Most "People Problems" Are Communication Problems Confession: for the first few years of doing fractional COO and interim ops work, when a client told me "we have a people problem" on a specific team, I mostly believed them. Personality clash. Attitude. Lack of ownership. Somebody just wasn’t a "team player." I’d usually recommend some mix of coaching, restructuring, or in the worst cases, a managed exit. A decade in, I don’t believe that framing nearly as often. What I’ve le

Or... when operational excellence and language teaching combined... A few years into my ops career, I got ITIL v4 Managing Professional certified because I thought it would teach me better processes. It did. But the thing that actually changed how I manage teams wasn’t a framework diagram, it was a much smaller idea buried inside incident management: communicating to stakeholders throughout the entire lifecycle of an incident, not just at the start and the end. That sounds ob

So is "Good Enough" English. For most of the last decade, iGaming ran on informal rules. Grey-market operators moved fast, licences were easy to stack, and internal communication, like a lot of the industry, got by on "good enough." A templated AML policy. A machine-translated HR email. A generic "play responsibly" line at the bottom of a promo. Nobody asked too many questions, because nobody with real enforcement power was reading closely. That era is closing. And the sam

Poor communication is more than an annoyance; it is a business risk that affects productivity, morale, revenue, and customer trust. Research consistently shows that when people misunderstand instructions, work with incomplete information, or communicate unclearly, the result is wasted time, costly mistakes, and weaker performance. Why it matters A major Grammarly and Harris Poll study estimated that ineffective workplace communication costs U.S. businesses up to $1.2 trillion