Being close to a problem can make it hard to see, for management and for boards alike.
Management knows the business in detail, which is a strength and can also be a limitation. Boards see the numbers but not always what sits behind them. Investors often have a view but not the time to test it. The result is that the first explanation for a performance gap tends to stick, even when it is only part of the story.
I’ve been a CEO and Chairman in learning and edtech, and I have seen how these conversations work from both seats. I’m now open to taking on a new strategic advisory assignment, particularly in education, publishing and information services.
What the work involves
- Working out what is driving the performance gap. This means looking past the headline metrics to the commercial and organisational causes underneath them.
- Testing the business plan, including assumptions nobody has questioned for a while. Assumptions that were reasonable at the time of the deal or the last strategy review are worth checking again.
- Identifying the changes that matter most. Usually that is a short list, and it helps just as much to be clear about what should be left alone.
How I work
I work as an independent, directly with the CEO and the investor or Chairman, so everyone sees the same analysis. I start with a few conversations and the numbers, and I give an honest view of what I find, including where I think the plan or the diagnosis needs to change. The aim is a clear set of priorities the team can act on.
Who it suits
It tends to suit CEOs who want an experienced sparring partner, and investors who want an independent view before or after a deal. It can also help boards that want a fresh read on a question they have been discussing for some time.
If you run or back a business where that would help, send me a message, either here, on LinkedIn, or through executive-mentor.com. A first conversation is easy to arrange, and it is fine if the outcome is that no outside help is needed.
