The Five Strategic Pair of Eyes

An enterprise will not begin multiplying until it is supported and run by at-least 5 strategic members occupying 5 crucial roles to see, build, sell, manage, and fund. Despite bright and hard efforts, a company with fewer than 5 strategic members will constantly need funds to remake what they have built. The power of these "5 eyes" is the foundation the public sees and invests in.

The Modern Interpretation of "Eyes"

In today's world, a "pair of eyes" does not necessarily have to be a single person. It can be a platform, a contracted agency, or a specialized firm manned by experts. The core idea is collaborative effort. The goal is to ensure these five crucial functions are performed excellently, whether by employed staff, partners, or external platforms that can do the job more effectively than building the capability in-house.

Deconstructing The 5 Crucial Roles

The Eye to SEE (Perception & Vision)

People buy what they see and perceive. This reality is fundamental and must be taken seriously by any enterprise. You need a function inherently designed to shape how your offering is perceived, making it inherently appealing to the target market. This role is responsible for the brand's vision, market positioning, and ensuring the world sees the product's value.

The Eye to BUILD (Creation & Product)

You must not only create your product but also ensure it has the right build. This function focuses on answering critical questions: Is the build what you envisioned? How can you make the development process incremental and scalable? Releasing new models and versions is crucial for growth. This role ensures the product is built to reflect the right market position, enabling positive perception and consumption in a world that is in a constant state of change.

The Eye to SELL (Revenue Generation)

It is entirely possible to have a fantastic product that is not sellable or that quickly becomes obsolete. Selling is an art, and it is best done by an artist. This crucial function involves selling the idea internally to the workforce so they can, in turn, sell an amazing product externally. You need a capacity to sell a promise—to sell what is not yet even fully conceived. This is the core of a true salesperson, which is a distinct function from marketing.

The Eye to MANAGE (Operations & Culture)

You must have the right management to create and steward the corporate structure, culture, and people. Management should be structured to grow in levels alongside the company. A key principle for effectiveness is that a single manager should not have more than 14 direct reports. This span of control ensures they can effectively manage performance, drive outcomes, and maintain team cohesion.

The Eye to FUND (Finance & Strategy)

As the saying goes, you need fuel to drive the engine. This function is responsible for securing the initial funds and, more importantly, nurturing capital to grow it. This role attracts more investment and is strategically positioned to allocate funding optimally across the different levels or horizons of the business. This can be a dedicated funds manager or a CFO who ensures financial health and strategic investment.

The Final Word: Coverage is Key

Whatever structure you choose, the non-negotiable factor is that these 5 key functions must be actively watching over and handling the activities of your business. Remember, one "eye" could be an automation platform or an external agency, overseen by a single internal lead. The goal is not rigid titles, but comprehensive coverage of the core capabilities that drive multiplicative growth.