Cut Business Costs Without Hurting Growth

A 10% cut on every line also takes 10% from the spend that brings customers in.

Under pressure, the easiest cuts to make are often the costliest: the channel that fed the pipeline, the role that held renewals together, the tool other work quietly ran through. The saving shows this month and the loss shows next quarter. What separates a good cut from a bad one is which money it removes, and that can be checked before anything is cancelled.

You label every line of spend, then work through it in order of risk: renegotiate the contracts you keep, clear out duplicated and idle software, price the steps in how work gets done, judge each marketing channel on its own numbers, and cut a role only once its work has ended. Each step comes with worked figures you can swap for your own, and legal points such as notice and redundancy rules are flagged for you to check locally.

Who it's for

Founders: facing a runway or margin squeeze who need to cut without hurting the parts that bring in revenue.

Operators and finance leads: own the budget and want a defensible order for cutting across contracts, software, marketing and headcount.

Owner-managers: watch software and overheads creep up and want a repeatable way to find and remove the waste.