Sometimes, the bravest thing you can say in business is NO.

Today, we turned down a fully funded project.

Not because we couldn't deliver it. We absolutely have the skills, experience and capability to do the work.

We said no because it didn't align with our values, principles or the mission we've built GoodShip* around.

And that's not always an easy decision to make, especially when there's a budget attached.

We've been supporting and championing the wider programme behind this opportunity for some time. It's exactly the kind of support mechanism we need more of, helping businesses access expertise, funding and opportunities to grow.

And I genuinely wish the whole programme every success. We'll continue to champion it and the organisations making these opportunities possible.

But when the specific project allocated to us landed, something wasn't quite right.

The ingredients just didn't align.

I've always thought there's a sweet spot in business. Imagine a Venn diagram where your skills, your passion, your values and the impact you want to create all overlap.

That's where the good shi* happens.

And sometimes, however hard you try, the circles just don't meet.

At GoodShip*, our mission has always been about doing good shi*. Creating purpose and impact through the work we do, the people we support and the communities we help build.

That means working on projects that create genuine positive change.

Projects that support mental health and wellbeing. That open doors for people from disadvantaged backgrounds. That bring communities together and create opportunities through education, creativity and technology.

But it's also about supporting the wider growth of the economy around us. Helping businesses become stronger, supporting innovation, creating opportunities for people and building a healthier, more connected and inclusive local economy.

It's about looking beyond the project itself and asking who else benefits from the work we're doing.

What difference could it make to a community? Could it create new opportunities, improve lives, support social mobility or help businesses and people grow?

Could the outcomes have a positive ripple effect beyond the organisation commissioning the work?

Because we don't want to deliver projects simply for the sake of delivering projects.

And we certainly don't want to define success purely by the size of the budget.

It's not just about what we create. It's about the difference that creation makes.

These aren't just things we've written on our website. They're the values and principles we have to stand by.

And values only really mean something when you're prepared to make decisions that might cost you money.

I've been doing this long enough to know the temptation.

In previous agencies, I've taken projects because the budget was there. Because there was a gap in the forecast. Because it made commercial sense at that particular moment.

And I've learnt that those projects can become the hardest ones to deliver.

Not because the work is technically difficult, but because you don't have the same passion for the client's mission or the outcomes you're helping to create.

Your energy goes elsewhere. Your attention gets pulled away from the things that matter. What looked like a quick commercial win becomes a distraction.

You plug one hole in the bucket, only to discover you've created a much bigger one somewhere else.

And yes, turning down this opportunity puts a hole in our forecast. I'm not pretending it doesn't.

But I genuinely believe that hole will be far smaller than the one we could create by drifting away from what we're trying to build.

But here's another way of looking at it.

Our no could become somebody else's yes.

Just because the project wasn't right for GoodShip* doesn't mean it isn't a great opportunity for another business.

Somebody else might have exactly the right skills, passion, experience and values to make that project a real success.

And by stepping aside, perhaps we've opened the door for them.

The client gets a partner who's genuinely excited about what they're trying to achieve. Another business gets an opportunity that's right for them. And we get to stay focused on our mission.

Maybe that's a double win. Perhaps even a triple win.

And that's why we'll keep championing these programmes, funding opportunities and support mechanisms. They're important for our business community, our economy and the wider region.

Not every opportunity has to be ours for us to believe in its value.

As founders, business owners and particularly those of us running agencies, we're often conditioned to chase opportunities, win pitches, fill pipelines and say yes.

But perhaps we should spend just as much time thinking about what we're prepared to say no to.

Because being brave isn't always about taking the leap into something new.

Sometimes it's about having the confidence to stand by what you believe in, even when there's money on the table.

So today, we said no.

And while it might hurt a little commercially, it feels like the right decision for everything we're trying to build.

A reminder to myself, and perhaps a few other founders out there:

You don't have to take every opportunity.

You don't have to chase every budget.

And saying no doesn't mean you're closing a door. Sometimes you're opening one for somebody else.

Your no could be somebody else's yes.

Because at GoodShip*, we give a ship*.

And that has to mean something.