The Library.

Every year starts with the same script. Leadership rallies around glossy strategy decks, sets bold goals, and leaves the room convinced: this year will be different. Then Q1 ends. And the drift begins.

If you’re a marketer, here’s a humbling truth: at any given moment, the vast majority of people you’re trying to reach aren’t thinking about buying what you sell.

As a dedicated advocate for business frameworks, you might find my scepticism towards the famous "10-4 Rule" a little unusual. After all, frameworks are meant to create consistency and excellence. But what works on paper doesn't always translate perfectly to the nuanced world of human interaction.

I recently watched an old episode of Gordon Ramsay’s Kitchen Nightmares. The story centred on a restaurant started by an ex-boxer who’d won £700,000 on the pools. Like many of Ramsay’s culinary catastrophes, there were multiple problems—but the one that stood out to me is something we often see in business: the challenge of scaling up

In the world of business, a framework provides the structure needed to achieve complex goals. Why should our approach to health and longevity be any different?

My previous blog focused on the SWOT framework, one of the most popular frameworks used in businesses for developing a strategy. Not everybody loves that framework. Roger Martin, author of several business books and numerous articles on business, is a well known critic.