Discover the tactics they DON'T teach you about running your own business!

Is your business at an early stage and you're just ready to scale it up?

Or perhaps the business has stagnated a bit since all the changes in the economic world and it needs a bit of fresh impetus?

‘All the Secrets’ is that book that you've been waiting for!

In this second book in the series, you'll find tools and tips and the inevitable nuggets to help you grow the business to move from start up to scale up in three years or less.

The key tool,  like in ‘All the Mistakes’, is the checklist at the end of the chapter. If you complete these checklists and follow through in the associated tasks, then your business has to grow .

Some of the topics include:

  • Assessing where the business is now
  • Establishing the next steps
  • Managing your own time for productivity and quality of life
  • When and how to make decisions (the right ones)
  • Writing the strategic plan
  • What to do as the organization grows
  • How to develop your leadership ability

There are so many more ideas to take your business forward!

There are the inevitable stories to illustrate how you might do this, the mistakes to avoid, and what you need to do to build the systems and develop a business that works for you even when you're not there.

You can read the book in 4 hours...

It is the implementation and seeing the results that are the book’s secret weapon.

About The Author:

Peter Cronin

Peter Cronin started his first business at 14, and has been an entrepreneur and business owner ever since.

Driven by a desire to change the world one business ata time, he has made, and learned from, all the mistakes!

He has been mentoring start-ups and small business since the early 1990's.

Snippets From The Book:

Book Extract - Chapter 2:

The first question here is: Who is my customer?

When I ask that question, the person I ask usually answers the question they thought I asked rather than the one I actually asked.

The question they answer is: Who do I want my customer to be?

I go into some detail on the initial stages of customer identification on pages 14 and 15 in All the Mistakes. I do want to emphasise here that without a clear picture of the target our chances of success are low. If you can’t see the target clearly… do I need to go on? Use of the word CLEAR is to differentiate it from the very probable and very normal fuzzy or vague one that most people have. We will be discussing the concept of clarity and its lack in much more detail later.


You should, as much as possible, only do what only you can do.

Delegate everything else.

More Snippets From The Book:

Book Extract - Chapter 4:

Ask yourself each week ‘What things do I need to...’: 

  • Begin - New opportunities to explore or at least research
  • Increase - Current customers to be upsold to, or volume increased or activities that are working to be repeated to increase volume
  • Retain - Current customers to contact for the sole purpose of maintaining relationships.
  • Decrease - The ones that keep you busy but are not very profitable
  • Stop – You wish you had never taken them on

The things at the not working end we stop. The things out at the working end we increase and then we add the new and the extra. We will explore this more later on.


Don’t do work that is below your pay grade.

Remember a smart 12 year old can usually do tech functions faster and better than you.

More Snippets From The Book:

Book Extract - Chapter 8:

Action Plans:

We are really into the nitty gritty stuff now. Someone has been assigned the budget to take an action, or a series of actions to deliver on the outcome – and hopefully speaking, it is not still you, the business owner. I am hoping you have delegated the action to others at this stage, allowing you to manage and strategize more.

Action plans, if you are growing the business in a structured way, are the responsibility of others. Your responsibility is to know how they contribute to your overall plan and as such to manage them, along with the rest of the process.