The premise
For the professional services firm owner who is fully booked, working unsustainable hours, turning down referrals, and convinced that “growth” means “hire someone.” It does not. The book walks through the five structural moves available to a capacity-constrained firm: reprice (Lever 2), repackage (Lever 3), restructure the cycle (Lever 4), create a time-decoupled revenue stream (Lever 6), and only after those four, expand volume with leverage (Lever 5). Each chapter is a specific play with math, a case walkthrough, and a “do this Monday” exercise.
Who it’s for
The solo attorney billing $350 an hour who turned down two referrals last month. The four-partner accounting firm that hasn’t raised rates in three years because they’re afraid of losing clients. The architecture firm where the two founding partners do 60% of the billable work and can’t take a vacation. You know the feeling: guilt and frustration in equal measure every time you say no to work you should be doing.
Why this book
“I’m at capacity” is the most common presenting symptom in the target market, and no book addresses it directly. The shelf tells capacity-constrained owners to “scale” (they read it as “hire”), to “delegate” (to whom?), or to “systemize” (great, but that takes six months and they’re drowning now). The book says: before any of that, here are five levers you haven’t touched. The opening chapter cold-opens with the compounding cost of a single referral turned down on a Thursday night.
Status
Outlined; writing begins once Revenue First is published. Expected publication is 2028.