I have built a reputation as a trusted Professional Business Advisor and Mentor to SME Leaders and members of Family Owned Companies. I have been a business owner and know how it feels when decisions are tough.
I facilitate many business conversations, mentor and coach family business leaders and next generation potential leaders. This includes the conversations that are often too hard to hold. Families in business appreciate I understand the issues families in business face on a daily basis. My background is in small to medium family business ( $2m - $50m turnover) from my first job through to owning and leading a successful food manufacturing company with a sibling.
My background includes business ownership, corporate CEO roles, GM roles, consulting and mentoring.
I have seen an economic roller coaster style economy and been through economic hard times in my business life from the World Stock exchange crash in 1987 through to the COVID lockdowns and know how it hurts private business owners.
For families in business, inter-generational conversation were missing in our father's business and from that experience and, as a trained mediator, I work one-on-one with all family members and then facilitate whole-of-family meetings. This experience has been enhanced through holding CEO and general management positions at subsidiaries of listed entities and a program of continuous learning.
Did you know that family business data shows that:
30-40 % of family business leaders have not discussed the future of the business with their partner
50-60 % have not discussed succession with their children
82% have not discussed with their daughter or son-in-law
60% of second generation have not discussed family business succession with their partner
Following the sale of our family business I entered into the corporate world. A world of Silos, Politics and Turf Wars. However, the key lesson for me in moving
from private business to a corporate entity was the realisation that many family business operators lack the business disciplines, systems, policies and procedures required to sustain successful growth base. Knowing what I was missing as a self-taught business owner and what I could have done in my own business, I took on the challenge to work with private companies to help implement systems, disciplines and process without losing the family culture that makes a family business successful in the first place.
I facilitate many business conversations, mentor and coach family business leaders and next generation potential leaders. This includes the conversations that are often too hard to hold. Families in business appreciate I understand the issues families in business face on a daily basis. My background is in small to medium family business ( $2m - $50m turnover) from my first job through to owning and leading a successful food manufacturing company with a sibling.
My background includes business ownership, corporate CEO roles, GM roles, consulting and mentoring.
I have seen an economic roller coaster style economy and been through economic hard times in my business life from the World Stock exchange crash in 1987 through to the COVID lockdowns and know how it hurts private business owners.
For families in business, inter-generational conversation were missing in our father's business and from that experience and, as a trained mediator, I work one-on-one with all family members and then facilitate whole-of-family meetings. This experience has been enhanced through holding CEO and general management positions at subsidiaries of listed entities and a program of continuous learning.
Did you know that family business data shows that:
30-40 % of family business leaders have not discussed the future of the business with their partner
50-60 % have not discussed succession with their children
82% have not discussed with their daughter or son-in-law
60% of second generation have not discussed family business succession with their partner
Following the sale of our family business I entered into the corporate world. A world of Silos, Politics and Turf Wars. However, the key lesson for me in moving
from private business to a corporate entity was the realisation that many family business operators lack the business disciplines, systems, policies and procedures required to sustain successful growth base. Knowing what I was missing as a self-taught business owner and what I could have done in my own business, I took on the challenge to work with private companies to help implement systems, disciplines and process without losing the family culture that makes a family business successful in the first place.
This video highlights the competitive advantage private company owners experience in surrounding themselves with independent experts if they establish a business advisory panel.
Credible research proves a key focus on assisting private companies to establish an advisory board will take their performance to a higher level we greatly improve their performance.
An advisory panel takes the isolation out of your decision making and challenges your thought process.
Advisory panels don't make decisions for you, they:
- Respect your confidentiality
- Challenge your thinking by asking the right questions
- Use their networks and experience to assist your business
- Can act as confidential mentors
- Are not caught up in the emotions of family members
- Assist in understanding how to comply with legislation and regulations
Credible research proves a key focus on assisting private companies to establish an advisory board will take their performance to a higher level we greatly improve their performance.
An advisory panel takes the isolation out of your decision making and challenges your thought process.
Advisory panels don't make decisions for you, they:
- Respect your confidentiality
- Challenge your thinking by asking the right questions
- Use their networks and experience to assist your business
- Can act as confidential mentors
- Are not caught up in the emotions of family members
- Assist in understanding how to comply with legislation and regulations
Experienced chair of family business advisory boards and business owner forums.
Over the years I have been a business owner, a CEO, a marketing director, a lecturer, author, mentor, member of boards, workshop facilitator, and a specialist in working in business on internal culture change. In other words, I have been there before and experienced the roller coaster ride of being a business owner.
I am known as a safe pair of hands. Independent, pragmatic, and always asking the right questions to help make better decisions.
If you are curious to find out if I can add value, just call me for chat. M: 0411 536 424
.
Over the years I have been a business owner, a CEO, a marketing director, a lecturer, author, mentor, member of boards, workshop facilitator, and a specialist in working in business on internal culture change. In other words, I have been there before and experienced the roller coaster ride of being a business owner.
I am known as a safe pair of hands. Independent, pragmatic, and always asking the right questions to help make better decisions.
If you are curious to find out if I can add value, just call me for chat. M: 0411 536 424
.