Starting a business is never simple — and in property development, the challenges are particularly complex. Add to that Molti’s ambition to do things differently: to take a patient, considered approach in an industry that rewards speed. From the outset, this meant staying lean, nimble and focused, rather than chasing pipeline because of profit targets.

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Several years into this journey, when we look back and consider where we have come from and what has been a key driver of our success, we must acknowledge the huge impact that embracing the Entrepreneurial Operating System (EOS) has had upon us.

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Yes, this is a blog about building a business. Because that’s a hard endeavour and it’s worth sharing the lessons we’ve learned along the way and the tools that have changed us for the better. EOS teaches honestly and vulnerability.

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In the early days, our approach was scattergun :opportunities, processes and knowledge lived in people’s heads, with overlapping roles, unclear communication and limited accountability. It was obvious we needed structure.

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EOS – delivered by the talented Ryan Sharpley – has brought simplification, delegation and accountability to every level of our business. Straight up it highlighted key issues, which we systematically addressed, creating clarity around roles, responsibilities and decision-making.

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EOS has also crystallised Molti’s core values and purpose, shaping a harmonious, ego-free culture. Our team operates with shared understanding, trust and clear communication — the “sweet spot” for collaboration.

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On a leadership level, EOS encourages reflection, helping our leaders balance their strengths and weaknesses to trust and delegate effectively. We highly recommend EOS’ various tools and accountability charts drive alignment and discipline.

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It’s hard to explain EOS until you live it and implement it. But today, EOS enables Molti to deliver premium, human-centred developments while fostering a culture where people, process and purpose work in harmony. We wouldn’t be what we are without it.

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