Ideal Clients & Engagements Detail

  • Start Ups & Early Stage

  • Managed Growth & Mature

  • Exit & Succession

  • Creating the “Fit” That Works For You

It’s obvious that owners and CEO’s are not all the same. They have different strengths, personalities, and preferences. It’s less obvious that COO’s shouldn’t be, and aren’t the same. Research shows that owners, presidents, or CEO’s hire and value COO’s for not one but several partnership roles depending on their strengths and preferences, including executor, change agent, partner, mentor, or compliment to their leadership. I work with owners to determine and fulfill the relationship and role they need or prefer.

Research also indicates effective operation is dependent on both effective leadership and financial management. My scope extends to both areas. To leadership, to ensure the business is equipped with the necessary leadership-based assets, such as exit strategy, mission, vision, and business strategy or model that provide context, direction, and purpose to attract and inspire the employees, providers, partners, allies, and customers necessary to make a business successful.

And to finance, to ensure the business is equipped with necessary financial processes and assets, including key financial objectives, modeling, budgeting, forecasting, and relevant, timely reporting of results to fuel effective analysis, evaluation, and decision-making.

Start Ups & Early Stage

A start-up or early stage business presents unique challenges for owners. Often, they must work on and in their businesses. For many entrepreneurs, they may not have the time or the leadership and management education or experience to be as effective as they want or need to be. At the same time, they may not be in a position to hire full-time help.

Potential DMS role:

  • Executor, to focus on executing and managing development of foundational concepts and processes, and day-to-day activities that are critical to early success.
  • Mentor, to help develop both the less experienced owner and their young business.
  • Partner, for those owners who work best with a partner.
  • Compliment to Owner’s experience, style, knowledge base, aptitude, or preferences.

Potential DMS services:

  • Assist owners with Mission, Vision, & Values (statements) development
  • Develop strategy & plan
  • Financial modeling, budgeting, analysis & reporting.
  • Organizational Design & Development
  • Performance & Compensation Management Development
  • Best Practices Development
  • Leadership & management development
  • Recruitment planning and execution
  • Effective Delegation, Time Management, Meeting Management development

Managed Growth Phase & Mature

When businesses transition from start-up to managed-growth stage, the needs of the organization and of the owner change. What worked during start-up may be ineffective or counterproductive. Business can stall or experience inconsistency. Owners and leaders can still be stuck both working on and in the business, neither to required effectiveness. And before they know it, owners often find themselves being run by their business, spending too much time and effort on low-value activities that can be characterized as:

  • Not having a measurably positive impact on what is done, how it is done, or financial results.
  • Not enjoying their role
  • Not being qualified for some aspects of leadership or management
  • Not doing what is most valuable for themselves or the business.
  • Perpetuating the status quo, dealing with symptoms and short-term solutions rather than addressing and solving big problems or capitalizing on meaningful opportunities.
  • Constantly reacting to problems, conflicts and crises
  • Reacting to and rationalizing the status quo as standard operating procedure
  • Not finding the time or money to recruit proven leadership or management help.

Potential DMS role:

  • Change agent with a new, external perspective to identify and manage a new initiative (problem solving, improvement, new opportunity) that will make measurable positive impact.
  • Executor, to focus on executing and managing development of foundational concepts and processes, and day-to-day activities that are critical to early success.
  • Partner, for those owners who work best with a partner.
  • Compliment to Owner’s experience, style, knowledge base, aptitude, or preferences.

Potential DMS services:

  • Strategy and planning review & revision.
  • Increased Financial expertise, capability, capacity of existing finance/accounting with integrated ops/finance expertise and ability.
  • Increase Operational and functional leadership/management expertise (marketing, sales, product/service design, development, delivery, support, project and client management) to energize and improve status quo.

Exit or Succession

There comes that time when the owner wants to move on or exit their business. If they don’t want to close it, they will want to optimize it, maximize its value and future potential, maximize their payback or ROI, and leave it in as good or better hands.

Potential DMS role:

  • Executor, to focus on executing and managing development of foundational concepts and processes, and day-to-day activities that are critical to early success.
  • Mentor, develop and prepare new leadership and management.

Potential DMS services:

  • Maximize productivity, profitability, and company value to maximize existing business value (improve valuation metrics) to maximize exit payback and ROI.
  • Process improvement, expense reduction, maximize return on expenses, asset management to maximize asset value, and debt reduction.

Creating The “Fit” That Works For You

  • Part-time, working at a customized level that fits, to support owners and their team at just the level and manner they want.
  • Temporary (Interim, Project, Change Management), supporting owners on those specific but game-changing initiatives that need or benefit from additional or outside expertise.
  • Full-time (and ongoing), if full-time and ongoing is most productive and beneficial.
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