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Capitalize Stage
Where You Stand
Based on Philippine Business Data
~0.02% or fewer reach this level.
Strategic decisions now involve significant capital and long timelines. The stakes are materially higher.
quick note
This is the public version. For qualified founders who opted in, we personally review your responses and reach out within 24 hours to schedule a focused strategy discussion. You’ll walk away with detailed, actionable improvements you can implement immediately—whether we work together or not.
Product
The goods, services, and results you deliver to the customer
bottleneck
Your core product works. It pays the bills. But every time you tweak it, performance dips.
You can’t keep poking the cash cow. And you can’t stop growing either.
You can’t keep poking the cash cow. And you can’t stop growing either.
breakthrough
Don’t force growth out of the wrong asset. Protect the core. Build or buy the next rising star. That means:
— Invest in R&D for a new product, or
— Acquire something that’s already working.
This is a long game — 12+ months out.
Growth at this stage comes from placing a deliberate bet on tomorrow’s one.
— Invest in R&D for a new product, or
— Acquire something that’s already working.
This is a long game — 12+ months out.
Growth at this stage comes from placing a deliberate bet on tomorrow’s one.
Marketing
How you tell people about your stuff
bottleneck
Attribution is messy. You can’t tell which channel is actually driving revenue.
Compliance risk is rising.
Compliance risk is rising.
breakthrough
Stop obsessing over single-channel ROAS (Return on Ad Spend).
Shift to broad, omnichannel advertising. Measure blended ROAS across all products. Optimize the system (not the platform)
And formalize compliance. Install a review process before campaigns go live.
At this stage, growth is about coordinating the whole machine — legally and profitably.
Shift to broad, omnichannel advertising. Measure blended ROAS across all products. Optimize the system (not the platform)
And formalize compliance. Install a review process before campaigns go live.
At this stage, growth is about coordinating the whole machine — legally and profitably.
Sales
How you get people to give you money for your stuff
bottleneck
There are too many leads and products for one type of salesperson.
breakthrough
Specialize reps by product or market. Route leads by product and territory.
Customer Service
How you increase the likelihood customers rate highly, buy again, and refer other customers
bottleneck
New products are increasing support load.
breakthrough
Split support by issue or product so reps can specialize and ramp faster.
Info Tech (I.T.)
How you gather, store, analyze, and display information
bottleneck
Your old tech stack can’t support the business anymore.
Departments are asking for tools it wasn’t built to handle.
Departments are asking for tools it wasn’t built to handle.
breakthrough
Stop patching.
Upgrade the stack. Segment systems by function. Hire specialized technical roles to own core systems. Move to enterprise-grade software where needed.
At this stage, growth is limited by infrastructure.
Upgrade the stack. Segment systems by function. Hire specialized technical roles to own core systems. Move to enterprise-grade software where needed.
At this stage, growth is limited by infrastructure.
Recruiting
How you find and hire people to work for your company
bottleneck
Top talent doesn’t respond to job posts. They don’t reply to recruiters.
breakthrough
At this level, the founder has to step in.
The CEO attracts and closes the highest-level roles. Sell the vision. Sell the opportunity. Sell the upside.
Expect a long cycle — 6+ months to build trust and alignment. Elite hires are deliberate bets on the future.
The CEO attracts and closes the highest-level roles. Sell the vision. Sell the opportunity. Sell the upside.
Expect a long cycle — 6+ months to build trust and alignment. Elite hires are deliberate bets on the future.
Human Resources
How you decrease the likelihood of regular employees sue you
bottleneck
Churn is rising. Growth is slowing.
You don’t have the right people to scale.
You don’t have the right people to scale.
breakthrough
This is a planning problem. Move to strategic workforce planning.
Assess organizational capacity. Plan backfills before roles break. Identify skill gaps. Build role redundancy. Shift from generalists to focused specialists.
At this stage, growth depends on having the right structure in place.
Assess organizational capacity. Plan backfills before roles break. Identify skill gaps. Build role redundancy. Shift from generalists to focused specialists.
At this stage, growth depends on having the right structure in place.
Finance
How you report and manage your money
bottleneck
Your numbers aren’t clean enough for outside capital.
If you tried to raise, borrow, or buy something big, serious money would hesitate.
If you tried to raise, borrow, or buy something big, serious money would hesitate.
breakthrough
At this level, growth requires credibility.
Prepare the company like it’s going up for sale.
— Get a Quality of Earnings (QoE) review.
— Clean up the capital structure.
— Run a banker-level audit.
— De-risk major investments.
— Hedge where exposure is large.
Then, if the opportunity is real, raise capital for M&A or R&D from a position of strength. At this stage, money follows proof.
Prepare the company like it’s going up for sale.
— Get a Quality of Earnings (QoE) review.
— Clean up the capital structure.
— Run a banker-level audit.
— De-risk major investments.
— Hedge where exposure is large.
Then, if the opportunity is real, raise capital for M&A or R&D from a position of strength. At this stage, money follows proof.
Bottom line
What you prioritize your resources to achieve
bottleneck
You’re unsure where the next phase of growth will come from.
breakthrough
Make a deliberate bet on the future.
Digitally Driven, Wonderfully Human
Post205, Inc
© 2026
Hey — It's Toffer.
I spent over a decade in tech—building websites, systems, and automations.
Running my own business taught me this: if I can’t understand it from a notebook, it’s too complicated.
When you’re too big to wing it but too small to have layers of management, the right tools should keep the business moving without always pulling you in.
Post205 builds systems and dashboards that handle repeatable work so you can step away and let the business keep moving.
