Amos Beer, Owner of Stratagility, offers some advice on how to grow your business even in uncertain times.
In a climate marked by rapid change and global uncertainty, starting a new business can feel daunting. But for Amos Beer, owner of the business mentoring consultancy Stratagility, these challenges are not only navigable – they can be opportunities for growth, if approached with the right mindset and support.
With over four decades of experience across businesses large and small, Amos brings both strategic rigour and a personal touch to his mentoring. He launched Stratagility commercially in 2019, following years of voluntary work with start-ups and small businesses in Israel and the UK.
“What I noticed is that businesses tend not to have plans at all,” says Amos. “And even when they do, they often don’t follow through. That’s where I come in.”
At the heart of Amos’ approach is a focus on strategic planning and, crucially, execution. He helps businesses identify where they are, define where they want to go, and plot the steps to get there. But what really makes a difference, he explains, is ensuring those steps are taken.
“People tend to overfill their plates when planning,” he says. “It’s exciting, but unrealistic. My job is to help them break it down into what I call ‘thin slices’ – small, manageable actions. Then I hold them accountable.”
This accountability comes through regular check-ins and documented action points. Each session with Amos includes reviewing what’s been done, why certain tasks may have stalled, and how to keep momentum going.
“Decisions you make today may not be valid in three months. Stay alert.”
“If there’s no deadline, it won’t happen. If there’s no name next to it, it won’t happen. And if you’re not reviewing it frequently – at least monthly – it just gets lost,” he cautions.
Amos has seen the same barriers come up repeatedly across different industries. These include confusing a business plan with a strategic plan, failing to involve key team members in planning, and underestimating the impact of day-to-day emergencies on long-term goals.
“A business plan is for raising money,” he clarifies. “It doesn’t help you decide what to do next week or who’s doing what. A strategic growth plan does.”
He also warns against top-down planning: “If the people responsible for executing the plan weren’t part of creating it, they won’t be committed. They’ll ignore it as soon as something urgent comes up.”
Given the unpredictability of current events, how should budding entrepreneurs approach launching a business today?
“First, accept that the world is dynamic,” Amos advises. “Decisions you make today may not be valid in three months. Stay alert. Listen to what’s happening globally. Even if it seems irrelevant, it may affect your suppliers or customers.”
Perhaps the most consistent piece of advice Amos offers to entrepreneurs is to get a mentor – whether paid or voluntary.
“Having someone objective to talk to makes all the difference. Not a spouse, not an employee – someone whose only agenda is helping you succeed,” he says. “A mentor won’t give you all the answers. That’s not the point. They’ll ask the right questions and help you think differently.”
While voluntary mentoring schemes (like those offered by Manchester Growth Hub and Help to Grow) are valuable, Amos notes that paid mentoring often yields stronger commitment.
“When you pay for mentoring, you take it more seriously. You value the time, and you act on it.”
For those considering a business venture in these uncertain times, Amos offers simple but powerful guidance: “Be vigilant. Break things into small steps. Review them often. And don’t try to do it all alone.”