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Hi, this is George Sandman.

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I'm the founder and CEO of Growth Drive.

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Growth Drive is the number one bestselling
business advising platform.

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And let's talk about executive roles,
accountability, and how they're linked to

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growing profits and value.

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So if you're a business advisor, listen
up.

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This is for you.

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First, let's start with roles.

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There are really four roles inside an
organization or four.

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There are four broad accountability
categories inside an organization.

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And those are the executive, the finance,
operations, and revenue.

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And let's look at the fundamental role of
the person leading that.

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Now, they may show up as a CEO or CFO, but
they could also show up as an operator and

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a VP of finance or a controller.

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But there are things that in a best in
class operation we expect to see.

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The fundamental role of the chief
executive officer is to maximize

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shareholder value within the context of
the business's vision and mission.

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Think of the implications there.

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We'd better define that vision and
mission.

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Finance, the fundamental role of the chief
financial officer is to maintain accurate

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and timely reporting on financial
performance and capitalization and to have

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a financial strategy in the context of the
strategic intent, right?

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Strategic intent where they want to take
the business.

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Now operations, the COO, their fundamental
role is to create and execute actionable,

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efficient, effective, and sustainable,
actionable, efficient, effective, and

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sustainable processes that directly
contribute to achieving strategic intent.

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And fourth, but by no means least, the
chief revenue officer, the revenue area.

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And that fundamental role of the COO is to
maximize revenue growth and profitability.

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through the sales, marketing, and customer
success teams in support of executing the

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business's strategy.

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See how these all line up?

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Now, let's look at them individually.

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Why do they matter?

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How do they relate to transferable price?

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The CEO, you cannot have a business that
has high value and is dependent on the CEO

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for smooth operation.

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put another way, the business needs to be
immortal and go on to greater glory after

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the founder or CEO has left.

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And the CEO cannot be a bottleneck, an
operational bottleneck, a revenue

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bottleneck, et cetera.

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Okay.

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Effective senior leadership.

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Finance.

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High transferable value or price in an &A
transaction is dependent on buyer

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confidence.

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So

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If you look at it this way, there's
looking backwards.

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We need to have a, think of a file full of
accurate and credible reports, budgets,

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forecasts, actual performance against
those forecasts.

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And a CFO is a strategic role that needs
to predict cash and capital needs going

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into the future.

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Okay.

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Very, very important role.

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Operations are the chief operating
officer.

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How do they impact price?

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Well, high transferable value depends on a
group of individuals executing processes

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to generate profits.

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How about operations?

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Well, high transferable value depends on a
group of individuals executing processes

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to generate profits.

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And this comes down to documented,
repeatable, scalable processes.

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And this comes to, we want to get into
high quality and repeatable, right?

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That's the name of the game.

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They also need to be documented.

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Think of the COO as being accountable for
the operating manual for the business,

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okay?

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Revenue, CRO.

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Well, if I'm buying a business, right, if
you think of the private capital markets,

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they want to have high confidence that the
business will continue to generate

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revenues and profits going into the future
and nothing happens until you sell

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something, right?

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So the chief revenue officer needs to make
sure they're great sales process, a good

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marketing engine.

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high recurring revenues and a diversified
client base.

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And we'll get into these in detail.

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So here they are.

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You

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primarily accountable for having an
effective senior leadership team, a

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strategic culture to having a strategic
vision, mission, plan, and capacity to

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execute that there's a defensible market.

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that the legal house is in order, that the
brand is strong, and brand is the outward

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manifestation of culture.

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That is why brand belongs here and not in
revenue, as some people would mistakenly

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argue.

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And when it comes to getting ready for
monetizing value, having a business story,

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that the business story is written in
words and numbers from inception.

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Finance.

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The financial role has financial reporting
processes, budgets, and accurate and

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credible reports.

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We need to have a binder of boxes, files,
a document room in which we have highly

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credible, irrefutable proof of past
performance that makes future performance

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credible.

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Okay, does that make sense?

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The business should be operating at
margins at or above the industry norm in a

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large market growing

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faster than its competitors and ideally
have data on market share and be able to

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demonstrate best case scenario that you
have the highest percentage of market

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share.

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now quick comment.

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The CEO and the CFO have seven primary
accountabilities.

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The COO and CRO have five.

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Put this in perspective.

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What's operations primarily accountable
for?

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And remember, primarily accountable
because if more than one person is

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accountable, no one is accountable.

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So primary, sole, singular accountability
for the COO is SOP, standard operating

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procedures, that there are people who are
productive and loyal.

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People productive and loyal, this gets
into KPIs on performance and the things

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that make sure that there is low turnover.

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people hiring and training.

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How do we bring people on board, find the
right people, make them productive

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quickly?

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High customer satisfaction.

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Customer satisfaction is driven by
delivering on the promises made to the

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market by sales in a way that delights our
customers and innovation.

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CRO, Chief Revenue Officer, sales process,
marketing process, high recurring

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revenues, because this...

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really comes down to the sales team and
the customer success team working together

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to make sure that we are delighted that
our customers are buying from us again and

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again, a broad customer base, meaning we
have a thousand customers, not one and

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unique products and services.

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This goes to the product management
function, creating products, defining

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products, product and pricing strategy.

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That would be coordinated with finance.

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actually teased the next concept, which is
if there is primary accountability, there

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is also collaborative accountability.

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Let's stop for a sec.

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The SLT is collaboratively accountable for
the whole ball of wax, for all 24 of the

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growth driving objectives.

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However, they have dominant or underscored
collaborative accountability in certain

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areas.

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You can see them

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call that here.

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So the CEO should be able to look to
operations and revenue for support on a

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strategic culture.

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A strategic culture is a can -do, will -do
with KPIs.

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Summarizing there.

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They get support from finance on strategy,
right, and have them making sure we have

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the capital for strategy.

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And on the business story, so remember the
business story in advance of an &A

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transaction is written in words and
numbers.

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The CFO should be provided in the numbers
portion.

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Finance gets to lean on the CRO for
margins, right?

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Let's make sure that we're not
discounting.

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Listen, the refuge of the weak salesperson
is the discount.

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Operations gets to help people productive
and loyal from the CEO, same for hiring

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and training.

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And then they get support from the CRO
when it comes to customer satisfaction,

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right?

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We have to be telling the truth.

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to the market so that when operations
delivers, it aligns.

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CRO looks to operations for a sales
process, marketing process, obviously

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those are gonna have some SOP
characteristics.

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And then for high recurring revenues,
we're gonna be getting some support from

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the CFO.

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All right, so primary and collaborative
accountability.

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Imagine being able to communicate this to
your client, communicate this to the

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senior leadership team.

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and what it'll do so that when we look at
and we focus on the things that CEOs

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understand when we're trying to win an
engagement, get involved in strategic

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planning or leading execution of that
plan, how do we boil this down?

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How do we say who is going to have primary
accountability for each of these areas?

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And ladies and gentlemen, we've just
defined it for you.

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Okay, each of these can be assigned to a
senior leader.

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Now, how does this play out?

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You might be wondering, how does this play
out inside growth drives, clarity,

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strategic capacity analysis?

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And it plays out very nicely.

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Now, imagine you're sitting with a client,
you're talking to them about, they've said

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62 % of the time they're gonna tell you
they wanna grow their business, 21 % that

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they want operational freedom, and 17 % of
the time you'll hear that they're

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preparing to sell.

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How does clarity help assign primary
accountability?

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And it does better than that in these
areas.

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Well.

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In the first dimension of the three
dimensions of business growth, here they

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are.

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Your executive in making the business,
let's say that we have a senior leadership

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team or that we have at least a group of
individuals who are helping the founder

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move the business forward.

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Look at how these roles are attached in
the first dimension.

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The first dimension of course is creating
predictable profits and cashflow.

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We have very well distributed.

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And in this, think of this, if you look at
this chart,

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And you think of these eight areas, the,
the, the CEO is primarily accountable for

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effective senior leadership.

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And imagine a Monday morning meeting where
we're only focusing on these eight areas.

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These eight growth driving objectives.

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And the executive is saying, okay, COO, VP
of operations, director of operations.

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how are we doing?

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you know, here are your two areas,
revenue, two areas, finance, two areas.

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I'm sorry.

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Ops has three.

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So.

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This is, and if you imagine smaller
companies where a lot of the ops function

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sits with the CEO or the, you know, they
have the moniker of CEO, they may not be

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operating as such, but they are, imagine
how this plays out.

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This plays out in the market, right?

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And you're able to say, huh, here's how
we're gonna allocate responsibility.

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Now in level two and in the execute
guidance module, you can get the steps.

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the literally guidance for increasing
profits and value.

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What are we going to do to get each of
these areas from partly true to we collect

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and use customer satisfaction data?

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And we provide the guidance there.

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Second dimension of growth, predictable,
sustainable growth.

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Now the CEO has a bit of an expanded role
because we're getting into strategy,

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right?

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And strategy sits on the CEO's desk.

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We also have ops finance.

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and revenue represented equally.

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And then the third dimension of growth as
we are now, the fundamental role of the

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CEO is to maximize shareholder value.

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So it shouldn't be a surprise that the CEO
has primary accountability for four of the

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eight growth driving objectives and the
CFO for three with revenue, making sure

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that we have a broad customer base.

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Okay.

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It's not that the COO doesn't have any
accountability here.

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but they've already done their work,
right?

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Operations has done the heavy lifting in
creating predictable profits and

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sustainable growth.

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What if we could keep score?

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What if you could sit down with a senior
leadership team and say, Hey, here's how

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you're doing in each of these areas.

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you have primary accountability CEO and
you're scoring a 47 and a 46.

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This is the second dimension, right?

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47 and a 46.

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And what if we said you, you need to get
each of you need to get your functional

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areas up to a 70 and in execute guidance,
we can give them the steps.

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Now you don't boil the whole ocean at
once.

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We can put this in a project, a planned
project, in which we're running sprints to

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increase strategic capacity in each of
these areas and thereby increase the

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strategic capacity of the business as a
whole.

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Now we have a score on each of these
functional areas.

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Incredibly powerful.

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And uniquely, Growth Drive's platform
calculates the return on investment.

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So we are going to assign a value to this
work.

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So when we say, you know, getting a
strategic plan in place, this has a

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potential value of $1 .3 million for this
business, 700 ,000 of which

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would be discounted out of a final deal.

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These are done on a weighted basis and
allocated across the 24 growth driving

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objectives.

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But the bottom line here is that there's
an ROI for doing this work.

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Why would we increase the score?

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A lot of reasons.

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One of which is that our price to earnings
ratio is getting hit.

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And we need to change that.

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So how do you take a business that's

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at 1 .7 million of net income is worth 3
.4 cause they can only enter two times

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multiple and get them up to being able to
command a price of $20 million.

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You sit down with a senior leadership team
and you get the SLT to understand who is

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accountable for what.

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When then we assign a when we define
success.

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The success is defined.

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The rocks are defined inside the growth
drive methodology and process.

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So we're defining the rocks and the KPIs,
giving them to the senior executive and

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say, do this by X date.

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Imagine running a project like that.

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Imagine the power.

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We're taking the guesswork out.

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We are not getting into the, what do we
think?

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We're saying, here's what best in class
businesses do.

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Here's a due date to emulate those
behaviors.

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Let's go, let's go.

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Let's take the guesswork out of it.

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How does it play out?

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Well, we have a strategic capacity score.

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And that strategic capacity score has a
direct impact on the transferable value of

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the business.

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And this is communicated in reports that
we can hand over to our clients.

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to our collaborative advisors, to COIs, a
lot of use cases.

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So if I sound like I'm passionate about
it, it's because this is playing out

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beautifully for your colleagues and for
the clients they serve.

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So this is a process.

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We start with a CEO clarity, then we bring
in the senior leadership team and build a

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strategic plan.

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That strategic plan has many of the
elements that we just discussed.

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We take it out on the track and we say,
right, you're accountable.

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And every Monday we're going to meet and
we're going to talk about this

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accountability.

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You have questions, we're happy to help
you.

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Scan this QR code.

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You can register, save, book a
consultation.

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We have the tools, the training and the
support to get you up and running and to

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make you successful.

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We are committed to your success.

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00:18:08,345 --> 00:18:10,957
So if you'd like to learn more, let us
know.

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We're here and happy to help.

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Thank you and have a great day.