How we use EOS in our PortCos

February 17, 2026

by a searcher from University of Oxford in St. Petersburg, FL, USA

We're hosting a hands-on EOS workshop and thought it might be helpful for other operators/searchers here. We learned EOS while scaling a startup from $1.2M to $25M+ in revenue, and honestly, we've found the framework even more useful in the SMB world. A lot of the tools translate really well to the size and complexity of businesses most of us are running post-acquisition. The workshop will cover the core EOS concepts and walk through how we actually apply them across our portfolio companies at Harriet Ventures — things like building real accountability, improving team communication, clarifying priorities, and driving execution without adding a ton of overhead. Whether you just closed and are figuring out how to run your business, or you're a few years in and want to add more structure, this should be useful. Happy to answer any questions here, or just grab a spot: https://lu.ma/xupwakx7

Reply by a searcher
in Ellensburg, WA, USA

Great resource. Glad to see it here. For anyone new to it, EOS gives you a structured toolkit for running a business: the meeting cadences, the accountability charts, the quarterly priorities (“Rocks”), and shared scorecards. It all works when you need a common language and operating rhythm. I’ve worked directly as a structural advisor with 17 operating companies in the past nine years with the tools of EOS, Scaling Up, GGOB, and a few others. My experience has shown an additional distinction worth understanding early, even if it becomes more important later: A) Operational discipline is about running the business well. Meetings happen. People are accountable. Priorities are clear. That’s what EOS delivers, and it’s genuinely transformative for a small business that had none of it before you arrived. B) Value architecture is a different question. It asks: are the things we’re measuring and prioritizing actually the levers that increase what this business is worth? Not just revenue or smoother operations. Enterprise value. That distinction sharpens as you scale. A $5M company with a simple model can often get by with good discipline alone. But as a business approaches and crosses $25M, the picture layers. Margin mix shifts. Leadership moves from executing a plan to making capital allocation decisions. The P&L has enough complexity that what you focus on, and what you ignore, carries real value consequences. Standard EOS implementations tend to show gaps here because the tools are designed to answer the execution question more than the value question. Take Alycia’s advice. Learn the tools. Implement them. And start asking early: is my operating rhythm pointed at the things that actually drive what this business is worth? Happy to be a resource for anyone thinking it through.

Reply by an admin
from Massachusetts Institute of Technology in Portland, OR, USA

^redacted might be able to help spread the word on this.

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