Before becoming CEO, I had contributed to strategy from a functional seat. But now the responsibility was mine: not just to shape the strategy, but to lead it, sell it, and ensure it got executed. I quickly learned that strategy isn’t a one-time decision. It’s a cycle: imagine, align, act, adapt. Over and over. From […]
At C-Level #8: Strategy setting and execution Read More »
While tackling our sales challenges, we also needed to work on another hot fire: operations. We had just acquired a competitor on the other side of the country. On paper, it was a strategic move—more engineering talent, expanded capacity, potential cost savings. In reality, it was chaos. The integration had been rushed. Both our operations
At C-Level #7: Fixing Unprofitable Operations Read More »
When I became CEO, I had no experience running a sales organization. But I quickly realized we had a serious problem: we were growing fast and losing money even faster. Sales had quadrupled in just a few years. Impressive on paper. But most of that growth came from high-volume, low-margin work—domestic commodity services that barely
At C-Level #6: Turning lemons into lemonade Read More »