Published with permission from the author.

Every business owner wants to build repeatable revenue for their business, but the key is identifying and moving the levers that unlock growth and create predictability across every aspect of the business. Amos Schwartzfarb and Trevor Boehm wrote Levers to help clarify that process. Built on decades of experience across hundreds of companies, Levers condenses the essentials of creating a metrics-driven company into five core workshops and puts them directly into the reader’s hands so they can get to work with their team.

Spanning sales and marketing, product, operations, and finance, each workshop puts business owners one step closer to finding a model for growth that is repeatable and controllable. I sat down with Amos to learn more about the book’s journey and his favorite ideas in it.

What happened that made you decide to write the book? What was the exact moment when you realized these ideas needed to get out there?

Well, it actually started as “not wanting to write another book.” I kept getting questions of what was next after Sell More Faster. Trevor and I were working together. This process is what I’ve been using myself, mentoring startups and teaching at Techstars for over a decade.

Trevor and I were talking one day and realized that this was a book that both needed to be written and one we were well equipped to write. We then asked Cody and Troy if they wanted to participate (since we look at them as experts) and they were game.

At that point it was inevitable. The exact moment for me was after my third Techstars Austin program when I made this process the core curriculum as an experiment. It turned out that this process had a big effect on the companies and their ability to gain traction and move forward. And that no one else was doing anything like this.

Published with permission from the author.

What’s your favorite specific, actionable idea in the book?

That’s a tough one because the book is really a process that is a progression, so while each piece of the process can stand alone, they are all so much more powerful when combined. That being said, the idea of building a crystal ball in the form of a data-driven financial model really gets me excited because of the huge impact it can have on founders building their companies.

If you have a well-thought-out model, you should be able to ask questions such as, “If I raise prices by 10 percent, how much additional churn am I willing to accept and still be ahead of the game?” or “If I double down on advertising and spend twice as much each month on paid ads, will that help or hurt my cash flow?” These are questions that can help you make important business decisions and take the guesswork out of being a CEO.

Published with permission from the author.

It is almost like having a virtual reality version of your business that you can “test drive” and try as many different permutations as you want and see what happens with each one. You can understand the impact of decisions without having to waste time and money to find out.

It is like having that crystal ball.

What’s a story of how you’ve applied this lesson in your own life? What has this lesson done for you?

Well, now I really apply it to every aspect of my professional life. I teach it to every company that goes through Techstars Austin and talk about these concepts with every company I mentor. I use it for our consulting service, and we used it when writing the book itself.