You took the laptop on vacation again
You own a law firm or an independent financial advisory firm and you grew past being just you because you needed help.
You got the help.
If anything, it made things worse.
Signs we should talk
I’m the CEO, the CMO, the CFO, the COO, I meet with clients, bill hours, and I answer the phones.
It’s my name on the door and my license on the line, so I have to own it myself.
My firm is successful, but my income doesn’t reflect that success.
I’ve got a long list of top priorities waiting for a lull in the storm.
These are problems you might have, but they’re not the problem necessarily. Underneath it all is usually one or two issues responsible for everything. When we identify what they are, we make decisions and take action … creating a rule or two or adding some structure.
I’m unavoidably analytical
I’m a business advisor, not a sage or guru.
I won’t pretend I know your firm better than you do. You built it. You’re in it every day. What I will do is ask a lot of questions and be honest with you about what I think is going on.
We’ll sit down and open up the black box of your firm, figure out why things happen the way they do, and what’s causing you the most trouble.
Then we’ll fix what matters most. First.
So you can get back to building your empire instead of putting down uprisings and would-be usurpers.
It starts with a month named Focus
Three or four working sessions. That’s it.
We look at the actual firm
The numbers, the people, the decisions that you can’t let go of.
We find what’s underneath
What to fix first. Where to go next.
Most owners keep going from there with four months working through it together. Some take what we found and run with it themselves. Either works, but you’ll leave with a plan and a recommendation.
You leave with clear priorities
The one or two things producing everything else and how they connect.
Engineering, Business, & Theater
Six years at Apple
Engineering taught me to be analytical and to think in terms of systems and constraints. Being at Apple taught me to make decisions with the data available, on my feet. Business taught me finance and strategy. The theater taught me how to say what needs to be said, even if it’s uncomfortable.
I don’t know everything about your firm, but I’ll keep asking until we get there together.
Let’s talk about it
30 minutes. We'll decide together whether this is worth pursuing, and if it isn't, I'll say so.