End-of-Day Revenue

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Why “End-of-Day” Matters

When I work with founders and teams, there’s always pressure to push value into the future. Not explicit. It’s a side effect of complex goals. We plan for big launches. We talk about features in sprints. We map months of effort to hypothetical payoffs.

But I’ve learned something simple: Everyone understands revenue.

So I ask: What can you ship today — that earns something real by tonight?

I borrowed this from a scrum master I worked with at NPR in 2011, Jeremy. He pushed me and the team to bring value into the week, and introduce the sprint. For him, it was lazy to keep giving an idea more and more budget, time, etc.

No Room for Delay

This isn’t a trick. It’s not a productivity hack. It’s survival.

• Great idea? Someone else has it too.

• More features? No. One clean feature today beats ten half-finished ideas in two months.

• Big vision? Great. But customers borrow your vision — don’t cloud it with complexity.

So I make it clear: What can you do now — that’s clickable by 3pm, usable by 5pm, and impactful before you shut your laptop?

Time is Already Gone

Founders love the idea of constraints — until they start giving themselves extra time. One more day. One more tweak. One more call with a dev. I have seen this in my own side projects. The new feature will be so cool, let’s delay the launch one more month. It always turns into 2-3 months.

But let’s be honest:

• We all have meetings.

• We all have families.

• No one has enough hours in the day.

For me, it’s Saturday mornings at 6 a.m. That’s my window. Not because I’m grinding — but because it’s the time I’m not stealing from anyone else. I’m not asking my wife to carry the weight while I pretend to build something meaningful.

I use the word pretent (in my head) because until something generates revenue, its an idea, a glorified hobby.

So I start that block knowing: The idea must live or die today.

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Too Complex? Too Soon.

If it can’t be finished today, it’s not a bad idea — it’s just too early.

• Too complex = not clear enough.

• Too hard to explain = not ready to sell.

• Too big for a day = too risky for a sprint.

So I slice. I simplify. I drop ideas into a queue and wait for the right moment. I don’t write code in an IDE. I vibe code — to probe the idea, test its strength, and feel its flow.

Vibe Coding and the Meditative Shift

Vibe coding is more than building without syntax. It’s the process of thinking through a product by building small artifacts. The idea has to hold itself together. If it needs scaffolding, it’s not ready.

At first, this took force. Now it’s flow. This solves some of my Saturday morning mental balance. Vibe coding has become a cognitive framework. The larger the project, the larger the codebase, the slower the prompts, the less I get done.

After two years, I’ve trained my brain to filter for throughput. If it’s not moving, it’s waiting. If it’s waiting, it’s not worth building yet.

When I Do This With Founders

With clients and friends, etc, I go gently. The “end-of-day revenue” mindset is foreign at first, especially for non-technical founders. I am NOT right, I am just not 100% wrong. This approach is not mine, but I find this little pitfall comes up so often that its worth writing about.

But once they taste impact — something real, built fast, and seen by users — the model clicks. I don’t have to explain anymore. I just have to keep the flow moving.

That’s when I introduce low-code.

Give a founder the right low-code toolset, and they start compounding output. But too many tools, too fast? It overwhelms.

Innovation Needs a Guide

That’s what I’m building with the Low-Code Cookbook — a curated map of patterns, tools, and building blocks. But even that isn’t enough on its own.

No one hikes Everest without a guide.

Innovation is the same. Vibe coding is just the first ascent. End-of-day revenue is the basecamp. After that — you need someone to help you find your footing and keep moving toward the summit.

My Ask for Help

I hate transactional behavior.

So I don’t like making the “group ask” very often. This newsletter takes time, and I love the feedback I get when a concept hits a nerve. Unlike other professionals, startup founders have to break all the social norms to get an idea moving. I write because it helps me mature ideas that I use in fCTO work and, more importantly, in Launch By Lunch.

I hope it helps others.

So if you want to help, I'd love to grow my subscribers! I get a strange buzz every time someone new subscribes. While the number is not that important in the big picture, it does help to know my words are welcome.

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I have a paid tier, three dollars a month. For years, I have supported YouTube creators because I found their stories and journeys were worth a cup of coffee each month. I figure good content is worth supporting.

So if you find value in my newsletter, I welcome the monetary vote of confidence.