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54 – Fundamentals of Annual Business Planning


Episode #54 | Fundamentals of Annual Business Planning

What are your big milestones? What is it that you would like to achieve in the next 12 months? Thinking 10 steps ahead is important.

Keeping your company on track for success is almost impossible without proper planning. Without a plan, it is hard to gauge where your company is at and what your next move should be.

Last episode, we discussed the importance of strategic thinking. Today, we’re going a level higher, which is actually making things happen. In this episode, Warsha Joshi talks about Operations Phase, where you turn those ideas into a plan and then into reality. She will walk you through what typically happens in an annual or quarterly planning session, how you can carry over your strategic thinking into an Operations Planning Document, and the important things you need to be mindful of when planning.

Episode Highlights:

  • The importance of thinking 10 steps ahead
  • What is your brand promise?
  • How to address your North Star Goal?
  • Break down your North Star into three stepping stones
  • The five elements in the business
  • What does OTTA mean?
  • Why annual planning sessions are key to any business
  • Identify your business model core layers
  • Address pulse meetings – How do you communicate consistently on what is happening today?
  • Do not forget to acknowledge client feedback – What are the three things that you ask? What should we start doing? What should we stop doing? And what should we continue doing?


“There are lots and lots and lots of books written about leadership, ideal leadership, but my definition is very simple. Leadership to me just means showing up just being there. That’s the first step of leadership. Everything else comes later.” – Warsha Joshi

Core competencies are something that a company develops over a longer period of time. It’s not something that you would sit at a meeting and say, right, we’re good at this. So those are our core competencies. core competencies are something that that evolve over time mainly when you learn from mistakes, because those are learning experiences” – Warsha Joshi

“To scale, financial liquidity is essential. Only then you can scale because then you can reinvest in the business. When you scale, when you scale properly, and you hold up the brand promise with the four pillars, that leads to profitability. Profitability when managed properly, when cash is managed properly, it leads to results in financial liquidity.” -Warsha Joshi

“Keep daring, keep growing. Upgrade your thinking, upgrade your business.” – Warsha Joshi

If you enjoyed this episode, please leave us a 5-star rating so that more entrepreneurs find this podcast, get the value, and get help scaling forward in their business. 

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EP 54 – Fundamentals of Annual Business Planning


Warsha Joshi  00:00

Because remember, one degree of change is very tough to notice, immediately, give it six weeks, that one degree becomes a whole lot larger. So of course, correction becomes that much more difficult. And that’s why breaking down your operations plan, almost to a daily weekly level is imperative.


Evan Le Clus  00:20

Hello, you are listening to the Dare To Scale show with me, Evan


Warsha Joshi  00:26

And me Warsha. This show is about all things scaling, scaling your business, your journey. And you


Evan Le Clus  00:34

You are here because you dare to dream, dare to dream big. So sit back and enjoy the conversation, or perhaps even join in.


Warsha Joshi  00:47

So after last time is episode which was all about idea and formulation stage. And like I often say, thinking 10 Steps Ahead stage. Why is that important? Why are we talking about this again, because what follows after that is key to now making things happen.


Today, we’re going to be talking about the Operations Phase, where you turn those ideas now into a plan to turn them into reality. So also, it couldn’t have come at a better time we are now in November, by the time you listened to this episode, we are already in November, November, December, or the last quarter of the year is when most businesses begin to think about right, what’s next, what’s gonna happen in the coming 12 weeks.


As far as I am concerned, that should constantly be a quarterly conversation, not just wait till the end of the year. However, the trend is now definitely leaning towards making this a quarterly conversation. And that’s why I decided to make these two back to back episodes of first strategy, thinking time, abstract thinking time creative thinking, time thinking 10 steps ahead, thinking what could be what are the possibilities? What are the opportunities that you can turn into a real deal.

And the second part, which is operations planning, how now what has been generated in the strategy phase, can turn into getting some steps down getting some goals down, or as we call in Dare To Scale some milestones down and turning them into an Operations Plan, which can then be rolled out to the rest of your team. So the rest of your team now knows what needs to happen over the coming quarter, half a year or the next four months. So let’s get down to it.


Let me let me walk you through what typically happens in an annual planning session or a quarterly planning session, that is definitely the first part which is spent on relooking at some basic strategy models. So knowing that you have a very strong value proposition that you have identified for your customer profile. So you got your product, right, and your marketing message, right. And then we move on to the people in leadership, you’ve got the right people, you’ve got one of the tools, and that is one of the Dare To Scale IP tools is the six C’s of people in leadership.


What are the 60s? It’s goes something along the lines of courage, commitment, community, there’s consistency, can communication, clarity, there are there are several aspects to this, that appealed back to say, Have you got this right in your company? Have you got this right? Running through your through your team? Then we move on to what is it that your company is promising to your customer? So what is your brand promise. And by now, I’m assuming you have your brand promise articulated. Because if you’re running a business, you know what your brand promises. So what happens in an annual planning session or an operations planning session is peeling back some of the pillars that hold up the brand promise? The first one is who is holding up that brand promise? Is your team engaged and empowered enough? What are some of the systems and procedures that are in place for the team to rely on to continuously refine and as a result of which developed some core competencies?


Now, core competencies are something that a company develops over a longer period of time. It’s not something that you would sit at a meeting and say, right, we’re good at this. So those are our core competencies. core competencies are something that that evolve over time mainly when you learn from mistakes, because those are learning experiences. When you take those learnings come back to the systems and the procedures documents and so right so that happen here is a what if scenario, and this is how we can refine this.


What is it fourth pillar that holds up? All this put together? Are you running a profitable product out there? Is your company profitable? How does that? How does that translate into the first thing that we talked about? Which is your, your value proposition? Are you selling your product at the right price? Is it value driven? All these things together hold up your brand promise.


The next section we’ll look at is the next element which is cashflow and systems and one of the core elements, I suppose, or one of the core aspects of that is understanding that it is a cycle when we say cash flow, the cash flows through the business.


To scale, financial liquidity is essential. Only then you can scale because then you can reinvest in the business. When you scale, when you scale properly, and you hold up the brand promise with the four pillars, that leads to profitability. Profitability when managed properly, when cash is managed properly, it leads to results in financial liquidity. So where are you at? At this stage today? Before we even go into operations planning?


Then we come to the business model core layers. What is your actual product that you’re selling? What are some of the enablers? Or rather, what is the core? What are the enablers? And what are the supporters of the business model? This in itself is a whole chapter that we go through in one of our trainings, or even some of the coaching sessions but for the annual planning session, we do find it necessary to go through this so that if there is something to be refined, now is the time before we now start planning what the next 12 months look like. And then we come to what is called the North Star goals.


What are your big milestones? What is your main milestone your not start milestone that you’re setting up for yourself? What is it that you would like to achieve in the next 12 months? What leads to the achievement of those that are four words that I will keep repeating consistency, credibility, conversion, reliability. Is it in no particular order, possibly. Because remember, everything is a cycle. But the more reliable your market knows you are, the more consistently you deliver your customer experience, the more credibility you gain in the market. And the more easily the conversions happen.


The more conversions happen, the more reliability is brought into your business, because then you are able to keep that reliability that customer experience going. So you see it’s a cycle. And these are some of the key elements that are discussed before we even go into the operations planning. So if you if you think of a pure creative thinking strategy session, this is level two, because over here we are hovering between the creative thinking and saying right, so what are some of the elements that need to be brought together? Out of these this idea generation phase? And where do they all slot in? So we can now start planning what needs to happen in our operations document.


So first, let’s address what is your North Star goal or your North Star? your North Star is the big milestone that you’re looking to achieve over the next one month, as I said just a few minutes ago. You may already have that articulated, if not take a couple of minutes and think this through. And I’m talking the next 12 months because again, we’re at that time of the year. So what is it that you would like your company to achieve over the next 12 months? It could be the number of customers served. It could be the number of products served. It could the number of times you’re delivered on your brand promise. It could be an E NPS score, which is your Employee Net Promoter Score, how happy are your people in your company? How strong is the culture that you’re building? And you as a founder, are the best person at this stage to say, what is it that your company stands for? What is it that you would like your company to achieve over the next 12 months? So, and also, when you’re articulating that stated in the positive, rather than saying, Well, I’d like I’d like not to be in this situation, stated in the positive, this is the situation that we are looking for. This is the situation we’re aiming for. This is our North Star.


You can make it as long as you want that sentence or as short as you like, as long as it is clear to you and take a breath. Close your eyes, look at the written statement again, and see if it is clear to someone other than you in the company, will they understand what you have written? Or is it a lot of the context still in your head? That is yet to be articulated when you write that North Star? How clear it is for someone to read it and say, right, I totally get that. And I can see that happening.


Once you know you’ve got that right, comes the next step is to break that down into three stepping stones. Because you need stepping stones, A) to do a check to see where you’re breached. And also to give you those mid level victories to say right, so we are absolutely on track. Stepping Stone one achieved, we’re headed over the next quarter to stepping stone to the third quarter stepping stone three.

We are on track to achieve our North Star by the end of 12 months. So begin breaking that North Star into three stepping stones to say what needs to happen for that North Star to be achieved.


To make it easy, you could look at what needs to happen in the different elements in your business. Or if your customer goal is to have an X number of customers served by the end of 12 months. Then maybe you break that down into how many would you like to achieve over the quarters. It could be that it couldn’t be operations because again, remember the tug of war surely I’ve talked about this in one of the podcast episodes. And because I talk a lot about that during coaching sessions is about that that tug of war, where if you say X number of customers is my North Star, what also needs to happen in the company to be able to handle those X number of customers coming in.


So in your systems in your infrastructure building, what needs to happen to support the inflow of business. So those would be your stepping stones. I need to increase my delivery sales team to this. Or perhaps we need to be able to handle that number of customers and to consistently and reliably deliver that customer experience. We probably need in the first quarter to relook and refine our systems and procedures document perhaps retrain some of the staff, retrain some of the key members of staff.

So focus on your three stepping stones, three stepping stones leading up to your North Star. And then what happens, now we come to the five elements. And for those who haven’t heard about those five elements before, I’m gonna read out, element one strategy and financing, element two people and leadership, element three cash flow and systems, element for efficient operations, element five business model and revenue generation. Out of these oh and there is a sixth one which is the core you the founder what needs to happen with you, within your mindset, everything that you bring to the table as a leader, what needs to happen over there.

And I’ll address that in in just a few minutes. Or maybe towards the end of this this episode.


For now, let’s look at these five elements in your business. Now that you know what you’re not started, and now that you know what your stepping stones are, I am now entering into the OTTA stage. OOTA is your One Thing To Achieve, one thing to achieve in that specific element. So if you have a pen and paper, assuming you’re not driving or operating heavy machinery, if you have a pen and paper, draw a table for me. And write strategy and financing on one cell at the top left. And write what is that one thing that needs to change, or one thing that needs to be achieved over the next 12 months in line to achieving your stepping stones and your North Star. Put a couple of measurable, specific and measurable markers over there or KPIs.


In the next cell, put down accountability, who is accountable for making this happen? In most cases, it might be you. In some cases, it might be some of your leadership team. I’m asking for a name over there. I’m not saying who’s going to make it happen there. There are people who can this be 10 delegated to the team together makes it happen. But who’s that one role? One person who is accountable for saying yes, this is done with it? And then the date of rollout?


If you know me at all by now you already know I need specific dates, I will have it done by the end of April doesn’t cut it? Is it 23rd or 25th or 29th of April? So I need a specific date over there. And then the next cell underneath write down what is the projected impact on the business? Why have you chosen this as your OTTA? Is it to save something in your business? Is it to gain? Or is it to reduce pain? I know I’ve addressed this in one of the previous episodes. So what is the projected impact on the business? Are you saving? are you gaining? are you reducing pain?


And then comes the next element people in leadership, same situation? What is the one thing to achieve in people and leadership? Maybe you’re looking to add to the leadership team. Maybe you’re looking to add to the frontline team. Maybe you’re not looking to add any maybe you’re looking to retrain, maybe you’re looking to re-instill some of the culture basics that you set out and somewhere along the way, possibly got lost. Maybe you want to look at the hiring process. How and why do you hire specific people? Do you still hire for culture fit or has that moved on? Because you know I’m one of the strongest voices for hiring for culture fit.


So what is it that you would like to achieve that OTTA one thing to achieve in people in leadership. And as usual, I need a KPI which has a measurable and very specific accountability who is accountable for this and a date of rollout and all important projected impact on the business? Why specifically this OTTA? Are you looking to save gained reduce pain? Next element, cashflow and systems projected impact again the same thing what is your OTTA? What is what are some of the key metrics of the specific KPIs? Accountability and date rollout?


Projected impact continuing to efficient operations, what is the one thing that you need to achieve inefficient operations? Maybe it is even as something as simple as articulating what is that customer experience that you want your customers to experience when they buy something from you. What is it that you are that you want to be known for? Is that clear to the frontline team? Do they live it or is this written somewhere and never actually translated? Maybe today is a great day to start talking about it. So efficient operations? What is the one thing to achieve your KPIs specifically for that? Accountability, date of rollout? And importantly, projected impact on the business, save game reduce pain? Continue that with business model? What are you selling? Who you’re selling to? How were you selling? How much are you selling for? Are you clearly articulating and addressing a customer’s core pain with your product?


What is the one thing that needs refinement in your business model? So that’s your OTTA, KPI, accountability, date of rollout, project that impact on the business, save, gain, reduce pain. So you see how we are now looking at the North Star? And then the three stepping stones and seeing what are the different elements in your company that needs refining? So they can not only support but also sustain the growth that you’re bringing in with your North Star. After that, there are two things I would like or I that goes in the plan. And that is something that I absolutely not I would like I insist on, what are the priority list? Aligning again, with your North Star?


What is the main priority and two supporting priorities that you will take up you as an as a founder? And how do these now look broken down into a monthly plan? Or let’s start with the annual plan? So we are we already know what that one thing that needs to be done over the 12 months? How does this now look broken down into a quarterly? Quarterly run, I suppose quarterly sprint. And what does then that look broken down into a monthly sprint? So what needs to happen? Every single day, every single week, every single quarter and half a year and annually. So you know, what are you on the right track? While it may seem like easier said than done, it is actually easier said than done. Because we don’t really plan operations to that level of detail in most businesses, do we. And that’s what leads to operational stress that what leads to firefighting, that’s what leads to that inconsistent experience, not just for your customers, for your employees, for yourself every single day then becomes a little bit of a little bit of a struggle.


So that this is one of the biggest reasons why annual planning sessions are key to any business. Because when you go through this, you know, at least what the year looks like, what is it that you’re planning? And what is it that you’re saying to the team? That come next month, come next January? Or come January? What are we setting out to achieve before you close the year? What are you saying to your team to say right when we come back? This is the plan, guys? I need you with me? Because together we’re going to be achieving this? And how do you do that? Remember, I used the word communication right in the beginning when I was going through the 60s.


The next thing that we address in annual planning sessions is the pulse meetings. How do you communicate consistently on what is happening today? What is happening every week? What are some of the metrics that you’re tracking? How are your quarterly meetings going? What are you tracking in that? How do you know you are on track? And if you’re not on track, how do you readjust recalibrate that one degree of change because remember, one degree of change is very tough to notice. Immediately. Give it six weeks, that one degree becomes a whole lot larger. So of course correction becomes that much more difficult. And that’s why breaking down your operations plan almost to a daily weekly level is imperative. And that continuous conversation with the team at regular intervals, pulse meetings, it’s like the pulse on your wrist happens consistently regularly. So your team doesn’t feel out of place your team doesn’t feel out of touch your team doesn’t feel? Well. We really don’t know what we’re doing here. Because you now are speaking regularly with the team and communicating. And I’m not talking about having two hour long meetings every week. Except you’re silly. We don’t need that many meetings if we know exactly what the plan is, and what are we tracking every week?


All you need is that touchpoint, setting some accountabilities within the team, remember, the whole culture conversations that I’ve had before on previous podcast is about building that accountable, transparent culture within the company, culture of accountability.


So when we all say, This is what the years gonna look like, this is what we’re going to be achieving? Everybody is up for it. And it all starts and ends with you, you the leader. How do you show up?


There are lots and lots and lots of books written about leadership, ideal leadership, you know, my definition is very simple. leadership to me just means showing up just being there. That’s the first step of leadership. Everything else comes later. So how are you as a leader planning the next 12 months, because if you don’t have your planning hat on, after your strategy, thinking hat on, the team, or your business has very little chance to do? Well, you already do have things in control. Well done. And then comes feedbacks, feedback from your client feedback from your team to say, what are we doing, guys? What are the three things that you ask? What should we start doing? What should we stop doing? And what should we continue doing? If you really look at it? That’s pretty much all you need to know, isn’t it?


If somebody gives you absolute brilliant feedback, just on these three things, what should you start doing stop doing and continue doing? You actually got all the answers right there. So ask for feedback. Record those feedback somewhere. So you can go back to it, refer to it. And then take that feedback into your strategy planning session. Because guess what? This is this is almost like a cycle, that marathon that I talked about. Think, train, do assess, think, train, do assess. When you assess you go back, take all your assessments as to what is working, what can work better back to the strategy thinking session, and pick it up from there to say, right, so this is what happened in that quarterly cycle. Here we are, this is working really well, this could work a little bit better. Let’s brainstorm. And the cycle continues.


Running a business really is a marathon. Running a business is tough for a lot of people, for most people. Would you run a marathon without training for it? No, you would train for it, you would prep for it. You actually put that as a whole, maybe an initiative for you to say what I’m going to run a marathon and I’m going to train for it. I have someone training me on it. I have a community that I’m running with because it’s a community sport. So is business strategy operations in that order. So have a great coming year coming 12 months. We are busy running annual planning sessions at this time of the year. And we hope you are part of that too.


Lots of wishes. Lots of absolutely best energy coming to you for the next 12 months. Keep daring, keep growing and something that I’ve been saying a lot these days. Upgrade your thinking upgrade your business. Have a great 2023


Warsha Joshi  26:25

Thank you for joining us and for listening all the way through to get the show notes, the transcription and of course to subscribe, visit dare to scale.fm


Evan Le Clus  26:36

The success of the show is thanks to you. So please keep the five star reviews coming. Remember to share this with your network and keep the community expanding. We’ll catch you at our next episode and in the meantime, keep daring and keep growing

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This Privacy Policy governs the manner in which The Dare to Scale website (“Site”) collects, uses, maintains and discloses information collected from users (each, a “User”) of the Site.

Personal identification information

We may collect personal identification information from Users in a variety of ways, including, but not limited to, when Users visit our Site, register on the Site, fill out a form, respond to a survey, and in connection with other activities, services, features or resources we make available on our Site. Users may be asked for, as appropriate, name, email address, phone number. Users may, however, visit our Site anonymously. We will collect personal identification information from Users only if they voluntarily submit such information to us. Users can always refuse to supply personally identification information, except that it may prevent them from engaging in certain Site related activities.

Non-personal identification information

We may collect non-personal identification information about Users whenever they interact with our Site. Non-personal identification information may include the browser name, the type of computer and technical information about Users means of connection to our Site, such as the operating system and the Internet service providers utilized and other similar information.

Web browser cookies

Our Site may use “cookies” to enhance User experience. User’s web browser places cookies on their hard drive for record-keeping purposes and sometimes to track information about them. User may choose to set their web browser to refuse cookies, or to alert you when cookies are being sent. If they do so, note that some parts of the Site may not function properly.

How we use collected information

Dare to Scale may collect and use Users personal information for the following purposes:

To run and operate our Site
> We may need your information display content on the Site correctly.

To improve customer service
> Information you provide helps us respond to your requests and support needs more efficiently.

To improve our Site
> We may use feedback you provide to improve our centre.

> To send periodic emails
We may use the email address to respond to their inquiries, questions, and/or other requests.

How we protect your information

We adopt appropriate data collection, storage and processing practices and security measures to protect against unauthorized access, alteration, disclosure or destruction of your personal information, username, password, transaction information and data stored on our Site.

Sharing your personal information

We do not sell, trade, or rent Users personal identification information to others. We may share generic aggregated demographic information not linked to any personal identification information regarding visitors and Users with our business partners, trusted affiliates and advertisers for the purposes outlined above.

Changes to this privacy policy

Dare to Scale has the discretion to update this privacy policy at any time. When we do, we will post a notification on the main page of our Site. We encourage Users to frequently check this page for any changes to stay informed about how we are helping to protect the personal information we collect. You acknowledge and agree that it is your responsibility to review this privacy policy periodically and become aware of modifications.

Your acceptance of these terms

By using this Site, you signify your acceptance of this policy. If you do not agree to this policy, please do not use our Site. Your continued use of the Site following the posting of changes to this policy will be deemed your acceptance of those changes.

Contacting us

If you have any questions about this Privacy Policy, the practices of this Site, or your dealings with this Site, please contact us.

This document was last updated on 13 September 2020.


Effective: May 25, 2018
Dare To Scale uses cookies on https://daretoscale.com and affiliated websites (collectively the “Site”).

Our Cookies Policy explains what cookies are, how we use cookies, how third-parties we partner with may use cookies on the Site, and your choices regarding cookies. Please read this Cookies Policy in conjunction with our Privacy Policy, which sets out additional details on how we use personal data and your various rights.

What are cookies

A cookie is a small file which asks permission to be placed on your computer’s hard drive. Once you agree, the file is added and the cookie helps analyse web traffic or lets you know when you visit a particular site. It also allows the Site or a third-party to recognize you and make your next visit easier and the Site more useful to you. Cookies allow web applications to respond to you as an individual. The web application can tailor its operations to your needs, likes and dislikes by gathering and remembering information about your preferences.

Essentially, cookies are a user’s identification card for the Dare To Scale servers. Web beacons are small graphic files linked to our servers that allow us to track your use of our Site and related functionalities. Cookies and web beacons allow Dare To Scale to serve you better and more efficiently, and to personalize your experience on our Site.

If you do not agree with our use of cookies, then you should either not use this site, or you should delete our cookies once you have visited the site, or you should browse the site using your browser’s anonymous usage setting (called “Incognito” in Chrome, “InPrivate” for Internet Explorer, “Private Browsing” in Firefox and Safari etc.)

We use traffic log cookies to identify which pages are being used. This helps us analyse data about web page traffic and improve our website in order to tailor it to customer needs. We only use this information for statistical analysis purposes and then the data is removed from the system.

Overall, cookies help us provide you with a better website by enabling us to monitor which pages you find useful and which you do not. A cookie in no way gives us access to your computer or any information about you, other than the data you choose to share with us.

You can choose to accept or decline cookies. Most web browsers automatically accept cookies, but you can usually modify your browser setting to decline cookies if you prefer. This may prevent you from taking full advantage of the website.
If you don’t want to receive cookies, you can modify your browser so that it notifies you when cookies are sent to it or you can refuse cookies altogether. You can also delete cookies that have already been set.

If you wish to restrict or block web browser cookies which are set on your device then you can do this through your browser settings; the Help function within your browser should tell you how. Alternatively, you may wish to visit www.aboutcookies.org, which contains comprehensive information on how to do this on a wide variety of desktop browsers.

How Dare To Scale uses cookies

When you use and access the Site, we may place a number of cookies files in your web browser.

Dare To Scale uses or may use cookies and/or web beacons to help us determine and identify repeat visitors, the type of content and sites to which a user of our Site links, the length of time each user spends at any particular area of our Site, and the specific functionalities that users choose to use. To the extent that cookies data constitutes personal data, we process such data on the basis of your consent.

Cookies can be “persistent” or “session” cookies.

We use both session and persistent cookies on the Site and we use different types of cookies to run the Site:

  • Essential cookies. Necessary for the operation of the Site. We may use essential cookies to authenticate users, prevent fraudulent use of user accounts, or offer Site features.
  • Analytical / Performance cookies. Allow us to recognize and count the number of visitors and see how visitors move around the Site when using it. This helps us improve the way the Site works.
  • Functionality cookies. Used to recognise you when you return to the Site. This enables us to personalise our content for you, greet you by name, and remember your preferences (for example, your choice of language or region).
  • Targeting cookies. Record your visit to the Site, the pages you have visited, and the links you have followed. We will use this information to make the Site and the more relevant to your interests. We may also share this information with third parties for this purpose.

Third-party cookies

In addition to our own cookies, we may also use various third-party cookies to report usage statistics of the Site and refine marketing efforts.

  • Tracking cookies. Follow on-site behavior and tie it to other metrics allowing better understanding of usage habits.
  • Optimization cookies. Allow real-time tracking of user conversion from different marketing channels to evaluate their effectiveness.
  • Partner cookies. Provide marketing conversion metrics to our partners so they can optimize their paid marketing efforts.
  • Google Analytics. We use this to understand how Dare To Scale is being used in order to improve the user experience. Your user data is all anonymous. You can find out more about Google’s position on privacy as regards its analytics service at Google Privacy Overview
  • Facebook Advertising. We use Facebook advertising conversion tracking and re-targeting pixels, which allows us to collect or receive information from your website and elsewhere on the internet and use that information to provide measurement services and target advertising.

What are your choices regarding cookies?

If you’d like to delete cookies or instruct your web browser to delete or refuse cookies, please visit the help pages of your web browser.

Please note, however, that if you delete cookies or refuse to accept them, you might not be able to use some or all of the features we offer. You may not be able to log in, store your preferences, and some of our pages might not display properly.

Most web browsers allow some control of most cookies through the browser settings. To find out more about cookies, including how to see what cookies have been set, visit www.aboutcookies.org or www.allaboutcookies.org.
Find out how to manage cookies on popular browsers:
Google Chrome
Microsoft Edge
Mozilla Firefox
Microsoft Internet Explorer
Apple Safari

To find information relating to other browsers, visit the browser developer’s website.
To opt out of being tracked by Google Analytics across all websites, visit Google Analytics Optout.

We are planning to enhance our cookie tool to allow users to more easily change their cookie settings after their initial choice.