Author:
KIMLAND
INTRODUCTION Founders often imagine business counsel as something reserved for companies that have already become complicated. The usual assumption is that advice becomes necessary after a company has raised significant capital, hired many employees, entered large contracts, or encountered a legal problem. In practice, the opposite can often be more useful. The earlier a founder develops a disciplined way of questioning major decisions, the less expensive those decisions become to correct. A founder may spend months building a product that customers do not need, hire an employee before understanding the role, sign an unfavorable agreement because it appears convenient, or enter a new market without understanding the operational consequences. None of these mistakes necessarily looks catastrophic at the beginning. Their cost becomes visible only after time, money, relationships, and momentum have already been consumed. Business counsel should therefore be understood as a decision-qualit...
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