JP Boyle & Associates' clients too often find themselves in a situation where they are falling short of achieving milestones, targets or broad business objectives.
It can occur where company leadership is encountering production and business challenges that cost them significantly in terms of achieving commercialization timetables, production targets, sales quotas and ultimately profits.
You are a CEO of a small private Medical Device OEM struggling to make production targets due to high waste in your manufacturing processes. On the up side, you operate with a lean organization. However, there are critical gaps on the org chart including limited operations expertise. You are dealing with board members and investors and the big picture; but you do not have the internal resources to address this problem, much less solve it.
You have just lost an important executive from the team and the timing could not have been worse. There are critical deadlines that have to be met—product releases that need to be achieved before the competition can gain the upper hand. At this crossroad, you have found yourself going it alone, with no one to step in.
Your company has experienced success beyond initial product expectation and has been doing well for some time. R & D has not gone well and statistics indicate that your core product has run its market cycle, with newer technology eclipsing yours. Internally, you do not have the technical expertise or leadership needed in order to change course and rapidly pull the company out of an impending dive.
You run a biotech start-up, have investor funding and a clear concept of the technology you need to develop. However, it becomes very clear that the organization's resources do not have the depth that you originally thought, something which will seriously impact your burn rate.
Your company is funded by venture capital. You have been successful in developing MEMS technology ideas into products, but you are not quite to the point of commercial release. You calculate that you need to transition from technical leader to "rainmaker" to assure that funding can be secured in order to guarantee success. There is no one else in the organization who can take on this role.
You are an executive leader in a successful manufacturing company and you are expanding. However, your workload has also expanded with the growth, indeed expanding exponentially and you need help. Internal resources are tapped out. Yet further, sustainable expansion will not happen without bringing in specific subject matter expertise right away.
If any of these scenarios have similarity to tour company situation, contact us to discuss how we can help.