What We Do

What is the most important issue you and your business face? We see the following issues across our client base:

• Personnel issues: How do we find, hire, and retain the best employees?

• Transition issues: I am ready to retire soon. What should I do with the business? Pass it to my kids? Sell it; whether to an insider or to a third party? How do I prepare for this?

• Growth issues: I want the company to expand. How do I do this in the face of competition, financial constraints, and the recession?

We have answers to every one of these questions that will allow you to maximize your outcome.

One of the biggest challenges chief executives of high growth companies face is the quality of the executive team. This is the case whether you are a $5 million company or a $5 billion company.

Executive Advisory groups are designed to cross train your team and create a broader awareness of what it takes to succeed as an executive and a company. The result is a well aligned your team working together in support of your corporate goals.

Executive Advisory group members also have access to one-on-one coaching, training resources, and live, world-class speakers on topics important to the company.

Like any human endeavor, business has its superstars and those who are not. We train you to be superstars.

Chief executives who are at the top of their game excel in the three most important areas of a business: revenue growth, profitability, and culture. Think of these areas as representing a company’s strength, its efficiency, and its sustainability.

We work with chief executives on all three areas to refine their skill set and to learn how to apply their talents to their businesses and create a culture of excellence throughout the organization. 

You cannot manage what you do not measure.

You do not have to be a stat geek to appreciate that benchmarking your company’s financial performance is an important component to business growth. Your company is unique, and defining financial metrics should be done with a combination of objective and subjective measures. In addition, companies in the process of major changes due to growth targets, leadership transitions, economic headwinds, or other factors, need to integrate those factors into a reasonable picture of future financial expectations and performance.