The 3 Insights That Helped Me Reshape My Business Model

_{[Read time: 3.5 minutes]}

Two months ago, I shared I was rethinking (and reshaping) my service-based business model.

The voice inside my head didn’t want to share that with you. It wanted only to show the highlights, not admit I was changing my business after five years (for fear of losing credibility). But the truth is, things just take time, and you’re bound to make mistakes.

Since then, every post has been connected to my business remodel — subtle references to lessons learned, principles evolved, and mechanics refined.

I wasn't just telling you, “Hey, I’m doing this,” but rather sharing insights so you could apply them to your business.

But today, I’ll be more direct.

One of the most important catalysts actually came from a 59-minute podcast episode featuring Bryan Harris, the founder of Growth Tools — a coaching service designed to make it almost impossible for online businesses to fail.

His frameworks sharpened my thinking and gave me a clearer vision of how my business needed to evolve.

Here are the 3 key insights that shifted my approach (and that could do the same for yours):

1. Commit to the right problem, not the solution

One of the biggest traps I fell into as a service-based business owner was becoming too attached to my solution.

I was a “problem-solver” and thought I had “the answer.”

Solutions can become outdated. That’s obvious, I know.

The less obvious part?

Every minute I spent improving my service and delivery was focused on building a better solution, not on better understanding the problem.

Subtle difference. But important.

Bryan reminded me that Kodak couldn’t let go of the film and lost sight of its customer's needs and the evolving landscape (and the actual problems).

So, the first shift I made was to commit to the problem using this question:

What’s a problem so important that you’d gladly bet the next 20 years of your life trying to solve it?

Too many smart founders with valuable services get stuck and then quit.

So, I’m committed to turning strategy into operational reality — simplifying the complex (and clarifying the fuzzy) into actionable steps so that founders can actually grow a profitable service-based business without overthinking and burning out in the process.

2. Structure the offer to make it “almost impossible” to fail

The second shift I made was when I heard this phrasing, “I make it almost impossible to fail at [result] for [type of person].”

It’s a great response to the “What do you do?” question.

Something about the phrase “almost impossible to fail” feels less robotic and scripted.

But what's interesting is that this creative framing almost guarantees the follow-up question, “How do you do that?”

And “how” is your opportunity to make it unique.

For me, it’s with speed and constraints.

My old offer was 60 days with “more” profit. Long and vague.

Now, the offer is $10K in 1 Day. Short and specific.

I follow this 1-day audit with a 4-month, 1:1 coaching structure to implement the profit strategy within operations (plus we uncover even more profit).

This new approach keeps the founders accountable, adjusts to their needs, and keeps them engaged over time. The more touchpoints they have, the more likely they are to see results, leading to long-term growth for both them and me.

I make it almost impossible to fail at capturing more profit for hands-on founders (who sell services).

3. Most founders don’t fail because of a bad plan — they fail because they lose belief in that plan.

How often have you been deeply inspired, motivated, and focused, only to lose that spark the following week?

It’s usually because you forgot why.

Being overwhelmed and distracted is a big part of entrepreneurship because there are a million things you could always be doing.

That’s why accountability is such a critical part of my services now.

It’s essential to keep reminding founders why XYZ is the most important problem to work on and why this plan works. It feels repetitive, but a frequent zoom-out is needed to restart that focus and confidence.

It’s not my job to believe in the plan for them — it’s my job to help them maintain their belief and clarity. Because when they stop believing, they stop committing to the right problem.

It’s all taking (re)shape.

Here’s the podcast episode:

If you take anything away from this, let it be these three points: stay committed to solving the right problems, structure your offers so it’s almost impossible to fail, and keep belief in the plan at the center of everything you do.

Thank you for reading.

See you next week.

— Peter