Change is the only thing you can plan on at a high-growth startup. No matter how carefully you plot a long-term trajectory, you'll invariably be presented with some surprise scenario that makes adjustments invaluable.

Although a solid long-term vision is required for early-stage growth, hyper-growth is only possible by having the flexibility to swiftly respond to new opportunities. At Ultra Mobile, a mobile service provider I co-founded, our ability to take advantage of unforeseen prospects has been instrumental in achieving $100 million in annual revenues in just two years.

Instead of seeking reasons to reject opportunities outright, assume it will work and focus on how to effectively implement it. Do this and you'll develop innovative strategies not considered during your business's initial planning phase and be able to capitalize on opportunities where larger competitors are too slow to strike.

In one instance, we were able to secure a coveted contract with a carrier partner by saying "yes." On the surface, the contract's rates were not particularly attractive but, by being flexible, we negotiated volume-based discounts that made everyone happy.

Most importantly, having a reputation for saying yes means potential business partners know that any proposal they might present will be given serious thought. When you start with yes, opportunities will find you.

"Yes, let's try this on."

In the early days, I'd bring our entire leadership team to meet with potential business partners at trade events. Although it's uncommon for key decision-makers to attend introductory meetings, this helped open doors to major deals we would, otherwise, never have accessed.

While having our entire C-suite attend every new business meeting is too difficult today, I still aim to have at least a few key players at every table to "try on" whatever new ideas are presented without delay.

With prospective partners in the room, having someone with deep understanding of your organization present means being able to kick around ideas such as whether the IT department can handle adding on a new customer base or if the field team can support a new product being proposed.

If we find a solution that works for both sides, having decision-makers present also means you can make a deal or implement a new idea on the spot.

Companies we work with love this because they know that, if they bring along senior leaders, they can count on getting more business done in a few hours than they might with a competitor over several months.

"Yes, but will it really work?"

However, you can't just give an unqualified "yes" to every opportunity that comes along. To filter ideas that just won't fit and avoid slowing down operations, it's pertinent to have a fast and inexpensive mechanism for saying "no."

It's vital to have someone on your team who can eliminate ideas only worth brief consideration. Having a highly technical and savvy team member who can vet the big opportunities being considered and catch glaring flaws that make them completely unworkable early on will save you time while making sure amazing opportunities aren't missed.

It's also extremely productive to hold weekly meetings for senior leadership regarding everything they've said yes to during the previous week. This process pushes executives to share ideas and collectively vet each new development opportunity under consideration.

Even when an idea doesn't pan out, having a team to provide a 360-degree view of your company's goals means you can combine aspects from failed concepts to generate new strategies that do work.

Additionally, pulling in ideas from the outside means keeping your team on top of the latest trends in your industry.

"Yes, let's start today."

Given the value it's provided our team, I'd like to challenge other entrepreneurs to try the "Say Yes" philosophy for 30 days. By creating a hyper-flexible culture of saying yes, you encourage a mentality that impacts decisions at every level of your business and provides a stronger position for achieving hyper-growth.

This means building out infrastructure to be scalable and easily changeable when necessary, and hiring creative, entrepreneurial employees who can dive into completely new projects at a moment's notice.

From your people, to your process, to your technology, everything inside your company should be designed to allow as many yeses as possible.

The vast majority of our success over the past four years has not come from the original plans we drew up for our business -- it's come from capitalizing on exciting new ideas that popped up along the way.

Looking back, every one of these opportunities has one important thing in common: They all started with a yes.