Technology as the growth enabler
David Rushton
Founder
If every increment of revenue requires more headcount, more coordination, or more reconciliation, growth gets expensive quickly.
If it is not a pure technology business, some investors do not spend much time on technology. The big questions are growth, go-to-market and revenue. As long as the systems are working, revenue is flowing and it is not costing a fortune, that is fine.
In any business with meaningful systems, integrations and operational tooling, the underlying question becomes this: how do we grow revenue without growing cost at the same rate? That is usually a technology question.
More customers? The systems need to scale without adding operational friction. More products? The architecture needs to flex without spawning workarounds and manual glue. More targeted marketing? Segmentation and reporting cannot take four days and three spreadsheets.
If every increment of revenue requires more headcount, more coordination, or more reconciliation, growth gets expensive quickly. The unit economics that supported the investment thesis start to drift, and the drift is hard to spot until it shows up in the operating margin a year or two later.
The businesses that scale well tend to have systems that quietly take the load off people. The businesses that struggle tend to add people every time the business grows, and then wonder why the EBITDA bridge never quite looks the way it should.
Technology is not the growth strategy. It is often the growth enabler.