Plain Talk about Exiting Your Business: The Needs Gap and the Value Gap

[Editor's Note: There is a lot of misinformation about the state of the market for lower middle market ($10M to $200M in revenue) companies looking to sell - either now or sometime in the next few years. I asked some of our clients to provide questions that are on their minds. Answers have been provided by private equity firms, intermediaries/investment bankers, business owners, and commercial bankers.

 

While fast-growing, well-managed companies are being sold at record prices, this article addresses a problem for many companies looking to sell - How to address a "value gap" or "needs gap" that has developed between the current market value of their business and the amount they need or expect to get from a sale. If you have any questions about this information or a question that we did not answer in the following, please do not hesitate to contact us.        -dpm]

 

Question: How do I determine if my company has a value gap or needs gap?

Answer:

What many companies looking to sell are experiencing is called a "value gap" or "needs gap." This means that the company as it is performing or configured today will not achieve the sales price in the current market that it would have earlier. This gap is the difference in value between then and now.

 

Question: How do I know the current value of my company?

Answer:

We suggest to our clients that they contact a reputable investment bank or M&A intermediary who can estimate a market valuation range for your business. This market valuation is very different than a valuation that an organization might do for estate planning or tax purposes. An M&A intermediary will value your company based on the current market for companies of similar size, industry, performance, and growth. A common mistake that owners make is comparing their company to the valuations of large publicly-traded companies in their industry. The truth is that large companies trade at higher valuation multiples - sometimes much larger multiples - because risk is generally perceived as significantly lower than with smaller companies. An M&A intermediary or investment banker can determine the appropriate market valuation range for your business.

 

Question: OK, so now I know the estimated value range for the business. Now what?

Answer:

Once a business owner knows the estimated value of the company, it's time to figure out how much the owner gets to keep and to determine if that's enough. Consulting with a competent tax accountant, you can calculate the net proceeds which is the estimated gross value of the business less the legal, accounting, and intermediary costs to sell the business, less the tax bite that Uncle Sam may take. [Many times, there are built-in gains in the business that may make that tax bite significant - and your accountant and wealth management professional may be able to suggest ways to mitigate this BEFORE you sell.] Once you've determined the net proceeds, it's time to review this with your wealth management professional to determine how you might invest the proceeds to see if you will be able to support the lifestyle you expect.

 

Question: What if it's not enough?

Answer:

Then you and your wealth management professional must determine how much you do need. The Mead Consulting Group then helps clients develop a strategic growth and execution plan for the business, with specific steps necessary to achieve an increase in valuation in order to meet the owner's needs.

 

Question: Is that the needs gap?

Answer:

Yes. It is the difference between what an owner may need from the net proceeds of the company and what it's currently worth.

 

Question: Then what is the value gap?

Answer:

The value gap typically occurs when a company's performance slips. A company may have had a valuation of $1,000 in early 2022, based on certain performance projections for growth of revenue and cash flow. If the company has failed to meet those projections for 2023, it may now only have a valuation of $700. The difference between the previously "expected" value and the current market value is the value gap. The gap may actually widen if buyers begin to suspect that the business may have additional unknown risk. It is an uncomfortable place for all parties and typically the company is taken off the market.

 

Question: So, what happens with a needs or value gap? Am I stuck staying with the business?

Answer:

Please note that in some cases, it may not be possible for a business to grow sufficiently to add enough value to meet an owner's needs, due to an aging industry, product obsolescence, etc. If that's the case, however, business owners tell us they would rather know that as soon as possible so they can possibly take other steps.

However, we have been pleasantly surprised over the years at how many businesses can achieve their needs with a good plan and great execution. Many businesses become a "lifestyle" business over the years, supporting the income needs of the owner. As a lifestyle business, many companies are worth more to the owner than to a prospective buyer looking for a return on investment. By focusing on the primary drivers of value for the buyer, a business can be transformed into a much more valuable entity.

 

Question: What are the drivers of value for the buyer?

Answer:

What are buyers looking for? It comes down to four things:

1. History of revenue and profit growth

2. Strong cash flow or EBITDA

3. Strong management

4. Opportunities for growth

In order to get the best price, you must be able to present a company that the buyer can see will bring them a reasonable return on their investment. That means the business must have the potential to grow and have management that is knowledgeable in the industry that will help them grow the business. For more detail see "Prepare your company to be bought."

 

Question: Does that mean that businesses that don't have the four value drivers won't sell?

Answer:

No, but what is true is that flat businesses, or those with an inconsistent history, are less desirable and therefore are typically "discounted" by buyers. Businesses without the four drivers have a higher risk of not meeting the desired investment return. Simply stated - higher risk means a lower price.

What is happening in today's market is that buyers are being more selective, and those companies perceived as "less desirable" are either not sold because banks will not provide debt financing, or they are being deeply discounted.

 

Question: How long does it take a company to transform from a lifestyle business to a value business?

Answer: That depends on a number of factors. Based on the dozens and dozens of companies Mead Consulting has worked with, we would say it comes down to 12/24/36. That's 12 months, 24 months, or 36 months. We have found that by focusing company management on the key drivers, an organization can be ready to go to the market in as little as 12 months, but more typically it's 24 or 36 months. See "Maximizing Company Value at Exit."

We assist a company with direction and resources, but a lot depends on the commitment and discipline of the owner and management team. We tell business owners that there is no magic button to push - it's hard work. But, most successful owners agree that it's worth it. Many times, we can accelerate the process by helping the owner stay focused and hold himself/herself and the management team accountable for progress.

 

Question: How much progress can a company make (over 12/24/36)?

Answer:

We've seen companies with needs gaps improve valuation by as much as 500% over 36 months. An example is a $50M revenue client company that had a 16X IMPROVEMENT IN EBITDA over a 36-month period. Another more recent client valued at $16M sold for $80M three years later. While these situations are possible, it is more typical to see improvements in value of 30% - 50%.

 

Question: As a business owner, what should I be doing?

Answer: Act Now! While this is currently not a Sellers' Market, start today to work on preparing your business to meet the four value drivers so that as the market changes in 2024, you can be well-prepared to maximize value.

 

For more information, also see "Common misconceptions about selling a business" 

________________________________________________

We can help.  The Mead Consulting Group has helped dozens of clients prepare for successful sales transactions ranging from $15M to $350M in transaction value. We help companies increase the value of their businesses leading up to a transaction, minimize the things that cause potential buyers to discount the price, prepare to best position the company, and assist the owners in building a transaction team. Check out our website for descriptions of some client success stories.

If you would like to discuss how we might help your company begin the process of adding value, please contact us for a free consultation.

Best regards,

Dave Mead      

Ten Deadly Sins of CEOs and Business Owners¹

[Editor's Note: Being the CEO or business owner can be a lonely job. It is important to get good feedback so that you can keep a balanced perspective. Below are just ten of the deadly sins that can be committed by the guy or gal at the top. I have been at the top or owner of seven companies - and I know it's not always easy to see yourself clearly. This is a reprint of a previous Issue for Growth. I think it still holds true. As always, we welcome your comments. - dpm]

                                                                                                                                      

Talking Too Much. You never learn by talking, but some CEOs imagine the world to be in desperate need of their constant wisdom. It is a rare subordinate who will risk stifling a CEO. Be inquisitive, ask questions, and listen at least 75% of the time.

Goals Are Too Aggressive. It is wonderful to have a BHOG (Big Hairy Audacious Goal) or vision. It's another to develop overly aggressive goals on a routine basis. Unrealistic goals "demotivate," especially when compensation is involved. One CEO expected his company to continue its 30 percent annual growth rate, not appreciating that with a larger base and a rapidly maturing market their era of high growth in that market had to end. The result: discouraged managers.

When Personal Power Building is More Important than Value Building. Some CEOs tend to make decisions that enhance their scope and influence, even at the expense of increasing shareholder value. This can be paradoxically true even when the CEO is a large shareholder or the business owner. Dr Robert Kuhn puts it this way: "I want a CEO whose greed exceeds his ego. Good CEOs and business owners should be motivated more by amassing wealth for their shareholders rather than by building empires for themselves."

Not Respecting or Recognizing the Ideas of Others. CEOs and business owners can be egotistical. Highly successful almost by definition, many CEOs would seem to have every right to be self-impressed. However, when you hold the top spot, puffing yourself up at the expense of subordinates impedes the organization. You benefit when your people are encouraged and empowered to generate novel ideas. Recognition of these good ideas breeds more ideas.

Not Focusing on Accountability and Execution. Some CEOs and business owners love new ideas, programs, and initiatives. They introduce change for the sake of change. One company we looked at had seventeen (17) major initiatives for an upcoming year. Focusing on a executing well on a few carefully selected strategies, developing clear objectives, and holding managers accountable, can be the difference to success.

Managing by Summaries.  A CEO should perceive the world as it truly is; if cluttered and chaotic, so be it. When information is always "high level," predigested by staffers, a CEO may perceive an artificial world, a virtual reality as it were, of cleanly manicured lawns. Most CEOs have great instincts about their businesses, and such instincts should be nourished by raw data, like, for example, call reports of customers.

Falling in Love. When you sit in the corner office, follow your head not your heart. Every business must have a strategic or financial purpose, and if a business happens to make you feel good that's fine as long as your emotional attachment doesn't interfere with your rational decision-making. CEOs are notoriously vulnerable when making acquisitions.

Feeling Invincible. CEOs must have superb track records-some are almost unblemished -so they have a proclivity to imagine themselves as invulnerable. The natural corollary is a robust confidence, even if subconscious, that past success assures future success. I can't tell you how many dozens of CEOs I've seen who refused to sell their companies at what would turn out to be, in hindsight, their peak market values, simply because they were convinced that tomorrow's prospects would mimic yesterday's triumphs. Looking backward and looking forward, a humble, healthy respect for the subtleties of serendipity is the beginning of wisdom.

Halo Hiring. In some organizations, many of the senior executives look like the CEO. I mean this quite literally and it can be very funny. Not just obvious characteristics like gender and race, but also personal traits like size and stature, political philosophy, sporting interests, demeanor, even style of dress. In a globalized world where customers and suppliers may be very different kinds of people, it is not wise for the executives of a company to be homogenous, and hence, uniform in their thinking.

Managing with Averages. Beware of Averages.  Averages can deceive. For example, assume that, in a pharmaceutical company, prices are declining for one-half of the drugs and increasing for the other half; the fact that the average price of all drugs has remained steady is worse than meaningless information. Strategies for drugs that kept prices steady might not work at all with those whose prices were decreasing or increasing. The same is true for net profitability on an individual customer basis. Averages hide meaningful information. The information extremes or "skew" is your friend.

We can help. At The Mead Consulting Group, We work with many clients as Strategic Business Coaches. As coaches, we can help CEOs and Business Owners avoid the ten deadly sins and help them to keep focused on the prize - better business outcomes.

Check out our website for descriptions of some client success stories.

If you would like to discuss how we might help your company begin the process of adding value and moving your company to the next level of performance, please contact us for a free consultation.

Strategic Planning is fundamental to a company's success. But, do you have a plan that your company can really execute?

Where strategic plans go to die. At an initial strategic planning kick-off session for a client company, the senior vice president of marketing spoke up: "I've been through these strategic planning processes before at other companies. Over the course of several months, our management team would spend several days together. We put together a fantastic looking plan, then it would sit on the shelf and it was never looked at again."

I looked the seasoned executive in the eye and offered this challenge: "It's obvious to me that the CEO and management team at those companies may never have been truly committed to executing the strategic plan in the first place." 

"Oh, but we were!" he replied. "We just never converted the great strategic dialogue and consensus into strategic actions. Then we got so buried in our day-to-day duties that we never took the time to focus on executing the plan."

 

A good plan well executed is better than an excellent plan poorly executed.

The point is clear. To receive value for the time and money invested in strategic planning, you must employ a well-defined continuous process, execute strategic actions and routinely update and refresh your plan.

 

Four key checkpoints

The key to securing this value is a CEO and an executive team disciplined enough to ensure that the organization stays focused on plan execution. Value exists in the strategic process of analyzing current strategic direction and determining future strategic focus. However, this value is greatly reduced without commitment and focus to implement the plan.

 

Four key checkpoints can ensure that you place adequate focus on strategic plan execution during the planning and development process.

 

CEO commitment from the outset

The first checkpoint: determine whether the CEO and management team are truly committed not only to developing the strategic plan, but also focusing resources on executing the strategic plan. Commitment to execution is particularly challenging for entrepreneurial-minded CEOs of closely held companies who tend to be very opportunistic. These CEOs often view the strategic plan process as limiting their ability to "jump at good opportunities." In other cases, significant company-based issues may exist that must be resolved before the CEO and management team can focus on strategic plan development and execution. Regardless, it's critical at the outset that the organization challenge itself to ensure that it is truly committed to strategic plan execution and follow-through.

 

Validate your plans with the market

Just because you decide on a sexy new strategy does not necessarily mean that your company can be successful implementing it. It is important that you understand how customers and prospects perceive your company and that you have an honest appraisal of your strengths, weaknesses, and core competencies. Suppose the strategic planning team at Kmart were to decide to that they needed to adopt a strategy to become a high price/high service retailer like Nordstrom. Do you really think the market would accept that from Kmart?

 

Translating strategic direction to strategic action plans

Before preparing to initiate the strategic planning process, strategic planners often ask CEOs to produce a copy of their most recent strategic plan. Usually, a direct correlation exists between how long it took the CEO to find the document and whether the strategic plan included clearly defined strategic action steps.

Many strategic plans assess the current company situation, market, industry and competitive environment. These plans may also provide a clear strategic framework for the company. However, they often fall short in translating defined strategic direction into strategic actions. Without clear strategic actions that identify who's responsible, metrics and deadlines, it will be difficult, if not impossible, to achieve your goals.

 

Implementing a process for strategic plan follow-up and execution

More sophisticated organizations may implement integrated strategic execution processes. For example, the "Balanced Scorecard Approach" builds the strategic plan around key business success drivers. It links measurable corporate and business unit goals and related strategies with the performance management system. And it builds regular plan execution reporting into the process. However, some companies may not believe they have the resources to develop and implement an integrated approach. If you fall into this group, consider the following options:

• Hold quarterly planning update sessions to review status against plan.
• At key manager or board meetings, create a standard agenda item that requires some discussion/review of the strategic plan.
• Report and update employees on major elements of the strategic plan. A commitment to employee communication will keep execution of strategic initiatives top-of-mind with the management team.
• Assign a key member of the planning team to help the CEO keep execution of strategic initiatives foremost on the management team's priorities.
• Create opportunities through strategic assessment tools that force the organization to periodically review results and performance against key strategic objectives (e.g., benchmarking, customer satisfaction surveys, etc.).

A valuable asset to any organization

A continual strategic planning process can be tremendously valuable to any organization. However, its ultimate value is significantly reduced if there's a lack of commitment and focus on implementing the plan. Make certain that you can execute your plans in order to get the real benefits.

We can help. This is the time to do strategic Planning for 2024-25. The Mead Consulting Group has been helping companies develop and execute focused Strategic Growth & Execution plans for many years. Check out our website for descriptions of some client success stories.

If you would like to discuss how we might help your company begin the process of adding value and moving your company to the next level of performance, please contact us for a free consultation.

Best regards,

Dave Mead      

The Need for Focus

[Editor's Note: Over the years we have found that the strategic planning processes for companies in the middle market vary widely and some are counterproductive. There are some common issues that are listed in this article. Do you recognize any of them? -dpm]

Too many strategies and initiatives

Often we see plans that have numerous strategies and initiatives. In one $60M revenue company, there were 17 major initiatives and strategies - so many that all of them couldn't be listed on an 11x14 sheet. When we asked the senior managers to list the top 3 priorities, we got a different answer from each of the managers. An organization can't tackle that many priorities at once. Not surprisingly, this organization had a history of not completing projects. 

Shiny Rocks - moving quickly from one idea to another                              

Sometimes the CEO has one great idea after another and overwhelms the team by abandoning one strategy or initiative to move to another. In these companies, strategies are never fully executed. There becomes a tendency for employees to just duck their heads down and wait for the current "new project" to blow over. There is little commitment to the "strategy du jour." These companies have flurries of activity, yet few accomplishments.  

No "what we are not going to do now" list

As important to narrow the focus of a company's strategic priorities, it is important to develop of list of things that the organization won't do. This is the most difficult task for companies. No one wants to move worthy projects or initiatives to this list. However, if an organization is to accomplish the top priorities, the others must be tabled - at least for the current cycle.  

No agreement on the priorities 

In some organizations, the plans are developed but there is no agreement among key functions and managers about the priorities. These organizations fail to mobilize to necessary resources to execute well.

Developing strategies that the organization cannot execute well

Many organizations develop strategies that either the market won't accept, or that the company does not have - nor can get - the resources or talent required to execute. I tell a story (somewhat tongue in cheek) about a mythical meeting at Kmart where some manager recommends a strategy to emulate the Nordstrom model. No matter how much money is spent, there is no way the market will accept Kmart adopting a Nordstrom model.

The Power of three 

We believe that for lower middle market companies, there should be no more than three major strategies undertaken in a planning cycle. When companies execute two of these strategies +well, they will be very successful.

What are your thoughts? Is your organization as focused as it should be?

We can help. The Mead Consulting Group has been helping companies develop and execute focused Strategic Growth & Execution plans for many years. Check out our website for descriptions of some client success stories.

If you would like to discuss how we might help your company begin the process of adding value and moving your company to the next level of performance, please contact us for a free consultation.

Lessons My Mother Taught Me

As we approach Mother’s Day, I am preoccupied with thoughts about my mother. While Mom passed away over 20 years ago, not a day goes by that I do not actively think about the lessons I learned from her. While my mother was not a business person, she was the best manager I ever met. While raising six children she was able to maintain a myriad of interests – from potting and ceramics, to becoming a world-renowned hybridizer of daylilies. 

Here are some of the lessons in no particular order – and if you knew my mother, you’d know it certainly is not a comprehensive list.

•     Always leave it better than you found it - make a difference
•     Treat others the way you want to be treated
•     Never ever give up
•     The Lord helps those who help themselves
•     If you keep your mouth open long enough, something unfortunate will come out   
•    Do your best and, if you keep trying, you’ll be the best
•     Do the important things first … and the less important will take care of themselves
•     Do what you know is right
•     Birds of a feather flock together
•    You are judged by the company you keep
•     There are no boring jobs, only boring people
•     Always do more than is expected
•     Never let a “wrong” go unaddressed
•     Learn something new every day
•     If you teach a person to fish, he’ll never be hungry

Feel free to comment on your experience.

Happy Mother's Day to all the Moms!

Best regards,

Dave Mead      

Benefits of a Strategic Business Coach (Why you may need one more now than ever)

 [Editor's Note: In these uncertain times, business and personal decision-making is very difficult for CEOs and senior leaders. We can never predict the future, yet we must make the best possible decisions, maintain a positive culture, and be adaptable and agile to changing conditions. This is especially true in the current uncertain environment of inflation, labor shortages, and supply chain issues. I hope you find the following article useful about the importance of strategic coaching.      - dpm]

We have been doing strategic business coaching for many years.

For many years, helping company leaders execute and grow as leaders has been a core part of our DNA. Our entire consulting practice is built around helping companies reach the next level - helping them to get results. Leadership, communication, strategic thinking, setting priorities, motivation, team development, alignment, accountability, and personal development are all part of the process. These are developed through close interaction with our clients’ leaders. We refer to it as CEO coaching or strategic coaching, but in truth, many times it involves the entire senior team.

 

My personal education with a strategic business coach. 

A recent conversation with a client brought back to mind my personal situation - when I was thrust into the CEO role by the death of the Founder. My best strategic coach was one of the Board members who took me under his wing. I was 27 and he was 73. He had lived quite a life, from growing and selling businesses to failed partnerships, lawsuits, large acquisitions, employee issues. He had forgotten more than most people ever experience. He was an irascible cuss and didn't suffer any fools. I was able to leverage his failures and successes and his incredible perspective. He helped me achieve my personal and business goals and made sure I was prepared for almost any situation that came my way. He also reinforced the importance of learning from mistakes. He was the person who helped me understand the importance of developing and focusing on strategic plans that can actually be executed.

 Benefits of a Strategic Business Coach

                           · You gain a needed confidante

· Strategic Business coaches force you outside your comfort zone

· You get personal attention from someone who knows your business.

· You hear the hard truth - that people inside your company sometimes won't share.

· You get objective, unbiased opinions.

· You learn how to turn your ideas into reality... Or hear why you are chasing too many shiny objects and need to focus

· You are held accountable for getting important things done - focus on strategic issues not what shade of mauve the office furniture will be.

· You get exposed to a huge external network

· You gain confidence in your decisions and actions.

 

Why Pick Mead Consulting for a Strategic Business Coach for your lower middle market business:

·         Experience – We’ve been in your shoes - Not only have we each grown multiple businesses, but we have been coaching business leaders like you across many companies for more than two decades.

·        Lower Middle Market Focus – we understand the issues unique to growing and scaling businesses of this size.

·        Strategy – we have proven strategies that work; we help you focus on the strategies that matter

·       Accountability – we hold you accountable to accomplish the desired results we outline together

 

If you want more information about how we help CEOs and business leaders continue to grow and accomplish their goals, please contact me

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The Mead Consulting Group helps dozens of companies and organizations -like yours - every year with both strategic planning & execution, and strategic business coaching. These processes have helped our clients consistently outperform their competition.

 If you would like to discuss your situation, please contact me to set up a complimentary meeting. David Mead at (303)660-8135 or meaddp@meadconsultinggroup.com

 Remember - our consultants have been experienced business owners, CEOs and senior executives who have been in your shoes. Our consultants have all been through uncertain economic times before – many including periods of inflation - and can help you best position your company to thrive through these next years.

 

The Continuing Quest for Accountability Part IV - Top 5 Accountability Pitfalls

[Editor's Note: True Accountability can be the biggest impediment to strong results in a company. In Parts I and II in this series , we asked the questions: "Is a Lack of Accountability a Problem in My Organization?" and "Am I Part of the Accountability Problem in My Company?" In Part III, we addressed "Starting Down the Path to Greater Accountability"  In this issue, we outline the top 5 accountability pitfalls that can kill company performance. I hope you find this useful. -dpm]

The Continuing Quest for Accountability - Part IV

Top 5 Accountability Pitfalls

When people are held accountable - to themselves and their stakeholders - good things get done. According to Steve Tobak of Moneywatch, here are the top five "accountability" pitfalls that business leaders and executives typically experience. Some of them don't even appear to be accountability-related on the surface, which is why they're so insidious. If you want a high-performance management team, make sure you avoid them:

Unclear responsibility. Misalignment of Goals. This is probably the most common pitfall. Show me an organization and I'll show you managers with misaligned goals and vague responsibility. Two people shouldn't have exactly the same functional responsibility or own the same goal. If you do that, you're asking for things to fall in the crack. That doesn't preclude "matrix management"; the trick is to ensure goals and responsibilities are properly aligned. It can be done.

No follow up. Poor execution. This is practically an epidemic in organizations. Executives are great at coming up with goals, strategies, even metrics. Unfortunately, they're also notoriously bad at following up. I don't care how driven and entrepreneurial executives are; without follow up, nothing good happens. Companies must have a relatively objective and, sorry to say this, strict process for both setting and scoring management performance metrics.

Compensation plans that reward poor performance. Closely related to the "no follow up" problem, most companies have terrible executive compensation plans. Maybe 1 in 10 actually rewards the right behavior and has enough teeth to foster accountability. The problem? The bar for making gobs of money is set too low, and there's not enough difference between success and failure, plain and simple.

Management bad behavior. When it comes to management behavior, most executives and boards just look the other way. That lack of accountability plays a key role in business failures because dysfunctional leadership results in bad strategic decision-making and poor employee performance and execution. Granted, coming up with metrics for this sort of thing is challenging, but I think "360s" are pretty effective. 

Flawed company strategy. This is rarely seen as an accountability problem, but it is. When company executives push a flawed strategy, two things inevitably happen. First, smart people in the organization call them on it - publicly or privately - word gets around, and management credibility suffers, big-time. Second, folks will start covering their behinds, pointing fingers, acting passive aggressively - all sorts of dysfunctional behavior that wreaks havoc with organizational performance. Not surprisingly, I find that management teams at consistently successful companies make accountability a priority and, therefore, avoid these pitfalls. It take a real commitment of precious management time and resources. But not only is the payoff worth it, it's a necessity in our hypercompetitive business world. 

________

Plans Without Accountability Will Fail. This may sound strange coming from a firm that stresses strategic growth and execution, but it will do little good to establish strategies, action plans, and metrics without accountability. Because - without accountability, the results will be more of the same - disappointing results. The data shows that companies with true accountability greatly outperform those with a lack of accountability. Don't let another year go by. Neglecting the next steps in your company's growth and maturity can be very short-sighted. The next downturn is coming - possibly starting as early as Q4 of 2023. Get prepared. You need to have your company firing on all cylinders. 

We can help. The Mead Consulting Group has helped many companies achieve greater accountability...and better results. Contact us to discuss how we can help you do things a bit differently this next year.

If you would like to have a conversation about this, please contact Dave Mead at (303)660-8135 or meaddp@meadconsultinggroup.com.