This episode examines Sharan Shereef Vatsa’s pre-logged end-of-week reporting strategy—writing Friday reports on Monday to force commitment to core metrics—and explores when this aggressive tactic doesn’t fit certain business stages. The strategy requires booking five client calls before the week starts rather than hoping to fill them by Friday, maintaining focus despite inevitable fires and distractions.
Key Takeaways:
- Pre-log your end-of-week goals on Monday Creating Friday reports at week’s start forces accountability for metrics that actually drive growth rather than letting fires derail priorities.
- Team size determines appropriate project management overhead With a two-person engineering team, extensive planning takes time away from execution; tactics scaling to five-person teams don’t apply to smaller operations.
- Software and funding companies require fundamentally different management approaches Engineering task management operates on maker schedules requiring uninterrupted flow, while funding operations benefit from structured accountability systems.
The full episode explores how to adapt elite operational tactics to your specific business context without letting fear prevent implementation of proven strategies.
(Podcast transcript below)
Welcome to Get Serious. I want to dive into some tactical business operational help here. So I’ve been listening and reading Sharan Shreetvatsa’s content a lot more recently. Again, he’s one of the new managing or a new managing partner at acquisition.com. You know, the Formosies for those who aren’t familiar. And, you know, Sharan’s built a couple of billion dollar
companies both within the real estate industry. So, you know, I really try to pay attention to some of the tactics and strategies that that he mentions and even taking a step back from that before we get into some of the details here and how you have to adapt it to your own business. It’s like when when you hear from some of these folks who have, you know, really, you know, built something substantial, you know, I think some of the times where
you know, if, if it might even like, you know, invoke a little bit of a fear response or like, I don’t know if I can implement that. like I really think you should, you know, and I include myself here too, like you have to step back and ask like, why not? like if you really, you know, want to build a business on, you know, kind of that upper echelon level or really, you know, push to, to reach your maximum potential, within a professional.
capacity, I think it always, you know, it’s worth bearing in mind. It’s like, okay, these folks didn’t get to where they are for no reason here. Like they’re sharing, you know, what could be like very aggressive tactics and strategies that require you to stay, you know, a ton of focus and dedication to, to implement properly. But it’s like, okay, if that’s what it takes, that’s what it takes. And so
You know, Sean was talking about something more recently this week of just having, um, you know, he, basically would pre prelog his end of week report. And he’s been doing this for a number, a number of years here. So, um, it was like, okay. Uh, and, his example that he was giving was that his goal was to get, you know, five client calls per week.
because that was enough to continue to build up a customer base and grow the company based on that kind of core metric. his mentor at the time was like, no, but you can’t just have a goal to get five client calls or potential client calls. It’s like, okay, you already need to have those.
those calls booked into your calendar even before they’ve been filled, knowing that you have to fill them by the end of the week because you already know that’s the metric that you need to hit. So like that was a more granular example, but it could be a number of things within your business. Like if you need to know, hey, I need to get this test, this test, this test done, where you might typically have an end of week.
report or kind of like, okay, we got all of this done here. But, you know, so many things, as we well know, can come up within a business. Different fires come up, different priorities come up. And then all of a sudden what your initial plan for the week was can get disrupted and distracted. And then you’re, you you wonder why, Hey, I’m not hitting the actual core goals that like need to happen to drive the business forward. So instead he just, you know,
brought the end of week report to the start of the week. And it’s like, okay, here’s what the end of week report needs to look like. So no matter what these things need to happen, you know, on top of whatever else might come up within the business. So it maintains the level of commitment for, you know, basically pre-logging what needs to be hit.
in order to maintain and grow the metrics that you’re actually measuring. So it’s kind of a subtle shift in terms of how you think about things and it requires like a significant amount of foresight, right? Like a lot of folks, yeah, I and you know, I self included, like I’m not having like a pre-logged end of week report. I generally have certain goals or, you know, based on the day. I’ll have a list to knock down.
but it’s not like, I’ve just pre-logged everything this week and knowing that I need to get that done. Like mentally, I think that’d be a bigger help too, because it can just get you over certain hurdles that might be distracting you from reaching those greater heights that you’re trying to achieve. And again, like there’s some initial fear there. like, man, do I, can I really?
you know, do something like that. I don’t know if my business is in that stage. you do it, and it’s like, well, why not? And again, step back and ask if, you know, these folks who, you know, you’ve looked up to and, you know, have clearly achieved significant level of professional success are really advocating for this and showing how much it helped them in their journey and still helps them now.
like this is what the best players like this is the level that they’re playing at, then you pretty much have to bump yourself to that level in order to even compete. that’s just something that I have to keep reframing with myself. And, you know, we really want to build a huge business like that might not necessarily be your goal, but at the same time, it’s like any small business owner needs to keep evolving because the game, you know, the game keeps.
evolving along the way where competitors get better tools get simpler and more efficient to use. like either way, you have to keep upping your level of game, whether you like it or not, just to stay in business. So it’s like, okay, why not take the best tools out there from the absolute best performers so you can just level up even faster. So you’re not like…
you know, constantly in a struggle mode just to keep your head above water. So just wanted to mention that. But then, you know, you also need to adapt within the needs and current setup within the business. So, for instance, you know, like I keep learning the differences between running a software company, you know, startup software company with land price or and then our funding company, serious land capital. And, you know, the way
to handle engineering tasks, like it’s just different. It’s hard to describe necessarily if you haven’t done it before. Like I still learn lessons every single day. And where it’s like a lot of what I’ve learned running the funding business did not immediately carry over to how to run a software company. Like it’s just, it’s a different skillset. It’s a whole nother podcast for a different time, but you know.
Suffice to say that there’s just so many tactical differences in how you manage tasks and so forth. And so I was bringing this up with our landpricer team who, you we have a core CTO and a senior engineer that are doing like all the coding work effectively to get our product off the ground. And we just, have just this slew bugs and tasks all within our click up.
task manager system to get done. And we’re just trying to sort through different priority tags. And it’s just like, okay, how do we knock these things out? And we’re trying to have super quick sprints, like just again, stick on maker schedule. So we’re not disrupting the flow of, we’re just having to keep delaying this product because it’s just taken forever to get something out with high standards here. But we have to produce something good.
And so I brought up some of those tactics like, okay, I know we’ve been constantly delayed here, guys. Like I still don’t have a good idea on whether we can launch effectively by the end of this coming month here. Like, can we start sussing that out? Can we try implementing, hey, we’re gonna have like this dedicated end of week report that we basically pre-logged prior.
And, you know, there was pushback from our CTO who again, is just more experienced than I am in the engineering space. And he’s like, you know, that, you know, from a project management side, you know, the only issue is like that also takes a significant amount of time. And like he was doing some management, just aligning some of these tasks, whereas they could have been knocked out executing on the actual tasks and sub tasks themselves. And he’s like, you know, if we had a team of five, that would really make sense to do. But like when we’re a team of two, you know, at least for the engineering side.
We just need to turn these things out. We have the priorities, boom, boom, boom, boom, boom, like knock them out. Like anytime that’s not used on that, or if we’re just trying to structure and like game plan and so forth, like that’s just preventing us from hitting our goals. And I like that to me, like the logic of that makes a lot of sense. Like I want to see the progress being made on the daily and like unblocking me so I can keep testing the product. So.
That’s why you have to adjust some of these tactics and strategies to your actual situation at hand. Whereas for the funding business, you know, it’s still a small team itself. Like it can make more sense. Okay. We’re on like prelog things that need to happen within the business. Um, just cause we’ve also built more systems in place. It’s a little bit more mature of a business, uh, as well here, um, given you made substantial revenue and so forth.
And again, it’s just, it’s not software. it’s just a, it’s a different process of running the business. So, all of that to say, I think like the summary of this pod here is that it’s like, okay, learn from the absolute best. How are they running their operations and structuring their days? and maintaining, you know, self accountability and team accountability. Like, and be able to overcome your fear and realize.
yeah, I should be doing these things as well. If I really want to play on the highest level or just stay stuck and not accomplishing the potential that you know you have within you. And then also accounting for, what type of business am I running? Do I need to adapt it based on the size of the team and the exact core needs of the business at any given time? So that is the flip side here where you still need to think for yourself.
and your exact situation, nobody’s situation is exactly the same. So that is the messiness and creativity required to succeed as an entrepreneur is, you know, being able to deal with problems no one has ever solved before. so that, it is kind of the crux of the matter. So hopefully this one is helpful here today. It helps me kind of reflect and think about the things I’m constantly learning as well too, just in the day to day.
and, so we can all continue to grow together and again, trickier market on average here. Like you just, got to keep up in your game. So Seriousland.capital for any of your funding needs, 50K minimum purchase price and then Land Daily Diligence, Facebook groups, zero cost review, your land deals and Landpricer.ai for the most reliable land pricing tool on the market. With that, everybody subscribe and share. Talk to you in a few days. Take care. Bye.
