The Business

May 22, 2025
May 23, 2025

You can’t fix what you don’t understand. So learn the business — then make it better.

If you’ve ever sat through an all-hands meeting — the kind where execs talk about ARR, COGS, OKRs, and a sea of acronyms — you might’ve zoned out.

“I’ll just get some 'real work' done while this plays in the background,” you think, tabs open, code editor ready.

But here’s the truth: The more you understand the business, the more control you have over your work.

Because if something doesn’t serve the business, its customers, or your coworkers — you should be able to challenge it. And to do that well, you need context.

The Business

It starts with three deceptively simple questions:

Don’t let the MBA lingo scare you. You don’t need to become a financial analyst. But you do need to be able to answer these questions clearly, in your own words. Because they form the foundation of good decision-making.

Why this matters:

Surprisingly few people can answer all three. But if you can? You’ll be ahead of most.

The competitors

Your company isn’t the only one solving this problem. Other players are out there — hungry, clever, fast. Probably faster than you.

Know what they’re doing.

If you’re behind, your work better be exceptional. If you’re ahead, make it count. Make it loud.

But don’t let competitor obsession drain your focus. Competitive awareness should inform your work — not become your work.

The customers

You can’t just look sideways. You have to look forward — at the people you serve.

It’s never been easier. People are constantly sharing feedback online. On X, on Reddit, on YouTube reviews.

You don’t need to become a full-time researcher. But check in often. Get a feel.

This is how you build intuition — not just for what to build, but why.

The challenge

Understanding the business gives you power. The power to say:

“This project doesn’t make sense.”
“This task doesn’t help us win.”
“Here’s a better way.”

You can’t just push back without a plan. If you’re going to challenge something, you need three things:

A clear understanding of the business.

You should be able to answer:

A counter-proposal.

Not just in theory — something concrete, thoughtful, and grounded in the business context above.

The willingness to build it.

Even if it’s in addition to your “real” work. Even if it’s just a scrappy prototype. If you believe in it, show it.

If you’re not willing to do that, it’s not a proposal. It’s a complaint.

The change

Imagine this:

You’ve invested your life savings into the company. You have real skin in the game. Now — do you still feel confident challenging the way things are done?

If not, ask why:

If you care enough to challenge the business, you need to care enough to understand it. Deeply. Patiently. Strategically. Earn the right to challenge.

That’s how you get good at saying no to bad ideas — not by being louder, but by being clearer. And when you’re aligned, leadership will thank you — one way or another.

That’s how you move things forward — not just for your work, but for the business. And if the challenge feels impossible, maybe it’s because you feel like “just” a little cog. Just a number.

I can only speak for myself. But I’m here to tell you: it’s possible.

Take it from this little cog who’s done it before — many times — and is still doing it now.

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