Driving Business Growth

This, to me, is a pretty wild chart. It shows this: How many build-to-rent SFR units are in a metro area, and how big is BTR there relative to the apartment stock? That Phoenix -- Ground Zero for the institutional BTR movement took off about a decade ago -- ranks No. 1 is not a surprise. But given the newness of the sector, it's kinda crazy (to me) that Phoenix's BTR stock is now more than 1/10th the size of its apartment stock. Total BTR units there are approaching 50k. Despite the sheer volume, Phoenix's BTR market is performing roughly in line with other (relatively) high-supplied Sun Belt markets in terms of occupancy (93.1%) and rent cuts (-1%), according to John Burns data, so clearly there's been ample demand... even if some real competitive challenges for BTR operators there. But here's what might be more interesting: This chart illustrates how EARLY we are in the BTR development cycle in essentially every other market. Total BTR units are still miniscule (<4% of apartment stock) in key markets like Dallas, Atlanta, Houston, Austin, Charlotte, Raleigh, Nashville, Orlando, Tampa, etc. (If it doesn't feel that way, it's probably because most BTR tends to cluster into the same outer submarkets of a given MSA.) And yet the demographic trends support BTR demand long term in those spots (and others), too, with peak population aging into the prime BTR demographic cohort of mid/late 30-somethings and up to 40-somethings. For families who have aged out of apartments but aren't yet ready/willing to buy a house for various reasons, and who favor a professionally managed rental typically in a new home, BTR is and will be an attractive option. Of course, the current BTR market is tough. Like apartments, vacancy is elevated and rents are flat nationally. But there are exceptions, and some BTR types (i.e. detached homes) are performing better than other types. The lessons of this cycle will help developers plan better product for the next development cycle ... and it wouldn't surprise me to see more of them moving up market with higher-rent, detached homes. #btr #rentalhousing

🚨 New Elevation Capital thesis: Quick Commerce x Fashion! Young Indians are discovering quick fashion through spontaneous moments - weekend plans, last-minute parties, or simply the urge to refresh their look within hours. While horizontal quick commerce players have added fashion to their offerings, the category demands specialized capabilities around assortment, sizing, and the critical try-and-buy experience that generic platforms struggle to deliver. Players like Slikk, KNOT, ZILO, NEWME and incumbent Myntra's M-Now are pioneering this space. These vertical fashion platforms are reimagining the entire shopping experience by marrying the discovery of online with the confidence of offline trial. Some highlights: > 10-20% of early users already buying twice monthly, transitioning from emergency use cases to regular browse-and-buy behavior > Impulse commerce creates entirely new demand - "I'm at a friend's place, we just made plans, I need an outfit in an hour" is driving adoption > Try-and-buy solves fashion's biggest online pain point - riders wait while customers try outfits, eliminating fit anxiety and reducing RTOs to 15% (vs 30% traditional) > Dark stores of 3,000-5,000 sq ft stock tens of thousands of styles, but the edge lies in merchandising algorithms that predict hyperlocal fashion preferences > Sale-or-return models critical for scaling without inventory risk - but success depends on brand relationships and negotiating power > Operating model complexity creates defensibility - balancing assortment breadth with inventory efficiency requires sophisticated demand prediction even when SOR isn't available > Categories like ethnic wear and bottom wear see strongest traction where fit matters most > Key challenges: expanding assortment without bloating inventory, achieving omnichannel coordination with brands, managing mix of SOR and outright purchases > TAM expansion opportunity - converting offline shoppers who avoid malls due to poor experience, not just capturing existing online wallet share

Delegation isn't just about freeing up your time. It's about helping your team grow. The best leaders understand this. They know that: 🎯 Every task is a teaching moment 🎯 Every project builds confidence 🎯 Every handoff grows capability But here's the key: it must be done right. Let me share some frameworks to delegate effectively: 1. The Control Spectrum There's a spectrum from "complete control"  to "full autonomy." → Tell: You decide and inform → Sell: You decide but explain why → Consult: You get input but decide → Agree: Decide together → Advise: They decide with your guidance → Inquire: They own it, you stay informed → Delegate: Full ownership transfer 2. The RACI Blueprint Smart delegation isn't just about "who does what."  It's about clarity in four key areas: → Responsible: Who does the work → Accountable: Who owns the outcome → Consulted: Who provides input → Informed: Who needs updates 3. The Leadership Truth Real delegation is about moving from: → Doing the work → To managing the work → To developing other leaders This is how you scale yourself and your impact. 4. The Game-Changing Habits → Be clear about expectations → Match people to tasks based on potential → Provide context, not just instructions → Set checkpoints without micromanaging → Stay available without hovering → Recognize effort and coach for growth The real power of delegation? It's not about having less on your plate. It's about putting more on others' resumes. Start with opportunities, not just tasks. Because true leadership isn't measured by what you accomplish alone. It's measured by who you help grow. ♻️Find this helpful? Repost for your network. Follow Amy Gibson for practical leadership tips.

Most founders think their biggest bottleneck is capital. But after analyzing hundreds of entrepreneurs who've built successful companies, I've discovered something counterintuitive: The most expensive bottleneck in your business is you. I learned this the hard way when I was trapped answering emails, scheduling calls, and tracking invoices for years. Here's what happens when you build systemized delegation in public: 1. Time Multiplication You shift from doing everything yourself to systemizing everything that matters. When you document this process publicly, you create accountability and inspire others to value their own time properly. 2. Strategic Thinking Space Removing low-value tasks creates mental bandwidth for high-impact decisions. Sharing your strategic frameworks publicly helps other founders identify what truly requires their unique expertise. 3. Team Empowerment The right operations hire takes ownership of entire systems. Building these delegation processes in public creates a playbook that other founders can implement immediately. 4. Revenue Leverage Within 30 days of my first ops hire, I tripled my strategic thinking time and doubled my creative output. Documenting this ROI openly shows other founders the true cost of being their own bottleneck. 5. Scalable Growth Your first hire should give you time back. When you build hiring systems transparently, you demonstrate that sustainable growth requires systematic thinking. 6. Compound Freedom Each hour you reclaim compounds into more strategic value creation. Sharing this transformation journey publicly creates a community of founders who prioritize time leverage over task completion. The simple math: A monthly operations investment created exponential opportunity returns. When you build your delegation systems in public, you're showing other founders that their time is their most valuable asset. The future belongs to founders who understand that being irreplaceable is the opposite of being valuable. — Enjoy this? ♻️ Repost it to your network and follow Matt Gray for more. Want to learn how to delegate effectively? Join our community of 172,000+ subscribers today: https://lnkd.in/g2cDh2np 

As the CEO of DP World Europe, it’s my job to anticipate the major logistics trends that will continue to impact our industry. And in the wake of DP World’s third annual Global Freight Summit, I found myself reflecting – what are the trends that freight forwarders, supply chain providers, and industry specialists alike are looking out for? Here’s my view: 1. Digitalisation: In Europe’s highly interconnected trade ecosystem, digital solutions have been critical in streamlining supply chains and improving cross-border efficiency. Embracing smart logistics has allowed us to reduce costly delays at our ports and terminals and strengthen Europe’s position in global trade. 2. Sustainability: Europe is at the forefront of a more sustainable transition, and decarbonising our supply chains is not just an obligation but a competitive advantage. Future trade in Europe will be as much about greener credentials as about efficiency. 3. Geopolitical and Macro-Economic Uncertainty: From inflation to energy crises, Europe’s trade landscape has taught us the importance of resilience. Building flexibility into our operations and fostering meaningful collaborations with our customers have been vital in mitigating risks and maintaining stability. 4. Socio-Cultural Change and Demand: European consumers are driving demand for more sustainable, faster, and more transparent supply chains. Adapting to these expectations has reinforced the need for innovative solutions that not only meet demand but also reflect the values of the markets we serve. Europe’s trade landscape is evolving rapidly, and with every challenge comes an opportunity to better our industry. To find out more about how DP World is finding solutions to supply chain challenges, visit: https://lnkd.in/esfMsv3y

There's a hard truth in the business world that often goes unspoken. After 2 decades of working with entrepreneurs, I've seen it time and time again- Some leaders hire people but end up doing and micromanaging every task themselves. They become caught in a cycle of constant involvement, unable to step back and lead strategically. This approach creates a paradox - these leaders have a team, but they're not truly leveraging it. Instead of empowering their employees, they remain entangled in day-to-day operations. The critical difference lies in how they delegate responsibilities. Here's why delegation is crucial- 1️⃣ Team empowerment:  Delegation allows your team to grow and develop new skills, fostering a culture of trust and responsibility. 2️⃣ Strategic focus Leaders who micromanage day-to-day tasks cannot focus on strategic planning and innovation, which are the real drivers of business growth. 3️⃣ Motivation and Retention An underutilized team quickly becomes demotivated. Delegation provides growth opportunities, keeping your best talent engaged and committed. 4️⃣ Organizational scalability A business that relies solely on its leader is inherently limited. Effective delegation creates systems that can scale beyond any individual. 5️⃣ Innovation catalyst : When leaders free themselves from routine tasks, they create space for creative thinking and innovation. Here’s how you can delegate better: - Identify team strengths and weaknesses - Provide clear, concise instructions - Avoid micromanagement - Encourage initiative and problem-solving  - Recognize and reward success Recognizing this pattern of leadership is the first step towards breaking it. True leadership isn't about doing everything yourself but building a team with your guidance, not constant intervention. Remember, the goal isn't to own a job but to build an asset that thrives beyond you. This is the essence of true business ownership and effective leadership. What’s your take on this? comment below! #leadership #team #growth #business

In 66 months, I helped grow Gong from $200k ARR to $7.2B in valuation and worked alongside some of the planet's best sales leaders. Here's the 6 biggest lessons I learned: 1. Overinvest in great marketing early on. I’m still shocked at how few startups do this. Sales with no (effective) marketing early on to pave demand and provide air-cover is a brute-force way to build. 2. Measure twice, cut once when hiring leaders. Your first leadership hires will have cascading effects on your company that ripple through many years. Their fingerprints will weigh heavy on everything from your sales motion, to company culture, to the people they hire, whether you want it to or not. Even after they’re gone. Recruit and hire accordingly. 3. Beat the hell out of what’s working. Finding what works in growing a startup is like drilling for oil. You’re going to drill a number of "wells" and come up dry. But soon, you’ll find one to go DEEP with. Drill it for all it’s worth. Don’t screw around trying to find too many other oil wells when you haven’t even maxed out your best one. 4. Hire salespeople who thrive on ambiguity. Not just those who CAN do that, but those who LOVE to do it (because they'll be doing this for a while as your market evolves). Do this, and you’ll accelerate your learning curve to a repeatable sales motion. Hire entrepreneurial reps. 5. Inject risk into the business as you scale. As you scale, your “portfolio” of growth initiatives should contain more and more risk. It's as if you're a fund manager. Early on, find what works and cling to it. But as you grow and you’re able to rely on several well-established growth vectors, start to introduce risk into your portfolio. Examples: Experimenting with channel partnerships, international, new segments of the market or use cases. 6. Realize the "growth at scale" playbook is different than the "scale up" and "startup" playbooks. What got you to $50M or $100M will not get you to the next level by itself. The path to $100M, and going beyond that (“growth-at-scale”) are two very different situations demanding different means of growing. Early on, nothing matters but (the right) customer acquisition, controlling churn, and making your product absolutely amazing. But if you’re going to continue growing at a fast rate, several other methods have to start firing: high net dollar retention (NDR), multi-product and multiple streams of ARR, going hard and fast on international expansion, and crossing the chasm into “low tech” industries. This list is non-exhaustive. For those of you who have ridden that tornado, what would you add? P.S. Turn "open opps" into paying customers at any phase of growth with these 10 closing motion scripts: https://lnkd.in/gtxYd9Vs

Walmart at $1 Trillion: The Day Retail Crashed the Tech Party For many years, a trillion-dollar market cap was a velvet rope reserved for companies that shipped code, not canned goods and denim jeans. Yesterday, Walmart strolled in without asking permission. This is not a story about stock price alone. It’s a story about metabolism. Three Key Facts: 1. Walmart is now the first traditional #retailer to reach a $1 trillion valuation, joining a club dominated by Amazon, Microsoft, NVIDIA, and Meta. 2. Its #ecommerce business is finally profitable on a standalone basis. 3. Walmart same-day delivery now reaches 95% of U.S. households. The real achievement isn’t digital scale; it’s evolutionary adaptation. A decade ago, Walmart made a series of deeply unsexy, very expensive decisions: raise #wages, clean up #stores, modernize #supplychains, and invest billions in e-commerce and automation while Wall Street tapped its watch. Even Warren Buffett bowed out, politely admitting he no longer understood retail. That’s the moment worth lingering on. When the smartest capital in the room says, “I don’t quite get this anymore,” it’s usually because something fundamental is changing. Walmart didn’t reach $1 trillion by pretending to be Silicon Valley. It did it by operationalizing technology at an industrial scale: AI in #warehouses, automation in #fulfillment, data in pricing, and discipline everywhere else. No moonshots. Just relentless compounding. There’s a broader lesson here for retail, and for leadership more generally: #Transformation doesn’t announce itself with fireworks. It arrives as margin discipline, boring infrastructure, and the patience to look wrong for a long time. Relevant retail is learning how to think like an ecosystem. And yesterday, the market finally caught up.

Is this the most exciting time ever to be in L&D? I argue it is. Here’s why: For the first time, L&D teams are in a position to predictably and effectively close skills gaps - at scale - and make an irrefutable impact on employee and business performance. Make no mistake: these responsibilities have always been there. But up until now, fulfilling them has been challenging at best, and nye-on impossible at worst. What’s been holding us back? - A lack of analysis on where the work actually happens to ensure we’re planning to make the required impact - An over-reliance on top-down driven, largely generic content and programs that are both expensive and impossible to link to actual employee growth  - A vague, if not nonexistent, relationship between L&D efforts and employee/business performance What’s changed? AI. Here’s how it flips the script on all of this: 1) It automates the collection and assessment of skills data AI gives you immediate and continuous insight into the skills your workforce has vs. the skills they don’t but need. You’re then able to build out a strategy that is directly aligned with closing your organization’s skills gaps. 2) It encourages collaborative learning by reducing the time investment required from internal SMEs, which are crucial if we’re to shift from ‘hope that we help’ to ‘plan to make impact’. Generative AI allows you to create a first draft of courses on proprietary processes and skills using internal documentation and customized prompts. From there, you’re able to bring in your internal SMEs to simply check the content and add nuance to it, instead of asking them to create a course from scratch. 3) It quantifies the impact of L&D As employees upskill and reskill, the relationship between L&D and employee/business impact becomes obvious because of AI. You see the number of skills being acquired. The potential of AI in L&D is huge. To capitalize, we must relook at what our organization needs us to achieve and think about how we can do it - rather than how we make content and programs available for others to do it. This is an exciting and rewarding new position for us. How are you now going to plan for impact? #learning #learninganddevelopment #training #traininganddevelopment #workplacelearning #skills #skilldevelopment #ai

What if your biggest competitive advantage is hiding in plain sight in your competitors' customer complaints? While most B2B executives chase the latest growth tactics, strategic leaders are systematically mining competitor trust gaps to win enterprise deals. In today's procurement environment, trust isn't just a vendor evaluation criterion—it's become the decisive factor in contract decisions worth millions. The reality of enterprise buying is stark: procurement teams have stopped believing vendor promises. They demand transparency in pricing models, proof of service delivery capabilities, and verification of product claims. Most vendors fake this transparency with polished sales decks and case study theater. The winners convert their competitors' credibility deficits into contract wins. Here's how B2B growth leaders are operationalizing trust to capture enterprise market share: Audit Competitor Credibility Gaps. Deploy systematic analysis of competitor RFP losses, customer churn patterns, and service delivery failures. Every trust breakdown in their client base represents a qualified prospect for your pipeline. Engineer transparency into your sales process. Move beyond vendor presentations. Provide independent verification of ROI claims. Offer transparent pricing with no hidden implementation costs. Make radical honesty your competitive differentiation in the procurement process. Align revenue operations around building trust. Tie sales comp, customer success KPIs, and product delivery SLAs directly to trust-building behaviors. When trust becomes measurable in your CRM and tied to quota attainment, it becomes operationalized. Build enterprise trust intelligence. Create account-level dashboards tracking trust indicators across your target prospect base. Monitor competitor service failures, contract disputes, and client satisfaction scores to time your outreach perfectly. The enterprise opportunity is massive: procurement teams are actively seeking vendors they can trust with mission-critical initiatives. While competitors struggle with credibility issues, you capture their displaced enterprise accounts. Ready to transform competitor weaknesses into enterprise wins? Start with a systematic audit of trust vulnerabilities among your top 50 target accounts. The pipeline impact could be transformational. Read more: https://lnkd.in/eRV9sWAK __________ For more on growth and building trust, check out my previous posts. Join me on my journey, and let's build a more trustworthy world together. Christine Alemany #Fintech #Strategy #Growth