It’s the basic business problem of rapid growth. Your infrastructure has trouble keeping up with very rapid revenue and employee increases. Just look. Tru was fifty million a year ago and now $134-million. In one year. Same quarter. It always looks like a great problem to have, but it’s a management nightmare. Budgets become almost meaningless. Existing talent spends a lot of time mentoring newbies. Their actual responsibilities suffer.
I’ve been thru this. It took us a whole year to build out our infrastructure to be flexible, and solid, enough to double our revenues in three years. We beat that too, but because we had invested the time and money to strengthen our entire business systems our profits exploded and our stock went from $48 to $192 in two years.
It’s not rocket science. It’s measuring your people not on growth, but on employee feedback on their managers. Sounds radical? At the time it was. And it was extraordinarily effective
It also took a $300–million company to $13-billion in less than fourteen years. With no M&A
Kim is a very intelligent person. She gets it. Her, and Trulieve’s problem (and the rest of the big growers in this industry), is going to be maintaining profitability while spending millions to strengthen their business system to be billion dollar companies.
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