fewer, better people.

Approach

The method is not a secret. Doing it is the job.

I subscribe to the belief that everyone wants to do a good job, and it is the responsibility of leadership to ensure the company is organized to enable everyone to do a good job. Delivering the right combination and balance of People, Process and Tools implemented at a pace the organization can absorb is the job.

The tenets

  1. Fewer, better people

    The core tenet. A smaller team of well-matched, well-paid people in sharply defined roles outperforms a large team with blurred accountability. Headcount is not capacity.

  2. Step up to owner, step back from operator

    The owner’s job is direction, capital, and standards — not approving purchase orders. Every decision that routes through the owner is a role that hasn’t been defined yet.

  3. Systems before heroics

    A company that depends on heroics has a process problem it is paying for in overtime and burnout. Cadence, scorecards, and defined handoffs make ordinary weeks produce the numbers.

  4. The engagement is designed to end

    I work on your business not in your business. The end state is a management team that runs the company and an owner who could sell it, keep it, or leave for a month — by choice.