Ops in Real Life vol. 11
- K.T. Braxton
- May 26
- 2 min read
In this eleventh edition of "Kendall Solves It", we tackle a frequent flyer bottleneck. We can have good intentions and aim to stay relevant and still miss the mark when we add too much more than we need.
Community Question (inspired by a Reddit inquiry): Why is adding too much to your tech stack more hurtful than helpful?

Kendall's Insightful Steps and Analysis: Last year, I briefly consulted with a mental health practice, and this very issue was one I helped the CEO unravel. We live in a digital age. Tech tools or software are generally a given, but every tool in the stack needs a purpose. It needs to make sense!
Check your numbers before adding tools. Your budget matters.
Define your operations. Take inventory of your inner workings to gain insight on what software is necessary for your specific operations.
Compare options. Do not automatically go with the shiny things that more acclimated companies in your industry are utilizing. This is a big hang up. Sometimes smaller companies get so caught on where they're going that they don't properly execute at the current level. You will get there, but taking on the next level responsibilities without the next level resources will cost you time and money.
Map out the goal for the tool. How will your team implement it? Has anyone done demos? Who understands the software and the value add?
Be realistic and prudent.
The need for technology in our operations is inescapable in the digital world in the age of AI, however rest assured that sometimes the basics are the best move. If your tech stack is not saving you any resources, solving a problem, showing a return of any kind, then it is time to evaluate, trim the fat, and build from there.
Community-driven solutions are so important to us. My team is committed to addressing real-world problems that impact business operations.
For tailored solutions, consider scheduling an introductory call. We are happy to develop processes and systems for your business.
Cheers.
K.T. Braxton, MBA

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