64% of companies with a customer-focused ceo believe they are more profitable than their competitors
Even in the face of intense scrutiny and the 360° weight of leading a multi-million-dollar company. . . you must remain focused on your customers, engaging with your employees, and a visionary for your company.
Where do you turn for fresh insight?
When you are in a position of great power, having a confidential trusted ally can significantly impact your ability to consistently pivot with sound insight.
- someone with experience who sees you and your company from a holistic objective perspective
- someone who can provide confidential guidance, encouragement, and accountability
- someone strong enough to hold space for the load, bold enough to speak hard truths… and confident enough to push you to your best
Our executive advisors can help you maximize your capacity to manage the challenges of being the CEO as your company soars to new heights.
We primarily work with CEO’s in 3 business growth stages (which have little to do with your length of time in operation).
Your content goes here. Edit or remove this text inline or in the module Content settings. You can also style every aspect of this content in the module Design settings and even apply custom CSS to this text in the module Advanced settings.
To scale-up your business into a profitable sustainable company.
At this stage, your company has a profitable model. Your business is developing, gaining new opportunities, attracting more customers, retaining existing customers, and has workable processes in place. However, you are stretched between dealing with customers, focusing on competitors, managing continuously increasing profits, and accommodating your employees.
To decrease stress, you need formal processes and systems to manage the sales and customer base that has outgrown your current business structure.
To increase freedom, you need to delegate the growth and development of your business to an effective management team.
To balance rapid expansion with meeting customer demands.
This stage is marked by rapid year-over-year growth and a solid core of employees who are trained and loyal. Both operational and strategic planning are being done and your systems are more refined and extensive. You and the business have become reasonably separate, but the company is still dominated by your presence and possibly investor control.
To adapt to the changing environment and stave off competition, you must adopt new policies, procedures, and formal systems, and focus on constantly improving products, service models, and business functions.
To further expand the company, you must prepare your key managers to competently handle the challenges of a growing and complex business environment – without relying on you.
To earn a larger market share and discover new channels of profitable revenue generation.
You have successfully scaled your business, done the strategic planning, developed a talented management team, and separated both financial and operational ownership from the company – your major concern is expanding to new markets and distribution channels.
However, you face the major risk of stagnation characterized by ignorance of innovation and sustainability in the development process.
To combat risks of expansion, you need to be adaptive – anticipating and affecting changes in the market.
To decide whether to expand the company or sell and move on, you must determine your expectations: Do you want to put in the time, money, energy, and effort to expand? Are you ready to quit and leave the business?