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This article is the first in a series on operational audits as a strategic tool for risk reduction and enterprise value.<h3>The Hidden I‑9 Risk in Your Onboarding Process</h3>Most employers think their onboarding process is “good enough” until an I‑9 audit proves otherwise. Recent reviews show that roughly three out of four paper I‑9s contain at least one error, and national examples illustrate that a 65–75% error rate can drive potential penalties into the hundreds of thousands or even millions of dollars for larger employers. With 2025 penalty ranges now $288–$2,861 per I‑9 paperwork violation, even a modest number of mistakes can easily translate into five‑figure exposure for small and midsize businesses.​This is not just a technical HR issue. It is a governance, risk, and operational discipline problem.<figure id="figure-h60a0ou0glmkcwgyle"><img id="h60a0ou0glmkcwgyle" src="https://media.gettyimages.com/id/2223134830/photo/compliance-blue-theme.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=fA7uXNwTgX6uVPcNb34rK1lrKYguvE1W2AKGnRLaSf4=" alt="Compliance blue theme" title="Compliance blue theme" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2223134830/photo/compliance-blue-theme.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=fA7uXNwTgX6uVPcNb34rK1lrKYguvE1W2AKGnRLaSf4=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>Who Owns This Risk? (Hint: Not Just HR)</h3>One of the most dangerous misconceptions in this area is that “HR owns the I‑9 problem.” HR may administer the process, but the risk sits squarely with ownership and executive leadership.<ul><li>Regulators and enforcement agencies do not fine the HR department; they fine the employer entity and, in serious cases, may pursue additional sanctions for repeated or willful violations.​</li><li>Boards, investors, and buyers increasingly treat immigration and I‑9 compliance as part of overall enterprise risk and leadership accountability, not a back‑office detail.​ </li></ul>When executives treat I‑9 compliance as “HR paperwork,” it sends a clear cultural signal: precision and controls are optional. When they treat it as a governance issue, behavior changes.<h3>What I‑9 Sloppiness Reveals About Your Operations</h3>I‑9 errors rarely exist in isolation. In operational audits, a messy I‑9 environment almost always correlates with broader issues:<ul><li>Undocumented or outdated processes If there is no written onboarding procedure or checklist, there are usually other critical processes (payroll changes, terminations, vendor onboarding) that also rely on tribal knowledge. </li><li>Informal handoffs and weak second‑line review When managers “just send paperwork to HR,” there are often no defined checkpoints, no second‑level review, and no clear ownership for quality control in other workflows. </li><li>A “we’ll fix it later” culture If signatures, dates, or documents are routinely “cleaned up later” on I‑9s, the same mindset often appears in contract management, approvals, and financial controls.</li></ul>In other words: if your I‑9 process is sloppy, it is unlikely that this is the only place. It is an indicator light for systemic operational risk.<h3>Why So Many Executives Are Overconfident </h3>Many owners and CEOs are quietly relying on assumptions that do not hold up under scrutiny.<ul><li>“We’ve never been audited.” Enforcement focus is increasing, with I‑9 audits projected in the thousands annually and penalties adjusted upward for inflation. A clean past is not a predictor of a safe future.​ </li><li>“We use E‑Verify.” E‑Verify only checks work authorization status against government databases; it does not fix incomplete I‑9s, missing signatures, late completion, or retention failures.​ </li><li>“Our payroll or HRIS vendor handles this.” Vendors may provide tools and templates, but they do not own your process or your legal exposure. If your staff uses a compliant system in a non‑compliant way, the liability still sits with you.​ </li><li>“We’ve always done it this way and it’s been fine.” Enforcement intensity, fine levels, and expectations for documentation have all changed. Practices that went unnoticed in 2015 may be unacceptable in 2026.​ </li></ul>False confidence is itself a risk factor. It delays investment in controls until the only “audit” that matters is an ICE inspection.<figure id="figure-xljvhpd2zmkcwnan7"><img id="xljvhpd2zmkcwnan7" src="https://cdn.durable.co/blocks/eweZmtL0gSA8yPpJc1jRYfx6VJ30VfZ0ZtUAagrXaW1sPe8WySAEoCytWsaQ6mxd.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/eweZmtL0gSA8yPpJc1jRYfx6VJ30VfZ0ZtUAagrXaW1sPe8WySAEoCytWsaQ6mxd.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>How ICE Turns a Few Bad Forms Into Big Fines</h3>ICE does not just fine the handful of forms that look obviously wrong. It uses a structured, percentage‑based approach that can turn what looks like a minor problem into a material liability.<ul><li>Step 1: Calculate the error rate ICE compares the number of defective I‑9s to the total number reviewed to determine a violation percentage. For example, 17 defective forms out of 100 is a 17% error rate.​ </li><li>Step 2: Map to the fine matrix That percentage is then mapped to a fine matrix where higher error rates result in higher base fines per violation. For 2025, paperwork violations range from $288 to $2,861 per form, with higher tiers triggered by higher percentages and repeat or serious issues.​ </li><li>Step 3: Multiply and adjust ICE multiplies the base amount by the number of violations and then adjusts the total up or down (often by as much as 25%) based on factors such as business size, good‑faith efforts, seriousness, prior history, and whether unauthorized workers are involved.​ </li></ul>This is how a seemingly small number of defective files, say, 16 or 17 folders with missing signatures or incomplete sections can create exposure in the $10,000–$20,000+ range for a smaller employer, and much more for larger organizations.​And ICE is not the only agency that can scrutinize your files - agencies such as the U.S. Department of Labor, the Department of Justice’s Civil Rights Division, and other federal or state regulators can also review HR records and impose consequences for non‑compliance.<h3>Transaction Readiness: The Overlooked I‑9 Landmine</h3>I‑9 hygiene matters long before an enforcement agency shows up. It also matters when:<ul><li>You are being acquired or seeking investment Immigration and I‑9 compliance are now routine parts of due diligence in mergers, acquisitions, and private equity deals. Buyers often review a sample of I‑9s, assess processes, and quantify potential exposure.​ </li><li>You are acquiring another company As a buyer, inherited I‑9 problems can translate into inherited liabilities, workforce disruptions, or required remediation work before or after closing.​ </li><li>You are scaling rapidly Rapid hiring multiplies whatever process you already have—good or bad. A weak I‑9 process at 20 employees becomes a serious liability at 200. </li></ul>In short, I‑9 discipline is part of transaction readiness. Weakness here can delay deals, reduce valuations, or force costly clean‑up under tight timelines.<figure id="figure-ej2zawvfitmkemc36e"><img id="ej2zawvfitmkemc36e" src="https://media.gettyimages.com/id/2209114464/photo/business-performance-checklist-businessman-using-laptop-online-survey-filling-out-check.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=ZCXB9gIo1vsCy-4lz91xzVE48oN1D0PbK0TOiN8QCwU=" alt="Business performance checklist, Businessman using laptop online survey filling out check digital form task, business performance monitoring and evaluation. online survey question form. online exam." title="Business performance checklist, Businessman using laptop online survey filling out check digital form task, business performance monitoring and evaluation. online survey question form. online exam." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="null" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2209114464/photo/business-performance-checklist-businessman-using-laptop-online-survey-filling-out-check.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=ZCXB9gIo1vsCy-4lz91xzVE48oN1D0PbK0TOiN8QCwU=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>A Practical Control System for Onboarding (Built for SMB Reality)</h3>The goal is not perfection; it is a defensible system that materially reduces errors and demonstrates good faith. For small and midsize businesses, a practical structure looks like this.1. Compliance‑driven onboarding checklist Every new hire should trigger a standardized checklist that captures:<ul><li>Federal requirements: Form I‑9, W‑4, and other mandated federal notices and acknowledgments.​ To download the latest version <a href="https://www.uscis.gov/i-9" data-mce-href="https://www.uscis.gov/i-9">visit https://www.uscis.gov/i-9</a> .&nbsp;</li><li>State and county requirements: State‑specific notices, wage statements, tax forms, and local documentation where applicable.​</li><li>Internal requirements: Handbook acknowledgment, confidentiality/IP agreements, policy sign‑offs, and system access requests. </li></ul>This checklist should live both in your HR database and, for paper‑based companies, as a physical cover sheet in each personnel file. It becomes your first line of evidence that you have a structured process.2. Dual review and executive sign‑off A single review is where most organizations fail. A two‑step review materially improves quality and defensibility:<ul><li>First‑level review (pre‑filing) The HR associate or onboarding coordinator completes the I‑9 within the required timelines, verifies documents, and checks the onboarding checklist. They ensure every field is completed, every required signature and date is present, and any document copies are handled consistently with policy. </li><li>Second‑level review (before filing) </li></ul>A more senior leader performs a second check:<ul><li>HR manager in larger organizations. </li><li>Senior manager, controller, or office manager in smaller companies.</li><li>Founder or owner in very small firms. </li></ul>This reviewer initials and dates the checklist or audit log to confirm that all onboarding paperwork including the I‑9 was complete before filing. That signature is a control, not a formality. It creates an audit trail that regulators, buyers, and auditors can follow.3. Documentation discipline as a cultural norm To sustain this:<ul><li>Apply the same documentation rules to every employee, every time.</li><li>Train anyone who might touch the I‑9 process, including backups and managers who may step in during absences.</li><li>Make it clear that “fix it later” is not acceptable for legally sensitive documents. </li></ul>When onboarding is treated like a core control process similar to banking, payroll, or revenue recognition error rates fall and risk becomes manageable.<figure id="figure-1w629q2vilmkem064b"><img id="1w629q2vilmkem064b" src="https://cdn.durable.co/blocks/37wRCS4q2AJPPhAa1vWSM39Rsw05uv5KCaMlAkByfvDpDA8Xlp56sIeuOMCkfPhM.png" alt="US Department of Homeland Security" title="US Department of Homeland Security" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/37wRCS4q2AJPPhAa1vWSM39Rsw05uv5KCaMlAkByfvDpDA8Xlp56sIeuOMCkfPhM.png" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure><h3>Why Periodic Operational Audits Are Not Optional</h3>Even a well‑designed process will drift. People change roles, shortcuts appear, and exceptions accumulate. Operational audits exist to measure and correct that entropy before regulators or buyers do it for you.<ul><li>Informal spot checks create false reassurance Pulling a couple of random files once in a while often reassures leadership without exposing the real pattern. Given that national error rates hover around 65–75%, a small convenience sample is more likely to hide risk than reveal it.​ </li><li>Structured audits provide real visibility A proper operational audit defines scope, selects a meaningful sample, documents findings, and ties them back to process design. It does not exist to assign blame; it exists to give leadership visibility while there is still time to remediate.​ </li><li>External audits reduce blind spots Independent reviewers bring current regulatory knowledge, objectivity, and distance from internal habits. They can benchmark your error rate, quantify likely exposure using the current fine matrix, and prioritize remediation actions.​ </li></ul>This is not about perfection; it is about being able to show regulators, investors, and buyers that you know your own risk profile and are actively reducing it.<h3>Where ThinkQSI Fits: From First Look to Full Fix</h3>ThinkQSI performs operational audits across the entire company, not just HR and uses I‑9 compliance as one of several lenses into how work really gets done. This article is a guideline; the real value comes from turning insight into action.For most clients, the path looks like this:<ol><li style="list-style-type: none;" data-mce-style="list-style-type: none;"><ol><li>Initial focused audit Start with a targeted review of I‑9s and the onboarding process to quantify error rates, identify patterns, and size the risk. This can often be done on a representative sample without disrupting day‑to‑day operations. </li><li>Clear next‑step roadmap Translate findings into specific next steps: policy updates, checklist design, role clarity, training, and, where appropriate, technology or filing changes. The goal is a prioritized, realistic plan—not a 100‑page report that sits on a shelf. </li><li>Broader operational audit (when appropriate) Because I‑9 sloppiness often signals wider process issues, many organizations then expand the scope to look at adjacent areas: hiring, terminations, approvals, cross‑department handoffs, and data integrity. That is where the real operational risk and value usually sits.​ </li></ol></li></ol>Executives are not expected to solve this alone, and many internal teams simply do not have the time or specialized knowledge to design and test a robust control system on their own. There is no shame in that. It is precisely why firms like ThinkQSI exist.<h3>The Executive Question</h3>At the end of the day, this is not a form problem. It is a leadership problem with operational consequences.You have three practical options:<ol><li style="list-style-type: none;" data-mce-style="list-style-type: none;"><ol><li>Ignore it and hope enforcement or due diligence never looks too closely.</li><li>Ask already‑stretched internal staff to “look at a few files” and assume that’s enough.</li><li>Commission a structured, time‑boxed audit that tells you, with evidence, where you truly stand and what to do next.</li></ol></li></ol>If your next board meeting, lender, buyer, or an ICE inspector asked to see your I‑9s and onboarding process, would you be confident or hoping?If you are not sure, your first action item is simple: run an initial audit. If you have the internal capacity and expertise, do it. If you do not, <a href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">contact ThinkQSI</a>. The firm has spent many years inside hundreds of companies, building and auditing onboarding and operational processes. The work is about protecting your business and strengthening how it runs before someone else forces the issue.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

Operational Blind Spot #1: Onboarding and I-9s

There’s an old movie I’ve always enjoyed rewatching: Dirty Rotten Scoundrels. On the surface, it’s pure entertainment. Sharp writing, tight pacing, surprises stacked on surprises. Steve Martin and Michael Caine going toe-to-toe as rival con artists on the French Riviera. You laugh, you relax, you think you’re just being entertained.But if you watch it with your eyes open, it’s also a lesson in how systems, roles, incentives, and human behavior actually work. In other words, it’s a sneaky masterclass in operations.I’ve long believed this: we learn from everything we expose ourselves to. Books, conversations, failures, successes, and yes, even movies about scammers. Wisdom doesn’t only come from saints and textbooks. Sometimes it comes from watching how flawed people operate inside a well-designed game.<figure id="figure-x6zvxp0c5gmk4eemin"><img id="x6zvxp0c5gmk4eemin" src="https://cdn.durable.co/blocks/1bYH7kgk9SqfqkKXXHLHJ9EXVcOlYCMn3up1kzIwWmvL6yC6arE8qQ7JIafHuTZY.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1bYH7kgk9SqfqkKXXHLHJ9EXVcOlYCMn3up1kzIwWmvL6yC6arE8qQ7JIafHuTZY.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>At its core, the film is about two operators with very different styles. Michael Caine’s character is polished, structured, and process-driven. His operation is calm, repeatable, and scalable. He has standards, routines, and a brand. Steve Martin’s character is improvisational, chaotic, and creative. He’s fast, inventive, and unpredictable. He generates attention easily, but his system leaks.From an operations lens, this is the classic tension between structure and creativity. One without the other collapses. Too much structure and you lose adaptability. Too much chaos and nothing compounds.<figure id="figure-irwxsh3y8bmk4ef6x2"><img id="irwxsh3y8bmk4ef6x2" src="https://cdn.durable.co/blocks/2fuktJ5UVM1HfZ4MeDItCmnDMUM9Iot5biVVfewyNY1TucVvWzyXnNcTXloe8KwJ.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/2fuktJ5UVM1HfZ4MeDItCmnDMUM9Iot5biVVfewyNY1TucVvWzyXnNcTXloe8KwJ.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Then enters the real surprise: the fox. Janet Colgate, played by Glenne Headly. While the two men are busy competing and measuring themselves against each other, she watches. She listens. She adapts. She doesn’t try to dominate the system. She learns it, then quietly reconfigures it.Operationally, she’s the reminder that the most dangerous player is often the one paying attention while everyone else is performing.<figure id="figure-chjcduh6lpmk4efsbd"><img id="chjcduh6lpmk4efsbd" src="https://cdn.durable.co/blocks/21I0loe4q22fZFswdFPu3CJz3OKpyBITw5Mh0r9CfFqpoi9LeXo4q7AlmvXD3xAU.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/21I0loe4q22fZFswdFPu3CJz3OKpyBITw5Mh0r9CfFqpoi9LeXo4q7AlmvXD3xAU.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>The movie also makes a quiet but important point about credibility. Once trust is established, friction drops. Deals close faster. Explanations shorten. This is true in scams and just as true in legitimate businesses. Credibility is an operational asset. It reduces cost, time, and resistance. Lose it, and every transaction becomes expensive.Another lesson sits in the ending, without giving anything away. Loyalty and teamwork emerge, but not the sentimental kind. This isn’t blind allegiance. It’s professional alignment. People working together because they respect each other’s competence and understand the rules of the game. In operations, this is what real teamwork looks like. Clear roles. Mutual respect. Shared outcomes.The film also warns against a common operational failure: overconfidence. Assuming you’re the smartest person in the room is usually how blind spots form. The best operators assume there’s always something they’re missing. That mindset keeps systems flexible and learning continuous.<figure id="figure-1yxs7d90fbmk4egd1m"><img id="1yxs7d90fbmk4egd1m" src="https://cdn.durable.co/blocks/2dsCC7OaF4NRAxdFTyIZ2tAK3SfeL1MBDgMx1wRWJHlD1lGl1QgVuemeo47EyVdX.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/2dsCC7OaF4NRAxdFTyIZ2tAK3SfeL1MBDgMx1wRWJHlD1lGl1QgVuemeo47EyVdX.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>What makes this movie such a good teaching tool is that it doesn’t lecture. It shows. It reminds us that learning isn’t confined to classrooms or business books. Every interaction, every story, every character we encounter has something to teach us if we’re paying attention.Yes, these characters are con artists. No, their ethics aren’t the takeaway. The lesson is awareness. How people build systems. How trust is created or exploited. How structure and improvisation coexist. How teams form. How ego gets in the way.If you train yourself to observe like this, learning becomes constant. Entertainment becomes education. And operations stop being abstract frameworks and start looking like what they really are: human behavior, organized well or poorly.Sometimes wisdom shows up wearing a tuxedo on the French Riviera, cracking jokes, and running a very tight operation.Bonus: Watch it for free with ads, provided by MGM (YouTube).&nbsp;<figure id="figure-n92hoc1jgwmk4eo1cx" class=""><iframe id="n92hoc1jgwmk4eo1cx" src="https://www.youtube.com/embed/c_Kh7jxrlfM" class="w-full bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9;" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen="" data-url="https://youtu.be/c_Kh7jxrlfM?si=7U-5RBZs77LmB3-Z" data-corners="default" data-fullwidth="false" data-mce-src="https://www.youtube.com/embed/c_Kh7jxrlfM" data-mce-style="aspect-ratio: 16/9;"></iframe></figure>--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

What a Comedy About Con Artists Can Teach Us About Operations

Reflections on work, identity, and resilience in uncertain timesIf you or someone you love is in between roles right now, this is for you…It’s the end of the year. That strange stretch of time when reflection feels unavoidable and certainty feels farther away than usual.I was watching "The Company Men", half-working, half-thinking, and it landed harder than I expected. Not because it’s dramatic, but because it’s honest. It shows what happens when people who did everything “right” suddenly find themselves without the one thing that anchored their identity: work.<figure id="figure-i9yz73uezrmjuqvmpo"><img id="i9yz73uezrmjuqvmpo" src="https://media.gettyimages.com/id/1575792691/photo/empty-office-with-chairs-cardboard-boxes-plants-computers-and-other-office-equipments-moving.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=AhgXazGb30ZDhkwiybtRbdYkZV6Wrz22W_-8E6favc4=" alt="Empty Office With Chairs, Cardboard Boxes, Plants, Computers And Other Office Equipments. Moving To New Office Or Bankruptcy Concept" title="Empty Office With Chairs, Cardboard Boxes, Plants, Computers And Other Office Equipments. Moving To New Office Or Bankruptcy Concept" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1575792691/photo/empty-office-with-chairs-cardboard-boxes-plants-computers-and-other-office-equipments-moving.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=AhgXazGb30ZDhkwiybtRbdYkZV6Wrz22W_-8E6favc4=" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure>Many people are living that reality right now.Busy teams. Smart people. Solid resumes. And still, jobs disappearing. Not because of failure, laziness, or lack of effort, but because markets shift, numbers tighten, and decisions get made far from the people affected by them.That gap between effort and outcome is where the real pain sits.<h3>Work, Identity, and the Quiet Loss</h3>The Company Men gets one thing painfully right: job loss is not just about income. It is about identity.​Work gives rhythm to your day, context to conversations, and a simple answer to “What do you do?” When that disappears, people don’t just lose a paycheck; they lose status, routine, and the illusion of control.​This hits mid-career and senior professionals hardest. Experience, once celebrated, suddenly needs to be explained away. Words like overqualified start to show up not as a compliment, but as a coded concern.​<h3>“Overqualified” and the Bias No One Names</h3>Overqualified is rarely about having too many skills. It is usually about fear and misalignment.​When employers say “overqualified,” what they often mean is:<ul><li>You might challenge how things are done.</li><li>You might not stay if something better appears.</li><li>You might cost more than they want to admit.</li><li>You remind them that they, too, are replaceable. </li></ul>Research shows consistent bias against older candidates, even when their qualifications match younger peers. Experience is celebrated, right up until it becomes inconvenient.​<figure id="figure-uearz1kznmmjuqx53i"><img id="uearz1kznmmjuqx53i" src="https://media.gettyimages.com/id/2208568148/photo/there-is-no-place-for-the-red-man-in-the-group-social-isolation-exclusion-discrimination.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=4DlmV4zwc4qJY58a91jee71fTHfUV1VOEtDppf1j9mc=" alt="There is no place for the red man in the group. Social isolation. Exclusion, discrimination." title="There is no place for the red man in the group. Social isolation. Exclusion, discrimination." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2208568148/photo/there-is-no-place-for-the-red-man-in-the-group-social-isolation-exclusion-discrimination.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=4DlmV4zwc4qJY58a91jee71fTHfUV1VOEtDppf1j9mc=" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure><h3>A Company Is Not a Family </h3>One of the hardest myths to let go of is the idea that “we’re a family” at work. The Company Men strips that away.​Companies are not families. They are systems. Systems:<ul><li>Optimize for survival and numbers.</li><li>Restructure when conditions change.</li><li>Move on faster than people do. </li></ul>That does not make every leader cruel. It means decent people can still make cold decisions when the system rewards distance over loyalty. Once you internalize that, disappointment becomes data, not betrayal. Data you can use to decide how much of your identity you are willing to tie to any one organization.​<h3>The In‑Between: Where Confidence Erodes or Rebuilds</h3>The most dangerous period is not the layoff itself; it is the space between roles, when structure disappears and shame quietly creeps in.​In that space, two paths tend to appear:<ul><li>Clinging to the old identity and waiting for the world to return to what it was.</li><li>Rebuilding from fundamentals and asking, “Where can I be useful now?” </li></ul>The second path is slower and humbler. It may mean learning new tools, accepting a different title, or starting again at a lower altitude than you expected. But that is where momentum comes back through action, not through waiting.​<h3>Turnaround Comes From Usefulness, Not Titles </h3>Turnarounds in The Company Men don’t come from someone handing titles back. They come when people become useful again in a new way.​People who navigate this season better tend to:<ul><li>Decouple self-worth from job title.</li><li>Trade prestige for learning and relevance.</li><li>Rebuild confidence through small, consistent actions.</li><li>Accept that relevance is not permanent; it must be renewed. </li></ul>Middle age is not the problem. Rigidity is. The market punishes inflexibility more than age itself. Those who adapt who are willing to re-skill, reframe, and re-enter at a different level are the ones who find their footing again.​<h3>Why This Hurts More at Year‑End</h3>Year-end compresses everything. Gratitude mixes with anxiety. Reflection sits next to regret. Even in “good” years, many people wonder if they should have done more.​For those in transition, that weight doubles. Holidays amplify financial pressure, social comparison, and the quiet question: “What does next year even look like?” The Company Men feels heavier in December because it surfaces what many are already carrying: the fear that they are falling behind while the world keeps moving.​<figure id="figure-whlfruyk3mjux7die"><img id="whlfruyk3mjux7die" src="https://media.gettyimages.com/id/2161270629/photo/man-having-trouble-with-computer.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=b2IK_zwEf9SvcJy5y_N_GdR66OBBb5_rVb9BX9ymC8c=" alt="Man having trouble with computer" title="Man having trouble with computer" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2161270629/photo/man-having-trouble-with-computer.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=b2IK_zwEf9SvcJy5y_N_GdR66OBBb5_rVb9BX9ymC8c=" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure><h3>For Anyone in Between Right Now</h3>If you are between roles right now or walking with someone who is; there are a few truths worth saying clearly:<ul><li>You are not your job.</li><li>You are not your title.</li><li>You are not the last decision someone else made about you. </li></ul>Markets will shift. Companies will restructure. People will move on faster than feels fair. What remains is your capacity to learn, adapt, contribute, and keep going, especially when no one is watching.​Some seasons of life are not about winning the next title. They are about keeping going, protecting your sense of self, and quietly building the skills and relationships that will carry you into the next chapter. Tomorrow really is another day. For many, that is enough to begin again.&nbsp;If you’re navigating this and need a thinking partner, my door is open.--- About "The Company Men": It is a 2010 drama directed by John Wells that looks at what happens when a group of corporate executives lose their jobs and are forced to reexamine their sense of purpose, identity, and place in the world. The film follows these characters as they navigate layoffs, economic uncertainty, and the emotional weight of redefining themselves beyond their careers.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

When the Job Is Gone but the Person Is Still Here

As the year draws to a close, may this season bring you moments of quiet, clarity, and connection.Take time to rest. Time to recoup. Time to be present with family and those who matter most.Be kind to yourself and to others. Spread peace. Share gratitude. Let the noise fade for a while.May the days ahead restore your energy, renew your perspective, and gently prepare you for what comes next.Merry Christmas and Season’s Greetings.<figure id="figure-928slatrwmjnw3r3m"data-full-width><img id="928slatrwmjnw3r3m" src="https://cdn.durable.co/blocks/3aqd08P0MIn7qQQbxJeN3OMuLzFWtpL3Vh9XyQ2EUfM8T48ziHDhdoz1YkIHpx0u.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 1/1; object-position: center center;" data-corners="default" data-aspect="1:1" data-caption="" data-positionX="null" data-positionY="null" data-fullWidth="true"/></figure>

Merry Christmas & Season’s Greetings

<h3>Understanding Hidden Inefficiencies</h3>Every business, regardless of size or industry, can encounter inefficiencies that hinder growth and productivity. These inefficiencies are often hidden in plain sight, making them difficult to identify and eliminate. Recognizing these hidden issues is the first step toward enhancing your business operations.Hidden inefficiencies can manifest in various forms, such as outdated processes, redundant tasks, or even underutilized resources. By identifying these areas, businesses can streamline operations, reduce costs, and improve overall performance.<figure id="figure-waj9lzyw9nmjhlvsot"><img id="waj9lzyw9nmjhlvsot" src="https://media.gettyimages.com/id/647358572/photo/held-back.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=k3i6vFpY4ecILu6-BmSy3r7WC1PCj8g4DopKa4oeCYc=" alt="business inefficiencies" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/647358572/photo/held-back.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=k3i6vFpY4ecILu6-BmSy3r7WC1PCj8g4DopKa4oeCYc=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>Recognizing the Signs of Inefficiency</h3>To effectively tackle inefficiencies, it's crucial to recognize the signs that indicate their presence. Common indicators include:<ul><li>Increased operational costs: Rising expenses without a corresponding increase in output.</li><li>Declining employee productivity: A noticeable drop in productivity levels.</li><li>Customer complaints: Frequent feedback about slow service or errors.</li></ul>Once these signs are identified, you can begin the process of uncovering the root causes and addressing them strategically.<h3>Conducting a Thorough Analysis</h3>An in-depth analysis of your business processes is vital in pinpointing inefficiencies. Start by mapping out each workflow and examining every step for potential bottlenecks or unnecessary tasks. Engage with employees to gather insights, as they often have first-hand knowledge of daily operations.<figure id="figure-inmhnuljemjhlvsot"><img id="inmhnuljemjhlvsot" src="https://media.gettyimages.com/id/2200128716/photo/ai-powers-big-data-analysis-and-automation-workflows-showcasing-neural-networks-and-data.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=jHsLIgpAOxKQ6mBlb4rEoGxZsBaFQqL7HyBg0lAk8J8=" alt="business analysis" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/2200128716/photo/ai-powers-big-data-analysis-and-automation-workflows-showcasing-neural-networks-and-data.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=jHsLIgpAOxKQ6mBlb4rEoGxZsBaFQqL7HyBg0lAk8J8=" data-mce-style="aspect-ratio: 16/9;"></figure>Utilizing tools such as process mapping software can aid in visualizing workflows and identifying problem areas. This will provide a clear picture of where improvements can be made.<h3>Implementing Strategic Changes</h3>Once inefficiencies are identified, the next step is implementing changes to address them. Consider the following strategies:<ol><li>Streamline processes: Eliminate redundant tasks and automate where possible to save time and resources.</li><li>Invest in technology: Adopt tools and software that enhance productivity and reduce manual labor.</li><li>Train employees: Provide training to ensure staff are equipped with the skills needed to perform efficiently.</li></ol><figure id="figure-0k0fkzkd6smjhlvsot"><img id="0k0fkzkd6smjhlvsot" src="https://media.gettyimages.com/id/2203417825/photo/kpi-measurement-for-business-success-key-indicators-to-track-goals-and-performance-on-wood.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=WgTgTkqhe81OwXslqnUWcKERisnzpFJnfGCCJ25YvnE=" alt="business strategy" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/2203417825/photo/kpi-measurement-for-business-success-key-indicators-to-track-goals-and-performance-on-wood.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=WgTgTkqhe81OwXslqnUWcKERisnzpFJnfGCCJ25YvnE=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>Monitoring and Continuous Improvement</h3>Eliminating inefficiencies is not a one-time task. It's essential to continuously monitor processes and make adjustments as needed. Establish metrics to measure progress and set benchmarks for performance. Regularly review these metrics to ensure sustained improvements.Encouraging a culture of continuous improvement within the organization can lead to long-term success. Foster an environment where employees feel empowered to suggest improvements and embrace change.<h3>Conclusion</h3>Identifying and eliminating hidden inefficiencies can significantly impact your business's bottom line. By being proactive, conducting thorough analyses, and implementing strategic changes, you can streamline operations and drive growth. Remember, continuous monitoring and improvement are key to maintaining efficiency and staying competitive in today's fast-paced business environment.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" data-mce-selected="inline-boundary">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

How to Identify and Eliminate Hidden Inefficiencies in Your Business

I had a conversation earlier today with a friend who is an entrepreneur going through a tough stretch.He is disheartened. Not just about his business, but about the broader economy. The noise. The uncertainty. The sense that no matter how hard you work, the ground keeps shifting beneath you.He is not alone. A lot of people are feeling this right now.What I told him was simple, and I believe it deeply.America will get through this. <span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">And so will you.Entrepreneurship is one of the hardest paths a person can choose. When you sign up for it, you are not just signing up for freedom and upside. You are signing up for uncertainty, doubt, and long stretches where the payoff is not obvious. That is the price of building something that did not exist before.<span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">This time of year makes it harder.Year-end has a way of pulling everything into focus. You reflect on what you did accomplish, but your mind keeps drifting to what could have been better. That gap can feel heavy. No matter how much progress you made, there is always a voice whispering, “You should be further along by now.”<span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">That voice lies.You cannot live in hindsight. The past is done. The only place you can start from is where you are today. Right now.Everyone’s path unfolds differently. Breakthroughs do not arrive on a schedule. Sometimes they come after years of quiet effort. Sometimes they come from one conversation, one idea, one small adjustment you could not have predicted.Often, the breakthrough is closer than you think. You just do not know which step will unlock it.If you need to pause, pause. Take a day. Take a week. Take a breath. Reset. That is not quitting. That is maintenance.But in your heart, do not give up on yourself.Keep looking for new angles. New ideas. New conversations. There are always people out there who can help. Always. They may not be in your life today, but they exist. I have seen lives change in a single moment, for better or worse. Hope is not naive. It is practical.No one truly knows what you are carrying. People can empathize, but no one can step fully into your shoes. You alone understand the weight, the risk, the responsibility.So keep working on yourself. Your thinking. Your tools. Your resilience.And if you reach a point where you honestly decide this path no longer excites you, that is okay too. Reflect. Ask yourself what still sparks curiosity. What motivates you. What kind of life you want to build. Then pursue that with the same seriousness.You are not your resume. <span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">You are not one idea. <span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">You are not one chapter.Everyone you meet only knows one version of you. You contain many. We may even live in a multidimensional reality.Each of us lives our own reality. And in many ways, reality is something we create through imagination, belief, and persistence. So if today feels heavy, remember this:Tomorrow is still unwritten. <span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">And as long as you are willing to show up, it is still yours to shape.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

If Today Feels Heavy, Read This

ThinkQSi

Q&S International | ThinkQSi is a business advisory, transformation and growth partner committed to turning complexity into clarity.
We help SMBs and mid-market companies uncover hidden inefficiencies, unlock new growth opportunities, and solve the challenges that hold them back.

From manufacturing and healthcare to technology, logistics, and professional services, we bring structure where there’s chaos and strategy where there’s stagnation. Our work spans operational realignment, cash flow optimization, digital transformation, and leadership development—always with a focus on measurable impact.

Clients choose ThinkQSi for our ability to see the big picture, execute on the details, and deliver results that last. We don’t just design strategies—we build the pathways that make them real.

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When the Job Is Gone but the Person Is Still Here

Merry Christmas & Season’s Greetings

How to Identify and Eliminate Hidden Inefficiencies in Yo...

If Today Feels Heavy, Read This