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To succeed at growing your business in the current opportunistic economy, you need to ensure that all potential options are at your fingertips. That requires focusing on the strategic priorities and tactical activities which drive improvements in real valuation – and what the marketplace determines is substantiated value.

Like many leaders, you may have become reliant on approaches that were once effective but have reached the end of their lifecycle or worse, are now painfully obsolete and producing fluctuations in performance and results. Perhaps you are missing out on the growth and profit upside of your hard work due to increasingly unmanageable waves of upheaval and inconsistency.

You are not alone.

Many executives report being overwhelmed nowadays by too much complexity. Their leadership teams may have fallen prey to faulty assumptions about risk and misdirected investments in go-to-market activities that are undistinguished and imprecise. Second tier leaders may have been “left behind” in terms of management skills as the company has grown and become more complicated.

Value gaps in companies get created from underperformance in any number of areas, such as poor alignment between execution of the strategic vision and stakeholder expectations for delivery and fulfillment. According to some estimates, these value gaps can equal as much as a fourth of an organization’s total potential market value!

As a business owner or executive leader, you’re naturally motivated to ensure that every aspect of your organization is focused on continuous enhancement to your top and bottom line, and thereby your overall value profile. You may be convinced that your firm’s current condition could support any number of future options involving organic growth, an acquisition, a merger or some other liquidity event.

However, there can often be a big difference between what your internal indicators project and what external parties will determine as the market calculates your leadership and whole value profile.

At BBG, our team helps C-suite leaders act on a wider, more dependable range of growth and development options by honing their agile leadership skills to build a more competitively resilient, scalable, and predictable organization.

According to valuation experts, only about one-third of a company’s valuation is financially based; the remainder consists of factors that include organization systems and processes, culture, core values, brand equity, employee churn, and more. While profits are critical, the responsibilities of the CEO also extend to a range of qualitative drivers.

BBG Strategy and Scalability

We address:

  1. Leading vs. Managing
    Leading results in action; managing is overseeing the actions that takes place. Effective leadership involves gathering appropriate data, asking the right questions, assigning responsibilities and timetables, and creating expectations.

  2. Planning for Growth
    We use our extensive financial planning expertise to help you avoid dangerous ‘analysis paralysis’ through deployment of processes focusing on rational expectations, measurable goals, consistent monitoring of progress, and real-time adjustments in response to changes in the operating environment.

  3. Exit Planning
    Transitioning out of the business, in one form or another, is often the most significant transaction in the life of a Founder/Owner. While many owners are very good at running their business, they are often not nearly as good at selling it. Every business owner wants to exit with a sizable nest egg, yet fewer actually see it happen. Many of them delay initiating the all-important preparation work, often waiting until it is too late to optimize the full value potential of their assets and many years of investment.

    A successful exit must be planned for, managed, and consummated with great care and skill in order to achieve the desired ROI. BBG offers decades of experience managing such transitions for a wide range of owners, businesses, and exiting contexts. Our resources include long-established relationships with top experts in law, taxation, business optimization, selling techniques and negotiations that will ensure any exit strategy serves the best interests of the owner and major stakeholders.

  4. Managing in the Afterglow
    Many owners find it difficult to imagine life after leaving their company; retiring from the ‘hotseat’ can actually become a bewildering time in a CEO’s life. BBG helps owners adjust to their new reality, complete the lifecycle, and navigate through to the next exciting chapter of opportunity.

Results We Have Seen:

  • Lower cost of new customer acquisition
  • Greater efficiency in, and compression of, the sales cycle
  • A more defensible platform to thwart competitors
  • Brand and executive leadership that is self-evident to the market
  • Increased marketplace value for products and services
  • More favorable response to price increases
  • More direct control over the environment required for success
  • Enhanced corporate valuation
  • More reliable predictability in growth planning
  • A wider array of probable financial options
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