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What Happens When Leaders Learn to See What Others Miss?

On May 2 and 3, a small group of 21 business professionals gathered at the Inn at the Quay for something unusual. Not another strategy session. Not another networking event. A two-day immersion into a skill most leaders rely on—but few have ever been formally taught: Intuition. This marked the first-ever seminar delivery of Developing Your Skill of Intuition, a program designed by Creating Futures That Work, a New York–based leadership firm known for working with senior leaders and complex organizations. But what unfolded over those two days wasn’t what most people would expect. There were no endless slides. No recycled frameworks. Instead, participants were taken through a series of carefully designed experiences—discussion, guided exercises, sketching, painting, movement, breathing, and focused reflection. At first glance, it looked more like an artist’s studio than a business seminar. That was intentional. Because the premise behind the program is simple—but powerful: Intuition is

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If We Are All F*cked, Now What Do We Do?

Let’s not pretend everything feels stable right now. Between geopolitical tension, an AI-driven shake-up, and economic uncertainty, there’s a low-grade anxiety running through the business

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Developing the Leadership Edge No One Talks About: Intuition

Every leader has had that moment—an idea that seems to appear out of thin air, an insight that arrives before the data does, a knowing that feels almost unfairly accurate. That is intuition at work. And while it feels mysterious, it’s anything but magic. Nobel Laureate Daniel Kahneman famously described

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What is Corporate Culture?

When I Googled “what is corporate culture,” the first response was, “Corporate culture refers to the beliefs and behaviors that determine how a company’s employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.” I thought that

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Put Customers Before Shareholders

To create shareholder value, business managers need to put customers at the head of the stakeholder list. Employees and the community should also come before shareholders’ interests. This is not to disregard the interests of shareholders, as they are the beneficiaries of the business. Instead, we must concentrate on building

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