
That said…
We built this guide internally when we scaled Workflows from 0 to 20 team members through LinkedIn alone. It worked too well to keep it internal.
What's inside:
1) LinkedIn distribution system explained (algorithm signals and performance-based reach)
2) 3-stage content funnel covering TOF, MOF, and BOF with specific formats for each
3) Profile optimization formula across 5 sections
4) Content pipeline workflow from Idea to Draft to Review to Scheduled to Live
5) 90-day content calendar with ~36 post ideas pre-mapped
6) Full LinkedIn tech stack with 20+ tools mapped by function
Want access?
• Like this post
• Reply "LINKEDIN"
GIF
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Gregory Brickner retweetledi
Gregory Brickner retweetledi
360 tornado intercept timelapse of the tornadoes in southern Minnesota today. A big supercell produced a tornado near Truman, MN. Another round of tornado chasing tomorrow in the Midwest for @accuweather . Shot on the @insta360 X5.
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Gregory Brickner retweetledi
Monster tornado few moments ago west of Hartland, MN! It doesn’t appear to still be on the ground. #mnwx
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