Note: this is a spoiler-free post vaguely referencing The Bear :)

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To bring home the time-dividend framework, let’s take off our consultant hats, so we can see more clearly.

(Ironic, yes.)

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Imagine a family-owned restaurant.

Perhaps it’s in Chicago, and perhaps the owner's name is Carmy.

Let’s say things are going decently well, but Carmy wants to keep growing the business.

How could he allocate his precious time?

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Let’s use the E-CPA framework:

1. Earned time off (ETO)
   • Carmy has been stressed recently. While his business might be holding together, his personal life could use some attention. So first and foremost, he should take some well-earned time for himself.
2. Capacity
   • The restaurant is pretty full most nights. Carmy’s been floating the idea of opening a bit earlier to squeeze in an additional turn of the tables. The revenue would be nice, but ultimately he realizes the dependencies involved, and the risk of adverse impact on overall food and service quality.
3. Pipeline
   • Carmy could spend additional time promoting his restaurant, going on local TV or radio shows to get people in. But remember, his restaurant is already pretty full. It won’t take too much to fill those few remaining tables per night.
4. Accelerants
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   So what else can Carmy do? He can look inward at ways to uplevel himself and his product:
   • Develop and test new signature recipes and menus [IP]
   • Rethink kitchen processes and flow [efficiency]
   • Document premium service standards for his staff [service]
   • Perhaps even yearn for that coveted Michelin star [credential]

Return on these accelerants may not seem super-tangible in the short-term, but ultimately it's these investments in his product that will fuel differentiation, even singularity.

And singularity can unlock a more profitable operation over the long term.

💡

-Wes

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P.S. Want to kick around ideas about durable accelerants for your consulting business?
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