The last few months have been quite the journey. After leaving GoDaddy, my life got much, much more busy. I’ve had to break some habits, and get used to my new digs. Once I got past the initial “oh shit how am I going to pay my bills” spree, I started stepping back and really thinking about things.

I talked about this before – I really don’t want to burn myself out again, and I knew that I had to do things differently.

It became clear with my resources, skills, and vision of Novatoirus, that I need a service arm of my business From this, you’ve likely seen some things like the Growth Evolution Index and my Growth Engine services, but a big part of my business thematically hasn’t been about sales and marketing.

In-fact, I’d say I’m pretty good at those things. I have a clear vision on how to progress them. Hell, I can use my own services (the Growth Evolution Index) to help myself – so that’s not that big of a deal.

No, the problem is more operational. How can I solve the problem of operations within my business? How can I make sure that my team is equipped and the company is structured well-enough to be able to handle the workload, all while managing Siren and other initiatives that will surely come over the next year? This has become the problem to solve over the last few weeks, because I knew that I’d never get anywhere if I kept running my business like I ran DesignFrame.

Fortunately, after a lot of soul searching. A lot of reading (I’ve been reading Traction and applying EoS to my business), and considerations of what my business is, I finally came up with not only a set of core values for Novatorius, but a full company structure, and a system for which we will do work moving forward, which we call “FLEET” at Novatorius. (Flexible Labor Engagement & Execution Team).

As for sales, I’ve developed a strong partnership-focused strategy. (no surprise there, right?) I’m developing relationships with key people in different verticals to work with me to create services that they can confidently sell to refer business to me. outside of WordPress.

I believe I’m really onto something with Novatorius. I’ve been saying it for months now…this time just feels different. There’s a level of clarity I have. Some level of understanding that says “I shouldn’t be doing that”, and somehow I’m finding the will to stay in my lane in my own business. Not only that, the business itself just feels right for me.

I have a vision for Novatorius that cultivates a community of people who aren’t just working remotely, but celebrating the freedom that comes with that. I have a vision of dedicated members of the team, whose entire purpose in the company is to help facilitate travel arrangements, identify and partner with co-working spaces across the globe. I have a vision of giving every employee a use-it-or-lose-it stipend that they can spend on working nomadically. So many people can work anywhere in the world, and yet they choose to work within 30 miles of where they were born. I want to break that habit for the people who work for Novatorius.

Lots of manifestos have been written over the last few weeks. Some of them I’m publishing publicly, like my potentially hot take that work/life balance is a lie.

I’m looking forward to next year. I want so desperately to make this a reality. There’s been so much setup. So much “future work”. I just want the present to catch-up already, but know that in order to do that, I have to set up attainable goals to nudge me there, and work toward them.

One quarter at a time.