A The CEO of a large, fast-growing, multi-state retailer with thousands of employees was planning a bold move to transform the business. However his board members had expressed serious concerns about timing, cost, cultural impact, and potentially negative impact on EBITDA. The CEO presented this to the members of his CEO MasterMind Board; they asked deep questions, identified potential blindspots, and offered several practical ideas and some invaluable strategic advice. After a follow-up session with the MasterMind Board chair and coach, the CEO gained his board's support, communicated the changes to staff in a way that created a breakthrough in mindsets and behaviors. The result was strong staff engagement, a positive change in the company culture, and the desired impact on EBlTDA – making the new strategy a major success.
The CEO of international manufacturer of consumer and business products
was planning to replace a long-time distributer in Asia with a newly-formed, company-owned distributer.
brought this to his CEO MasterMind Board requesting ideas on how to do this so that the current distributor
did not become a competitive threat. Questions were asked and insightful ideas were generated which refined the plan.
The plan was then implemented and resulted in higher than planned revenues, no lost customers, and a
civil business relationship with the former Asian distributor.
The CEO of an industry-leading manufacturer of electronic communication systems
was facing a decision of whether to go down-scale on a high-end consumer product or stay high-end.
Accessing the experience of his CEO MasterMind Board, his peers helped him contrast the pros and cons of
each option and identify the data and research he would need to make the best decision. The outcome was a
clear cut, well thought through decision that the CEO worked through with his leadership team and consequently
resulted in quickly achieving desired revenue goals.
D The CEO of an exceptional fast growth software and services company asked her CEO MasterMind Board for their ideas on how to set “nesting” metrics so leaders were focusing on “big rocks” versus “sand.” The CEO MasterMind Board members provided the models and experience they had used to deal with this issue. The CEO then created metrics that helped her executive team sort out the important from the urgent.
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