Month 1:In month 1, we identified during our initial audit that HR challenges and lawsuits had eroded employee trust. Our team immediately upon starting the engagement, identified and hired a key individual who could take on customer operations and HR for the company, with the idea of transitioning this individual into a COO/Integrator role within 6 months.
Results:This key individual had extensive experience in HR and we were able to hit the ground running with them at the helm. This individual (in line for COO integrator) was able to serve as a key leadership team member covering multiple leadership seats. Together, we quickly developed functions, people in roles and processes needed to make the company work.
Our engagement started by establishing a clear vision on what the CEO wanted to accomplish within the next year (revenue, profit, and what the business would look like in a year). We also identified how to best re-organize leadership roles and responsibilities in order to achieve maximum results. This was accomplished through an evaluation of the existing team members, determining how they may be best suited for each role and then shifting these people into better fitted roles that aligned with our one year vision and strategy. We also built a hiring strategy and recruited new candidates for other leadership roles that were created.
Immediate, measurable progress was achieved in the first 30 days and the CEO was thrilled with what we accomplished. These improvements allowed the CEO to reclaim his role as visionary and lead the company instead of juggling multiple different roles and responsibilities. Work was now delegated to the correct individuals, taking off much stress and frustration and this allowed the CEO to accomplish one of his major goals: buy back 100% of his company.
With a large amount of capital already raised, our team had to move quickly to develop a sustainable growth plan. In month 1, we created our strategy wireframe/VTO. Using the strategy and goals set out in the VTO as our north star, our team completed a full 30-day audit, interviewing the leadership team and what functions, leaders and support team members accomplish the newly defined goals. We quickly identified leadership gaps in Sales & Marketing, Customer Service, IT, and Engineering, functions that were virtually non-existent. The CFO was the sole individual responsible for financials and operating in a tactical capacity. The company financials were run on spreadsheets and key metrics were not tracked correctly to give full transparency to investors and stakeholders.
During the first 60-days, we were able to clean up operational issues and calibrate hiring and operations for scale. We hired an engineering leader and began hiring key individuals on the engineering team in an effort to quickly build out the technology needed to expand the company. We also worked closely with the CFO with high involvement from the leadership to start building out a budget and financial review process to create visibility for investors. With the Visionary’s assistance, our team successfully shifted the former Integrator into their previous technical role and carved out roles and responsibilities for Ginny Wood, the fractional COO. After this was completed, we turned our sights on the biggest company rock/high impact project for the quarter.