Case Studies

$5 MM consulting company

Posted by on Jan 17, 2017 in Case Studies | 0 comments

$5 MM consulting company

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Leading a Telecommunications company serving small to medium-sized businesses with local, long-distance and broadband services from inception to $20 million in annualized revenue in 3 years

Posted by on May 5, 2013 in Case Studies | 0 comments

The Situation – Start-up – CLEC needing to create a sales channel with minimal capital in multiple cities to offer local, long-distance and data services for businesses.   The Challenge – Quickly gaining market share to establish a strong beachhead for the purposes of growth through acquisition or merger.   The Goal – Create a growth target that culminates in an exit strategy within 5 years.   Working closely with 2 business partners, we created a culture of achievement and innovation. We created all processes and systems of the organization – from sales to provisioning to customer support. Systems, coupled with a strong focus on creating a culture of responsibility and achievement, created an environment that allowed us to grow from inception to $20 million in annualized revenue in 3 short years.   Several creative models allowed for this growth with much smaller capital investment than other CLEC’s in our space. Implementing the UNE-P process of providing services, we developed an agency model that created a return on investment in the form of a unique loan payback to the organization that enabled our growth to be self-sustaining once we reached a certain threshold. This model improved our balance sheet and our P&L simultaneously. We also led the way in improving the provisioning and customer service workflow and processes with the incumbent carrier. This was not only beneficial to our organization but to the entire competitive process within the telecommunications industry in much of Texas and the surrounding states.   Implementation of the full breadth of the Velocity Leadership program culminated in outstanding results. Within 5 years of inception the company was purchased by ClearTel Communications.  ...

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$30 Million Dollar Consulting firm implementing financial software and management solutions to Fortune 100 companies

Posted by on May 5, 2013 in Case Studies | 0 comments

The Situation – Recent Management buyout by the CEO and 8 other key management personnel.   The Challenge – Align 8 partners with varying degrees of ownership and history with the company with the vision of the CEO.   The Goal – Create a growth target that culminates in an exit strategy within 5 years.   Working closely with the CEO, we designed a strategy of engagement that began with the new management team. We created an identity that transcended individuals. It was an identity that supported the core values of the organization. Creating this identity, tying it to company values and objectives, created the perfect atmosphere for the management team to work on key communication skills among themselves. Developing the skillsets of problem-solving, conflict resolution, persuasion skills and dealing with “difficult” conversations between themselves served as the perfect forum for leadership development. It also tested their conviction to the identity and goals they were setting for the company.   We created a 5 year plan to reach both top-line and bottom-line targets that would create the market value the management team desired. This included market segment penetration and potential buyers.   We then created a communication plan that was part “of” the work rather than in addition to it. They communicated the identity in both words and in actions. They utilized them in the normal course of communicating with their employees and customers. They used it to train, discipline, hire and empower their employees. This “identity” became a core, daily operating component at all levels of the organization. Although strategies continued to evolve throughout the engagement, the core identity never wavered. It proved to be a key component in higher valuation during the sales process of the company.   Velocity Leadership also worked with middle management to support executive management initiatives. This was day-to-day coaching and mentoring with personnel in key positions that were pivotal to the success of the growth plan. Coaching and mentoring on topics ranging from communication skills to personal and professional development practices and techniques.   The engagement culminated in the sale of the company to one of the Big 4 firms sooner than expected and at a higher multiple than originally...

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