A Growth and Turnaround Specialist is a Business Process Expert

One guiding principle for companies of all sizes is to maximize business performance. If you can do better, you must. These days if your business is not “really good” at every single part of what it takes to transact business, the market value of the entity will suffer. When a company can’t achieve peak performance organically, making the necessary process improvements to increase future value will require change management assistance from an outside resource.

The growth advisor or turnaround consultant is a process expert that can improve the primary operating processes and interdependent platforms in an organization. Incidentally, don’t be misled about the terms growth or turnaround, either business circumstance requires the same skills – one just costs more. Try looking at your company from the customers’ perspective, if you think you could be doing better, maybe even much better, it’s probably time to identify the causes before the fix becomes an emergency.

Owners frustrated by workforce shortcomings, chronic operational breakdowns or recurring financial troubles hope to find a dynamic practitioner proficient in marketing, operational process and culture improvement who can:
• Create or further develop a robust business development platform
• Access and improve operational processes
• Advance the company culture, and
• Lead a management skill development initiative

Consider putting your business on an intensive fitness program. The result will be a cluster of healthy operational processes each working in coordination with the other to assure a more profitable, easier to run company that operates under control.

Business platform problems, from weak customer finding to uninvested employees, can turn into money problems quickly. Be honest about your role, your level of frustration, where your business is and where it’s headed. It is easier to optimize for growth than hoping everything goes right when struggling through a turnaround.

Consider the fact that implementing change in a functioning company usually requires skills that do not reside within that organization.