At LaFleur, we’re in the business of helping others grow. But over the past year, we’ve made a serious investment in our own growth. We’ve adopted the Entrepreneurial Operating System® (EOS®), a complete set of tools and processes designed to help businesses clarify their vision, gain traction, and build healthier teams. It’s not just a framework. It’s a commitment. And it’s already changing the way we work: with each other and for our clients.
In this post, we’re pulling back the curtain on our EOS journey. We’ll explain:
Let’s get into it.
Like a lot of growing agencies, we hit a moment where things felt… foggy. We weren’t disorganized. But we weren’t fully aligned either. We had clear client outcomes, ambitious growth goals, and talented people. But across our teams, questions were starting to pile up:
The bigger our service offerings became, especially in complex areas like AI consulting, data dashboards, and scalable websites, the more critical it became to streamline how we communicated, made decisions, and solved problems. Our work was high-stakes, and our teams needed stronger internal scaffolding.
That’s when we committed to EOS. We didn’t dabble. We went all in.
If you’re new to EOS, here’s the short version: it’s a system designed to help entrepreneurial companies clarify their goals, align their teams, and drive accountability. It’s built on six core components:
EOS is deceptively simple, but incredibly powerful when applied consistently.
We started by articulating our long-term vision and setting quarterly rocks (big priorities) that move us toward it. These aren’t just vague goals, they’re measurable, time-bound, and tied to real outcomes.
For example, one of our early rocks was developing a templated website product that small law firms could launch quickly. That rock wasn’t just a product goal. It involved creative, dev, PM, sales, and leadership. EOS gave us a shared language and structure to get it done together.
Each team now holds a Level 10 meeting every week. It’s a structured 90-minute session where we:
These meetings are a game-changer. They’ve replaced scattered Slack conversations, fuzzy “status updates,” and unnecessary meetings with real alignment and action.
EOS uses an accountability chart instead of a traditional org chart. This helps define what each role is responsible for, not just who reports to whom.
For example, we clarified ownership around things like:
These sound like small shifts, but they’ve had a big impact. People know what’s expected. And leaders know where to offer support.
We’ve started documenting and rolling out SOPs for key workflows across project management, creative production, and business development.
This isn’t about stifling creativity. It’s about removing ambiguity. When the foundation is consistent, we can move faster, reduce friction, and elevate the parts of our work that require human insight.
Here’s the thing. The LaFleur team is social. We like each other. We’re interested in each other’s work. Our curiosity and collaborative nature are some of our superpowers. But, sometimes, we chase ideas down rabbit holes. We used to spend valuable time in meetings talking about big ideas and interesting trends. Now, we show up with data in hand and problems to solve.
That shift alone has made a huge difference. Instead of dwelling on status updates or ideas, we’re collaborating on solutions.
EOS encourages proactive issue identification. If something feels off—scope, bandwidth, a missing piece of info—we raise it. Then we identify the core challenge, discuss it, and try to proactively solve the problem.
This habit has helped us spot risks early, protect timelines, and keep client work high-quality.
With clearer expectations and rhythms, our strategy, creative, and PM teams are more connected. People feel more empowered to ask questions, escalate blockers, and celebrate wins. We’ve also gotten better at translating leadership decisions into team-level action, because everyone knows the rocks and the scorecard metrics we’re driving toward.
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None of this happens without our team’s buy-in. We’re incredibly proud of the LaFleur team members who are bringing EOS to life with clarity, creativity, and a whole lot of heart. From our project managers keeping meetings focused, to our writers and designers implementing SOPs without losing an ounce of creativity, this work is a shared effort.
And it’s only just beginning.
We’re not EOS experts, but here’s what we’ve learned in the trenches:
We’ve tried to implement EOS in stages in the past. It never worked, and we’d always revert to our old habits. This time, we committed to the entire process. No excuses, no exceptions.
EOS only works when you work all of it. If you try to cherry-pick just the meetings or just the scorecards, you’ll never get the traction you’re looking for. The system is designed to be comprehensive, and it only clicks when everyone commits.
New language. New expectations. New rhythms. That first 90-minute L10 might feel long or overly structured. Stick with it. Over time, the structure frees up your energy for actual problem-solving.
EOS helps you clarify your vision and create operational alignment. It doesn’t replace creative strategy, culture-building, or product development. But it does give you the clarity and consistency to execute those things with confidence.
You might be wondering, why share this publicly?
Because how we work internally absolutely impacts what our clients experience. EOS helps us:
Whether we’re building a data dashboard, running a brand workshop, or launching a new ad campaign, EOS helps us deliver better outcomes.
If you’re leading a business, department, or project team and feeling that same “fog” we described earlier, we’d love to compare notes. EOS might be the structure you didn’t know you needed.
Reach out. Ask us anything, from how we defined our rocks to how we set up our scorecards. We’re happy to share what’s worked (and what we’re still figuring out). Let’s talk about building healthier, more effective teams.