You Can Grow Fast and Still Get Nowhere

I've seen this happen countless times during my 40 years in EdTech.

A company begins to gain traction. Revenue increases. They bring on salespeople, expand into new areas, and add some product features. Excitement builds. The board is pleased. The founder feels like they've finally figured it out.

But after about 18 to 24 months, things start to change. Renewals decline. The sales team has trouble explaining why districts should stick around after the first contract. Leadership meetings shift from planning growth to managing problems. No one can say exactly what went wrong, but everyone senses something isn't right.

Usually, what's missing is that no one can explain what they're really building or why it matters after the first sale.

It's not just the founder, the sales team, or the product team. Everyone is moving quickly, but no one can sum up in one clear sentence what problem they're solving for districts or what long-term value they're offering.

Speed Reveals What's Missing

If your growth is slow, you can afford to be a bit unclear about your direction. You have time to adjust, figure things out, and have longer talks with customers to improve your message.

But when you scale quickly, hiring fast, expanding into new areas, and chasing every RFP, any lack of clarity becomes a bigger problem. New salespeople are unsure what to say because they don't have a clear story. Customers don't renew because the value from year one doesn't match what they need in year two. Your team asks for more resources, but what they really need is direction.

I've met with dozens of founders in this situation. They're smart, have talented teams, and often good products. But when I ask what they're building and why it matters to districts in the long run, I usually get a long pause, a rambling answer that changes depending on who's present, or a shift to talking about features instead of results.

That pause says it all.

What Founders Get Wrong About Scaling

This is what I tell founders who want to scale faster: pause first.

Not for good—just long enough to answer one question clearly: What problem are you solving for districts, and can everyone on your team describe it the same way you do?

If you can't answer that clearly, or if your head of sales would give a different answer than your head of product, you're not ready to scale. You'll just end up growing into bigger problems.

I've seen companies chase every opportunity, follow every trend, and hire for roles they haven't fully considered. It feels like progress. It feels like you're building something. But if your foundation isn't clear, if you can't explain what you're doing and why it matters, that momentum eventually hits a wall.

Founders who build lasting companies don't just know what they're building—they can explain it in one sentence. Everyone on their team can say the same thing. The sales team, customer success staff, and engineers all share the same story about what problem they solve and why it matters.

That kind of alignment is what really lets you scale. It's not about having more resources or better tools. It's about clarity.

What Your Team Actually Needs

Last week, I spoke with a founder whose team kept asking for better tools and more support. He was frustrated. He had already implemented new CRM systems, improved commission plans, and additional training. Still, nothing seemed to work.

I asked if his team really knew where he wanted to take the company in the next year. Not just the revenue goal, but the real direction—what they were working toward and why it mattered.

He paused, thought about it, and admitted he wasn't sure.

Your team doesn't need more resources. They need to know what they're working on and why it matters. They need to understand where you're going and why that goal is worth pursuing. It's your job to make that clear.

The best leaders I've seen in my forty years in this field aren't always the fastest movers. They're the ones whose teams can follow because the direction is clear. They can share a clear vision and make sure everyone on the team understands it the same way.

The Real Question

Here's something to consider: Can you explain what you're building in one sentence? Not just the features or what your product does, but the problem you're solving and why it matters to the districts you serve.

Can your sales team say it the same way? What about your customer success team? Or the person you hired just last month?

If the answer is no, or if you're unsure, that's where you need to start. Don't focus on hiring more people, opening new territories, or chasing the next RFP yet.

Get clear first. Make sure everyone on your team can share the same story about what you're building and why it matters. Ensure that the story connects to something districts truly need beyond the first year.

Then you can grow. And when you do, that growth will actually move you forward.

You can grow quickly and still get nowhere if you don't know your direction. I've seen it happen too often. Don't let that happen to your company.