⚙ Hi {{first_name_tally|Operator}},

Are you an executive who runs 10+ client calls a week?

Reply and I’ll give you a free suggestion to help you run this more efficiently.

- Rameel

P.S I’ve been loving chatting with folks about their lives at work. Feel free to grab a 15 minute slot if you ever wanna jam

Your calendar is full. Your brain is fried. And somehow, your work still flies under the radar.

Here’s the truth: You don’t get promoted for working more. You get promoted for thinking like an executive.

Bottleneck Breakers is the system I used to:
– Trim 20 hours of busywork a week
– Fix the stuff that actually moved the needle
– And earn a COO title before I turned 30

🧠 No video lectures. Just drop-in systems that make you undeniable when promotion season hits.

Every team has the same mess:

Ohm replaces all of it. One workspace—your meetings, live notes, real AI answers, and running task lists—all built in.

No bots joining. No hunting for the right link. No toggling between tools.

Just open Ohm. Run your meeting. Everything is captured, searchable, and rolls forward so your team never has to ask, “Where did we save that?” or “Didn’t we already decide this?”

Less context-switching, less admin, no integration headaches. Just one place for everything that matters—finally.

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Insight from enNOVO Radio

Your team just burned 45 minutes on a problem that's been f*cking with your conversion rates for weeks.

Three smart people. One whiteboard. Zero solutions that don't involve "hiring more people" or "better tools."

You know that moment, right? When your high-performing team turns into expensive office furniture because everyone's brain decided to take a vacation at the exact same time.

U.S. productivity dropped 0.8% last quarter, first decline since 2022. And 97% of projects blow past deadlines because teams freeze when they hit anything that doesn't have an obvious playbook.

Your people aren't stupid. They're just cognitively locked into the same three solutions they always reach for. (Which, let's be honest, usually suck.)

But there's a way to unlock them that doesn't require consultants, workshops, or scheduling another soul-crushing brainstorming session where Kevin from accounting suggests we "think outside the box."

When Apple built the iPod, they used something called SCAMPER. Instead of just playing music, what if you could carry your entire music library?

That reframe created billions in revenue.

LEGO does the same thing religiously. They took physical blocks, smashed them together with storytelling, boom: LEGO Movie franchise.

SCAMPER forces your brain to attack problems from seven different angles. (And no, it's not another acronym some consultant made up to justify their retainer).

Substitute what you can swap out. Combine what you can smash together. Adapt what works elsewhere that you can steal. Modify what you can amp up or strip down.

Put to another use... well, you get it. Eliminate what you can delete entirely. Reverse and do the exact opposite of what everyone expects.

The biggest barrier to creativity isn't talent, 52% of workers say it's just lack of time. But the real killer is convergent thinking under pressure.

When teams get stuck, brains automatically funnel toward familiar solutions.

SCAMPER breaks that pattern by forcing exploration from angles your team would never naturally consider. It's like giving them permission to think sideways instead of just harder.

Real example from last month, support ticket hell during a product launch.

Standard team thinking: "We need more people answering tickets."

Twenty minutes with SCAMPER and suddenly they had seven completely different approaches. AI routing that catches 60% of repeat questions automatically.

Merging their internal wiki with customer help docs so people stop asking the same shit. Stealing the concierge follow-up idea from hotels for VIP customers. Letting chatbots handle refunds under fifty bucks without human approval.

The eliminate prompt was brutal though. They realized their approval workflow for standard responses was adding two days to resolution time for literally no reason. Nobody wanted to admit that step was completely useless, but there it was.

Pick something concrete that's actively costing you money. Get four to six people who actually touch the problem (not just people who have opinions about it).

Set a timer for twenty minutes. Go through each SCAMPER angle for about three minutes each. No editing, no "that won't work," capture everything. The weird ideas are usually the good ones anyway.

Last five minutes? Circle two or three ideas worth testing. Not implementing—testing. Big difference.

Success metric I actually track... how many ideas from your session get prototyped within two weeks? Average teams hit maybe 30%. Teams that actually move the needle consistently hit 60% or higher.

But here's the thing nobody talks about. You have to actually build the ugliest possible test version. Give yourself 48 hours max. If it works, expand it. If it doesn't, you learned something specific instead of wasting three months in committee hell.

Design Thinking takes weeks and requires facilitators. Six Thinking Hats... good luck getting your team to remember which hat does what when they're stressed.

Regular brainstorming generates volume without direction, like asking people to throw spaghetti at a wall and hoping something sticks.

SCAMPER gives you structured creativity in the time it takes to review your weekly metrics.

89% of executives say creative work is essential for hitting targets, but teams only spend 25% of their time actually creating. This doesn't magically create more hours. It just makes the creative minutes count for something.

Which SCAMPER lens does your team avoid most?

My money's on "Eliminate"—nobody wants to admit their favorite process step is actually useless. Second place probably goes to "Reverse" because it feels too risky to suggest doing the opposite of what's always been done.

Hit reply and tell me which one your team runs from. Or tell me I'm completely wrong and your team generates brilliant solutions every time they're stuck.

I just want to know if this actually kills a real problem or if I'm the weirdo who thinks frameworks can save operational sanity.

(Because honestly? Sometimes I think I am.)