Mithun S. Beeru

Most business coaches will tell you they have always known what they wanted to do. That is not my story. My story started inside businesses — working in them, building them, watching some of them fail, and learning, slowly and sometimes painfully, what actually separates the ones that survive from the ones that do not.

Over fifteen years, I have worked with businesses across real estate, professional services, retail, hospitality, and technology. Across India, the UAE, and beyond. The specific industry rarely matters. The patterns — the founder who cannot delegate, the team that cannot decide, the business that has outgrown its original model — those repeat everywhere.

Performace was built because I kept having the same conversation. The owner who is working eighteen hours a day and somehow going backwards. The team that is talented but directionless. The business that is technically profitable but feels like it is running the owner, not the other way around. I built the practice to address that conversation at scale.

The consulting industry has a long history of selling solutions before understanding problems. We do not operate that way. Every engagement begins with diagnosis — a structured conversation or a written assessment — before any recommendation is made.

The reason is simple. The presenting problem in most businesses is almost never the real problem. The owner who says "I need help with sales" often actually needs help with positioning, or with team structure, or with their own time management. Surface-level interventions on surface-level problems produce surface-level results.

The work we do goes deeper. It is not comfortable at every stage. But the results are measurable, and they last.

"How to Kill a Business" is not a book about how to succeed. It is a book about how businesses fail — specifically, how they fail from the inside, in ways the owner often does not see until it is too late. It is the book I wish had existed when I was starting out.

The first edition is in final production. The response from early readers has confirmed what I suspected — that the business community was ready for a book that does not pretend the journey is linear or that failure is always someone else's fault.