Running on Fumes? It Might Be Time to Look at the Numbers

Lately, I have been thinking about the Hob Burners Theory.

The idea that life is like a stove with four burners. Family. Friends. Health. Work. And to be successful, one burner has to be turned down. To be very successful, probably two.

Yesterday, I had friends over and served tinned soup. On a Sunday.

This is not how I was brought up. Sundays are for roasts. Always.

But right now, I am at capacity.

My energy is going into two places. Supporting my children and driving the business forward. There is a little left for health. And friends? The soup says it all.

I am okay with that. If it is worth it.

And that is where profit focused numbers come in.

Because if running a business is costing you time, energy, headspace, relationships, and rest, it needs to justify the trade off.

When Effort and Reward Stop Matching

One of the hardest things to watch is a business running flat out and not making any money.

Another is a business running at a loss, hoping scale will fix it one day.

Yes, there are strategies where this can make sense. But for most founders I work with, this is not about clever theory. It is about reality.

If you are working hard, you should be seeing return early. Not just promised later.

Founder overwhelm often appears when effort increases but reward stays flat. Without operational clarity, it becomes hard to tell whether the problem is volume, pricing, delivery, or structure.

This is where numbers stop being something you avoid and start becoming part of your operations strategy.

A Simple Framework for Getting Honest With Your Numbers

This is not about spreadsheets for the sake of it.
It is about visibility.

Before you change anything, you need to see what is actually happening.

1. Get the Real Monthly Picture

Start with what the business is truly bringing in each month.

Not projected revenue.
Not best case months.
Actual, repeatable income.

Then look at what it costs to run the business before you pay yourself. Tools. Support. Software. Delivery costs.

This is the foundation of any business systems for growth.

2. Look at What You Are Taking Home

Next, get clear on what you personally are taking home.

Not what you hope to take.
Not what you tell yourself you will sort later.

What is landing in your account right now?

If you are carrying the stress, the responsibility, and the decision making, this number matters.

3. Check What Is Left at the End

At the end of the month, ask a simple question.

Is there anything left over?

And if there is, does it feel worth the energy you are putting in?

This is not about judgement. It is about truth. Clear numbers reduce overwhelm as a business owner because they remove guesswork and hope from decision making.

What the Numbers Are Really Telling You

Wherever this leaves you, do not panic.

This is not about drastic changes or knee jerk decisions. It is about clarity.

When you know the numbers, you can choose what happens next on purpose.

If the business is making money, ask yourself what you actually want now. More growth, or more stability, ease, and space. Both are valid. What matters is choosing intentionally.

If the business is mostly making you busy, reflect honestly on the last six to twelve months. What created real impact? What drained resources for little return?

This is how founders move from founder overwhelm to operational clarity.

Where to Focus First

Growing a business will always ask something of you. Time. Focus. Energy.

You cannot avoid that cost. But you can decide whether it is worth paying.

This is exactly the kind of work I support founders with inside my 1:1 support. We look at the numbers honestly, identify where the real issues sit, and build an operations strategy that supports the life you are trying to lead.

You can find out more about my 1:1 support here.

You have got this.
Make sure the business is giving something back.