Build a business that performs better.

Company’s been in business for six years. Primary revenue stream was consulting at the time, and then in 2017, we did pivot to building out a very mature marketing organization. So, I’m a consultant, but mainly a financial seller at heart. And so when our delivery teams actually told me we had to stop doing business development—we had to put that on pause—that just doesn’t, it crosses my wires.

Everything was so unorganized. Our communication was not streamlined.

And I started thinking about literally those core concepts of, okay, people, processes, and tools.

When we first started this people, processes, and tools, I put together essentially a document that showed agency costs. And as I was doing that, I realized that my realization for employees is just a guess. You know, our leadership really took on 90% of the, of the business processes and, and execution, and we weren’t using our executional resources to their best.

From my perspective, I had a goal of, I needed visibility. I needed increased visibility for business decision-making. I’d say the key things that I wanted to take away from Britt was, I wanted correct visibility into utilization and realization. We started with such a, a core group of, of Swiss Army knives that all of a sudden the business started demanding leadership.

I was essentially in the day-to-day doing execution, so I really had no, no time essentially to put together the tools, you know, get our project management software up to, up to speed.

And essentially, when you start to grow out teams underneath your leaders, you need, you need that leader to be a coach and a mentor.

And Britt came in, hit the ground running, pulled me out immediately, and kind of steered me in the right direction of how to set these up. And not just, "Here’s how to do it," but let’s dive deep into your organization and figure out the best way to do it, and the best processes to do it.

You know, the only tension that I, that I potentially felt was making sure that we were on the same page, and that our strengths were benefiting each other. I know that Britt’s passion is absolutely process-oriented around revenue. Mine is cram the pipe, right? It’s like, I’ll just cram the pipe, and then somebody will like Michael take it and make and deliver it, you know, make sure delivery gets done.

The very first meeting with Britt, he put that at ease, and said essentially that, "We’re going to do a lot of little things that are really easy, and it is going to change the path of your organization." And he did it. I think some of the leadership will have a better work-life balance, and some of the younger people on our team will be enabled to learn more from that leadership team, which is truly a huge goal of ours.

Really, we needed to have this foundation set for us to be able to deliver on all the promises.

During this engagement, our revenue projections just kind of grew as we realized what we were capable of. You know, we’ve always done a pie in the sky 20% growth year-over-year. So that’s what we did this year. Britt came in and it’s going to probably be more like 30, 35% now.

Biggest impact for me was making sure the leadership was a leadership team, and that they were able to grow our executional resources so that we can grow with our clients.

So in the end, what Britt really helped us do was help us realize our vision of growing our people, growing our team, and really providing those business outcomes for our clients.