The smell of the cutting oil; the thump of the press; the beeps of the forklifts. I grew my career in factories and understand the pressures and rewards.
My mission is to eliminate the gap between careful, scientific management of back end manufacturing operations and unpredictable front end revenue growth.
I help companies grow predictably - revenue, profits and valuation - and build strategic plans for ongoing resilience.
I prefer to work with people that make stuff - that value pitter patter over chitter chatter.
Manufacturing is noble and inspiring, and manufacturers deserve the same sort of strong strategic vision and revenue growth execution which fuels their tech counterparts.
But your Revenue Growth function is different - you don't have the same in house expertise. And many leaders of B2B industrial companies are gradually realizing that despite good people and great intentions, what they've built isn't best in class like their products. They don't have the same rigorous process for marketing and sales that they have for manufacturing operations, and they don't have the same insight and control. It's left largely to chance.
After three years of expirementing ourselves with consulting and agency models, our Eureka moment struck. You don't need to outsource - in fact you don't want to and you shouldn't.
BUT, your internal team is just that - an internal team that knows your products and your company but operates under a set of assumptions that are inherently limiting.
Your COO relies on outside counsel. Your CFO uses outside auditors and financial advisors. You have LEAN consultants to help improve your manufacturing operations, and you rely on insurance experts to help weave proper coverage.
You need the same for revenue growth - more than just the tactical sales training which you may have.