Objectives of a company change over time, their needs and wants evolve as the business changes from small to medium to large organizations. I think this is an obvious concept, however, it can require a lot to be managed. Twice in my career, once as a CFO and another time as a consultant, I had to tell the CEO / founder, that they were not good for the business. The adage of what got here will not get you there (there are a lot of great books on this topic).
As an advisor to the company, it is important to stay focused on the fact pattern and speak in absolutes. Early stage companies need advice on how to read their financial statements. Understanding the contribution margin concept is pivotal for small businesses. Understanding the contribution to G&A and the strategy and bets that are sought for future successes is paramount.
G&A for small businesses frequently consist of expenses that are not necessarily pivotal to the business. It is far more important to concentrate on the gross profit margins and how they are developed. Earning business (especially for service-based businesses) at low margins is not a bad move if performed thoughtfully. If the company cannot generate enough contribution to coverage G&A, likely the most significant expense in G&A (founder salary) is reduced.
Focus on what units need to be measured can require a lot of time and attention, ultimately this is what leads to long-term shareholder growth.