I recently sat down with Scott Alexander from Jairus Marketing for another insightful discussion about a topic that resonates deeply with both of us: shifting from a founder-led business to more sustainable business models. This is especially relevant for early-stage companies, particularly those in the healthcare sector where the CEO is vital as both the visionary and primary salesperson.
Mon, Feb 11, 2019 — Mark Coronna, Partner & CMO--Chief Outsiders with John Morris, Partner, and Ken Saddler, CFO, B2B CFO® The use of contract executives (also referred to as fractional, on-demand, or outsourced executives) is relatively new in leadership and organizational staffing models. The oldest and largest contract executive company, B2B CFO®, was founded in 1987. The largest contract executive company providing CMO-level talent, Chief Outsiders, is only 10 years old. There are three key takeaway points in this article: Contract execs are a relatively new option for small- and mid-sized businesses (SMBs) Small- and mid-sized businesses are in a great position to secure significant value from this leadership staffing model While contract Marketing executives are a “newer” concept than using contract execs for functions like finance, contract Marketing and Finance execs both can provide critical strategic expertise and timely support to SMBs, with growth challenges or those interested in more rapidly accelerating growth. Let’s explore what a healthy interaction looks like.
Fri, Feb 1, 2019 — “Two Experts Can be Better Than One” Mark Coronna, Partner & CMO--Chief Outsiders with Mark Francis, Fractional Integrator for companies running on EOS® --Visionary Integrator Solutions Introduction to Fractional Resources You may be familiar with the book Traction® and Entrepreneurial Operating System®, which is a proven business operating system for small- and mid-sized businesses (SMBs). Within this system, the author details a tool called the Accountability Chart, an elevated version of the traditional organizational chart. An important point of this tool is that it takes two types of people to move a business along, the Visionary and the Integrator. The Visionary is typically the founder, while the Integrator may go by the traditional titles such as CEO, COO or GM. The roles of the Integrator include translating the vision for the company into action and results and also leading, managing, and holding accountable the major functions of the company. While usually considered a full-time position, you may not know that Fractional Integrators for companies running on EOS® have been effectively working with Visionaries and helping free those who have become trapped in the day-to-day.
Tue, Jan 22, 2019 — Written by: Mark Coronna, Partner & CMO--Chief Outsiders with Jeff Parris and Daniel Steyn, Fractional Sales Executives--Sales Xceleration The use of fractional executives (also referred to as interim, part-time, on-demand, or outsourced executives) has traditionally been related to business functions such as finance, human resources, or technology. The use of the word “traditionally” deserves to be put into perspective. The oldest and largest fractional executive company, B2B CFOs, was founded in 1987. This article will drive three major points: Fractional execs are a relatively new option for small- and mid-sized businesses (SMBs) Small- and mid-sized businesses are in a great position to secure significant value from this leadership staffing model While fractional Marketing and Sales executives are a “newer” concept than using fractional execs for back-office functions, fractional Marketing and Sales execs can provide critical expertise and timely support for SMBs with growth challenges or those interested in more rapidly accelerating growth! We are going to use the terminology “go-to-market executives” to refer to both fractional Marketing and Sales execs. These roles are not the same but are compatible and collaborative when helping set and execute a business’ growth agenda.
Mon, Jan 21, 2019 — CEOs come in many different flavors… sales-oriented, product-focused, operations, finance, and other disciplines. Often, where you are most comfortable, and where you dive in deep is in the area of your own prior experience. With every company I have engaged with, I see this challenge: the CEO is so involved in the business and working in their comfort zone that they can’t see the wider perspective. They’re so in the business that they’re not working on it. Growth suffers as a result. Most CEOs are not aware of the problem. They’re just completing activities, like arranging chairs on the deck of the Titanic while the ship is sinking. It’s also hard to self-diagnose. And, you’re not going to hear about it from people on the inside. So, to be clear and as helpful as possible: If your business is not at least tracking with the industry growth rate, there’s a problem, and it’s with your company. It may be time to step back and work on your business.
Wed, Jan 16, 2019 — Overcoming the most common impediment to business growth You can see it in their faces. The look of a tired or burned out entrepreneur with not enough time or resources to outrun the wave. Sound familiar? If you’re currently moving at 100 miles per hour and not accomplishing much, or you wonder if you are doing the right things, or you see lots of activity but not much in the way of results, you and your organization are probably suffering from a lack of focus. Lack of focus is the most common business problem standing in the way of growth and one of the hardest to resolve.
Thu, Dec 13, 2018 — This is the final installment in our series. This article will emphasize effective adoption of best practices, offer a logical sequence to implementation, and discuss building organizational and program maturity. This article will help you understand how to achieve “digital growth champion” status. This is also the last in a series of five articles focused on helping executives in small- and mid-sized businesses utilize digital technologies effectively to assist in accelerating revenues and profits. If you missed the first four articles, you can find them here: Article 1 Article 2 Article 3 Article 4
Thu, Dec 6, 2018 — This is the fourth in a series of articles focused on helping executives in small- and mid-sized businesses utilize digital technologies effectively to assist in accelerating revenues and profits. If you missed the first three articles, you can find the first here, the second here, and the third here. Three previous articles included an introduction to four major ways digital technologies can help your business and described a spectrum of technologies and a possible implementation roadmap, and associated digital proficiency with enhanced business performance. We also looked at how business process needs and priorities should help guide your digital paths and how to organize your people for success. We are ready to discuss the third step on the “USA” digital roadmap: “Implement New Platforms and Technology.”
Fri, Nov 30, 2018 — Taste can be a fickle thing. When a finicky public is constantly demanding the newest, best, and latest of your enterprise, it puts an insane amount of pressure on you to meet their changing demands. Companies often respond to this challenge by launching new products or services. This solution should be carefully considered, and prepared for.
Thu, Nov 29, 2018 — Lather. Rinse. Repeat. There’s a reason that some things – like the number of tires on a car -- or in this example, how we use shampoo – remain decidedly the same. The old axiom that tells us not to fix what “ain’t broke” has served humankind well for generations. For successful businesses, it has been hard to argue with the status quo. For those fortunate to celebrate multiple years of exponential growth while deploying tried-and-true business strategies, it makes sense to keep doing what’s working.