Who can benefit from Dave's experience?

Executives that are frustrated with the endless promises of their sales and marketing groups and long for a strategy that they can understand and count on. They often have a desire to establish best practices around management processes that will allow them to take their companies to the next level.

Entrepreneurs & Founders who have come to the realization that they require solid executive talent in order to help them realize their vision.

Angel and Venture Capital investors who want to see a more robust management team to help the venture move to the next step. Often a focus on best practices as the company transitions from start-up to early stage. These groups are also often looking for someone to evaluate current business processes with a view of providing recommendations and solutions in an advisory or consultancy capacity.

Who can benefit from Dave's experience?

Board of Directors looking to add sales and market focused talent as they transition the company from a focus on the technology to a focus on sales. Looking for an inspirational leader that will champion the next level of growth and financing for the company.

Capital Pool Companies requiring assistance with the identification and evaluation of qualifying transactions. There is also often a need for a market focused executive to join the team of the target QT.

Go–To–Market StrategiesTransaction

Efficiently meeting customer product or service requirements based on price, performance, availability, and lack of risk criteria.

Solution

Selling and delivering creative solutions to the customer’s business process challenges and opportunities

Go–To–Market Strategies

Adding Value

Collaboration with the customer to identify, size, scope, and execute new approaches to delivering measurable business value

Strategic Partnership

Identifying and pursuing new market-based opportunities that you jointly attack with one or more selected customers.

Corporate Culture

Leaders must also consider and manage the culture of the company they are running. If specific attention is not paid to the company culture it will have a tendency to gravitate towards the primary activity of the company. An engineering based company is more likely analytic in nature while a start-up tends to have a clan or expressive culture.

If revenue growth and market penetration are the primary focus of the company the leader should drive the company culture towards a Market-Driver based model.

Hierarchy - Analytic

A very formalized and structured place to work. Procedures govern what people do. The leaders pride themselves on being good coordinators and organizers who are efficiency-minded. Maintaining a smooth running organization is most critical. Formal rules and policies hold the organization together. The long-term concern is on stability and performance with efficient, smooth operations. Success is defined in terms of dependable delivery, smooth scheduling. The management of employees is concerned with secure employment and predictability 

Market - Driver

A results-oriented organization whose major concern is with getting the job done. People are competitive and goal-oriented. The leaders are hard drivers, producers and competitors. They are tough minded and demanding. The glue that holds the organization together is an emphasis on winning. Reputation and success are common concerns. The long-term focus is on competitive actions and achievement of measurable goals and targets. Success is defined in terms of market share and penetration. The organizational style is hard driving, focused, determined and quite often perceived as tough. 

Clan - Amiable

A very friendly place to work where people share allot of themselves. It is like an extended family. The leaders, or heads of the organization, are considered to be mentors and perhaps even parent figures. The organization is held together by loyalty or tradition. Commitment is high. The organization emphasizes the long-term benefit of human resources development and attaches great importance to cohesion and morale. Success is defined in terms of sensitivity to customers and concern for people. The organization places a premium on teamwork, participation, and consensus. 

Strategic Planning Model (cont'd)

Strategies and Actions will include department specific programs, projects and specific activities required to achieve the goals and objectives of that department. A reliance on Key Performance Indicators and Management by Objectives models is a key component to the success of this model.

Strategic Planning ModelMost company leaders acknowledge the importance of a clear

vision. These leaders then place the emphasis on developing and articulating the vision and the importance of ‘banding together’ to achieve the promise of the great vision. These same leaders are often frustrated when what they believe is a clear vision is not embraced and followed with business process and models by the executive team and managers mandated with achieving the vision.

The ‘Alignment Strategic Planning Process’ is a model that ensures linkage of the vision with other critical components of the strategic planning process. The result is a roadmap where all stakeholders in the organization are clear on their expected contribution in achieving the overall vision of the enterprise.

Dynamic - ExpressiveA dynamic, entrepreneurial, and creative place to work.

People stick their necks out and take risks. The leaders are considered innovators and risk takers. The glue that holds the organization together is commitment to experimentation and innovation. The emphasis is on being on the leading edge. The organization’s long-term emphasis is on growth and acquiring new resources. Success means gaining unique and new products or services. Being a product or service leader is important. The organization encourages individual initiative and freedom.