Over the course of my career, I've worked with a diverse array of clients and companies.

I've worked with companies around the world, from America to Australia, India to Israel, and everywhere in between. I've worked in a diverse range of industries including software, supplements, screenprinting, medical publishing, cow-calf operations, and more.

In this time, I noticed that some clients are more successful in implementing my advice and realising value than others. Upon reflection, I've identified the six traits that my most successful clients have.

I believe that if you and your company have these traits, I can help you, too.

If you're the majority owner, and operator, of a privately held company with multiple million dollar revenues - I've found that $15m - $50m is the sweet spot, however some slightly smaller companies are acceptable - you are likely to see massive benefit from working with me.

This is because not only do I understand the strategic, operational, and financial challenges you've faced as your business has become more complex... but I understand how to help you navigate those challenges, and innovate to the next level.

If you're reading this, there's no doubt you've sacrificed a lot to build your business to its current levels of success. I want to help you make those sacrifices worth while.

And in my experience, I can only do that for you if you have an established, multi-million dollar business.

When I work with clients, they need to be the industry expert.

They need to understand their customers and competitors, and have the knowledge required to compete. It's only when you have industry knowledge that I can help you with your business and navigating your operating context.

This means that if you've learned the ins and outs of your industry (I find that ten years or more of experience is a good heuristic), I can help you - even if you're not a business expert.

For example, I once advised the owner a cow-calf operation that was struggling to get to the next level.

The owner of the operation was an absolute expert, and could spot the difference between a Cachena and a Corriente from a mile away (which I certainly couldn't). But they were struggling with liquidity and cash flow issues.

On the flip side, while I didn't understand the industry in the same way that the owners did, I could help them with their business and operating context.

In the course of one intensive session in particular, I advised them on adjustments to their financial management that immediately improved their cash conversion cycle, unlocked new cash flow, and improved their liquidity (without incurring excess taxes).

This was only possible because they knew their industry and the constraints it provided, giving me a structure to advise them through.

The clients who succeed with me are always oriented towards being better... even if the given advice is counter-intuitive. 

In my experience, the "normal" way of doing things is rarely the best way. That's why I've recommended my clients to do counter-intuitive things like:

• Increase cash flow by refusing millions of dollars in new sales, and actually shrinking top line revenue. (The new sales were on unmanageable terms for the company, and the buyer was unwilling to budge. If the company had taken on the sales on the requested terms, they would've become insolvent within 120 days.)
  
  
• Boosting over all sales performance in 90 days by firing their top sales producer. (The top performer was demoralising the rest of the team with disruptive behaviour. After his removal, both sales and leadership performance improved.)
  
  
• Change their weightlifting regime to improve the quality of their interpersonal relationships with the leadership team and other staff. (The owner was pursuing an aggressive strength training program, leading them to be stressed and over-caffeinated first thing in the morning, which made them irritable and agitated with  staff. Changing their strength program reduced this stress, and gave them an opportunity to train with their son).

Sometimes my advice is common sense. Sometimes it is counter-intuitive. But it always drives performance.

And if you're willing to follow that advice - even when it is counter-intuitive - then I can help you.

If you are willing and capable of taking expert advice, then I am in a position to help you.

Over my career, I've taken the time to collect insights and information through extensive research (more than 1,200 books), experience (I've owned and operated my own businesses, as well as seeing inside companies from around the world of all shapes and sizes), and reflection.

My job is to translate that knowledge into valuable advice that you can use, and coach you through implementing it as needed.

But I can only help you get clear on how to get to the next level if you are open and coachable. 

For example, one of my clients was unsure how to get to the next level with their business. Through our conversations, I learned that his wife had threatened him with divorce if his company didn't start producing sufficient cash flow to provide a secure and high quality of life for the family.

If he had never shared this with me, I couldn't have advised him on how to mange the company to unlock the growth he needed, within the constraints of the stress he was experiencing.

If you have up to date financial statements (a balance sheet and income statement are fine), I can help you.

This is because the financial statements are the scoring system that tell me what you're doing right, and what you're doing wrong, in your business.

They also help me assess whether or not you'll receive meaningful value when implementing my advice. I strive to get a 10 to 1 return for my clients in return for my fees.

This is why you need to have up to date financial reporting for me to help you - because I want to make you more money.