Category: Business Planning

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Spring Networking Event: Speed Networking

Midtown Atlanta Georgia

Enjoy a Spring Evening in Midtown making new network connections over Beer, Wine, and hors d’oeuvres. Hosted by ITB Partners

When: March 26, 2019 4:30 p.m. to 6:30 p.m.

Building off the concept of Speed Dating, this event is designed to practice and improve your networking skills with a number of people, in short, intense meetings.

The fun begins at 4:30 p.m. with beer, wine, and hors d’oeuvres. A $15 Cover Charge is required.

Our Host, Global Showrooms is located across the street from the Midtown Marta Station on 10th street, at: 10 10th Street NW, Suite 150, Atlanta, 30309

 

For more information, and to register,

Click Here!



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November 13,   Atlanta BENG Meeting featuring Richard Kirby:

November  Atlanta BENG Meeting featuring Richard Kirby: November 13

"Networking to Supercharge Your Career"

 Date and Time

Tue, November 13, 2018

7:30 AM – 9:30 AM EST

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Location

Bella's Kitchen

6600 Peachtree Dunwoody

350 Embassy Row

Atlanta, GA 30328

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Richard Kirby, Executive Impact
Join Us for the November Atlanta BENG Chapter Meeting at our NEW BENG MEETING LOCATION featuring Richard Kirby who will present:

"Networking to Supercharge Your Career"

There are lots of people with lots of theories. In this information-packed work session, our speaker will share specific strategies he has used successfully during his career and which his clients have used successfully in their careers.

Everyone knows that networking is the best way to find your next job when you are out of work. It is also the best way to find a job when you are currently employed, whether the job you want is within your current employer or outside.

So, why don’t more people spend the time to network? And why do many career seekers feel that networking just doesn’t work for them?

Come with an open mind and prepare to have it filled with specific strategies you can start leveraging immediately to gain significantly better employment opportunities. Plus, you can use these new tools to continually improve your income for the balance of your career!

Richard Kirby has been a confidential career advisor/consultant to hundreds of six-figure executives and professionals for the past 16 years. He has assisted those wanting to climb the ladder in their current employers as well as unemployed and underemployed job seekers.

Richard is an expert in all phases of career planning, self-promotion, and job search. He has a BS in electrical engineering and a certificate in engineering management. He is also a Certified Management Consultant (CMC®) and a Board Certified Coach, both of which are in the career specialty. Linkedin

Monthly meetings are structured to help each member get the maximum benefit.

BENG Networking Meetings:

  • Are approximately two hours in length.
  • Are typically held monthly.
  • Range from 10 to 30 attendees, but the average is 20.
  • A skill building presentation.
  • Allows each attendee 30 seconds to introduce themselves, talk about their background and expertise, and to present their Target Companies and networking needs.
  • Please bring business cards and your marketing plan if you have one.

Networking meetings provide members with an opportunity to sharpen their networking skills, meet peers from various disciplines and share business opportunities and job leads.

To register or for more information:

R.S.V.P required. For more information about The BENG, go to www.thebeng.org.

 

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Networking And Leadership

A 5:30 a.m. wake up call to make a breakfast meeting at 7:00 a.m. is not my idea of fun.  However, I will happily do so to support my team!  So, Thursday I was up and out of my home by 6:15 a.m. to make the 45-minute trek to our breakfast spot.  It was still dark, and much of the route was under construction.  More fun.  The plan was to meet with two colleagues from ITB Partners, the consulting side of our business. They wanted to discuss business development opportunities to help move our consulting group forward.  These two Members had met over the prior weeks to get to know each other and to learn how they could support one another.  During their meeting, they realized that they were not clear on certain aspects of our strategy.

I enjoy these meetings on many levels. It is always fun to break bread with my teammates and to catch up on their progress. It gives me a reality check as to my leadership skills and messaging. I leave with ideas as to how I can strengthen our bond and improve the effectiveness of our communications.

As I listened to their thoughts, two themes came to mind. The first is that these guys are still not clear on our mission and value proposition. Secondly, they’re uncertain as to their responsibility to build relationships with other Members. It was clear to me that they needed some coaching.  This wasn’t a surprise as we are still in the “storming phase” of our team-building efforts.

When it was my time to respond, I reminded them of our dual mission. The first part of the mission is obvious, to connect the Members with clients in need of their services.  The second part of our mission is to improve the effectiveness of the Members; freelancers, building independent consulting practices. These folks appreciate the value of our Membership program.  We are dedicated to helping each other generate more revenue and to become more effective freelancers.  I reinforced the point that the power of our concept is the Membership, whose value is to leverage our business development efforts. To make this concept work, active involvement is required of each Member.  This requires them to become knowledgeable about the others.  Each Member needs to know the capabilities of the other Members.  They must be confident that introductions will not reflect poorly on themselves.  This led us into a conversation about networking in general.

They pointed out that networking did not seem to be a natural strength of the Membership.  We discussed the paradox regarding the capabilities of new Members’ networking savvy. Surprisingly people with senior-level corporate experience aren’t necessarily adept networkers.  Networking is an attribute that does not come easily to some, training and practice is required.

We also discussed the question about how to best position their affiliation with the ITB Partners brand.  They were not clear how they should present the benefits of their association with ITB Partners to their clients.  This is still a work in process, but I gave them some ideas to consider.

Benefits ITB Partners provides to its members:

  • Sharing best practices
  • Promoting member clients
  • Public speaking opportunities
  • Promoting/sub-branding practice groups
  • The added value of team meetings
  • Making introductions to prospective clients

Becoming a freelancer is a process.   A good support group can make the process easier and shorten one’s learning curve.  An organization like ITB Partners can help close new assignments quicker and ensure a continuous flow of work.  Our Model is designed to increase the freelancer’s prospects for success.  However, we work in an environment where relationships are critical to success.  This requires our Members to continually develop and strengthen their connections.  This is the whole point of networking.  My role as a leader is to stay close to my team, to understand and respond to their needs.

Thank you for visiting my blog.  I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

Jim Weber, President

Author of: Fighting Alligators: Job Search Strategy For The New Normal
New Century Dynamics Executive Search

Current Assignments

  1. CEO – Northeast-based Quick Casual Restaurant Company – New
  2. COO- Northeast-based Casual Dining Restaurant Company – New
  3. Operating Partners – Legacy Pizza Chain – New
  4. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
  5. Area Supervisor, Legacy Pizza Chain Franchisee, S. Carolina – New
  6. Senior Accounting Manager – Atlanta-based Manufacturer. Complete
  7. Controller – Atlanta-based Consumer Products – Digital Company – Completed

Author of: Fighting Alligators: Job Search Strategy For The New Normal

 

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Exit Strategy

by David Shavzin

Business Exit Structure is the fourth high-level step I discuss when speaking on succession/exit planning. 


My last three blogs covered the first three steps: Step 1: Exit Planning / Succession Planning is a TEAM SPORT; Step 2: Knowing Your Business Value; Step 3: Building Transferable Value. The fourth step, Business Exit Structure, comes in many flavors.

 

 

 

 

 

 

 

 

 

 

 

How Can I Leave Thee – Let Me Count the Ways


It is not simply a matter of handing over the business and getting a check for the full amount on your way to the islands for the rest of your life. Despite what you hear, it rarely happens that way. It may be a payout over time, the amount may be tied to future revenue targets, it may require your continued involvement for a period of time.

 

You may simply not be ready to accept offers that are put in front of you, requiring you to stay in the business longer than you would like.

 

A few options to consider for your business exit structure:

 

• Sell to a 3rd Party: An investor or someone looking for a business to run and grow.

• Sell to Family: Could be ideal, could be complex and personally challenging!

• Sell to Employees: Current staff knows the business, employees keep their jobs.

• New Employee/Acquirer: Bring someone in, teach the business, agree to sell at a certain date.

• Retain Ownership: Sell majority ownership, but keep an income stream over time.

• Shut the Doors: Liquidate, perhaps the only choice due to a crisis or lack of planning.

• Strategic Sale: Find a competitor who may pay more because of various cost savings.

• The Two-Step: Merge with a competitor as a first step and have a plan for a buyout over time.

• Split in Two: Don’t want to completely retire? Is there a product or service you enjoy and would want to keep?

• Die – No Really!: Want to work forever? Ok, but you still need to plan.

 

The Bottom Line on Business Exit Structure


There are dozens of formulas for business exit structure. Start planning early, build your advisory team and outline at least a target exit scenario so you have something to work toward. Discuss the pros and cons of each possible scenario. You can always adjust along the way, but having an initial plan will help bring you and your team together toward common goals.

 

A successful transition takes time. The earlier you start, the more flexibility and negotiating power you will have for your business exit structure.

 

********************************************************************

More Reading:

Step 1: Exit Planning / Succession Planning is a TEAM SPORT

Step 2: Knowing Your Business Value

Step 3: Building Transferable Value

********************************************************************

David Shavzin, CMC

Shavzin and Associates, Inc.

Valuation, Succession / Exit Planning, Building Value for Sale

Atlanta, Georgia

770-329-5224

Our BLOG

LinkedIn

dshavzin@shavzinassociates.com

www.ShavzinAssociates.com

Thank you for visiting my blog.  I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

 

 

Jim Weber, President
New Century Dynamics Executive Search
Author of: Fighting Alligators: Job Search Strategy For The New Normal

 

 

 

 

JimWeber@NewCenturyDynamics.com

 

 

 

 

 

 

 

 

 

 

 

 

 

 Assignments

 

 

 

1. COO- Atlanta-based Casual Dining Restaurant Company – New

 

 

 

2. Controller – Atlanta-based Consumer Products – Digital Company – Completed

 

 

 

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed

 

 

 

4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete

 

 

 

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

 

 

 

6. Controller – Atlanta-based Restaurant Company: New

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Posted on

Exit / Succession Planning: Transferable Value and Value Drivers

Guest Blog Post by David Shavzin;  Partner, ITB Partners

 

 

A laser focus on key business TRANSFERABLE Value Drivers will maximize your exit. When I speak on exit and succession planning, I talk about four high-level steps. My last two blogs covered the first two steps: Step 1: Exit Planning / Succession Planning is a TEAM SPORT and Step 2: Knowing Your Business Value and Step 4: Business Exit Options.

 

Step 3: Understanding TRANSFERABLE Value and Value Drivers

First, let’s discuss Transferable Value


I usually put it this way: “What would happen if you left your business for three months, headed down to an island with absolutely no way to communicate?”

If you get back and the business is humming along well, even thriving, you may well be on your way to significant transferable value.

 

If sales didn’t happen, if bills were not paid, if your products or services were not delivered, if 2 key employees quit and if the leaking roof completely fell in – because you were not there – you probably  don’t have much transferable value.

The company’s dependence on you for success limits Transferable Value to a buyer. A buyer does not want to see a significant amount of knowledge walk out the door upon purchasing your business. If that’s the case, they will pay you a lot less than you want for it.

Perhaps the extremes of 1) or 2) above don’t apply to you, but the reality is that most businesses have a long way to go to optimize transferable value.

The big goal: make yourself irrelevant to the business. “But, but…” I hear you start to protest. Get over it! If your goal is to have the money that you need/want for yourself and your family, you need to raise your business like a child, preparing it to live life on its own…without you.


Now, the Top Ten Drivers of Transferable Value

These are not necessarily in priority order and should all be addressed as you work on growth, succession, and exit. Develop a plan that truly addresses these ten items, and start working the plan now:

• Your revenue will improve immediately.

• You will feel better and enjoy the business.

• Your value will start to grow quickly.

 

1. Sustainable, Recurring Revenue.

2. Written Business Processes: update them regularly, train to them regularly. Repeatable, consistent  operating systems drive the customer experience and sustainable cash flow.

3. A Technology infrastructure that supports your plan and value drivers, while staying current!

4. Management Team and senior staff who are trained and motivated. Make sure that your employees are Knowledgeable and Engaged.

5. Sustainable, Competitive Advantage: Is there something that is truly different about you? If not, find it! Don’t be a commodity and don’t tell me “we have great customer service”!

6. Scalability: are you ready to take on a new customer that adds 50% to your revenue? 100%?

7. Diversified Customer Base: Is one customer more than 20% of your revenue? And how often do customers leave you?

8. Customer Experience: Do you truly know how your customers experience your products and services?

9. Financial Performance: Sustainable, Growing Cash Flow and Financial Controls.

10. Written Growth Plan

 

The Bottom Line on Transferable Value

The business needs to thrive – without you! Develop and work a plan that addresses the top ten value drivers. Start today, measure your progress and adjust your tactics if you get off track on your exit planning.

 

********************************************************************

More Reading:

Step 1: Exit Planning / Succession Planning is a TEAM SPORT

Step 2: Knowing Your Business Value

Step 4: Business Exit Options.

Transferable Business Value and What Drives It:

http://www.forbes.com/sites/johnbrown/2016/06/30/transferable-business-value-and-what-drives-it/#22c215fe7241

********************************************************************

David Shavzin, CMC

Partner, ITB Partners

Shavzin and Associates, Inc.

Valuation, Succession Planning / Exit Planning, Building Value for Sale

Atlanta, Georgia

770-329-5224

 

 

 

 

 

 

 

 

 

 

Thank you for visiting my blog.  I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

 

 
 

 

Jim Weber, President
New Century Dynamics Executive Search
Author of: Fighting Alligators: Job Search Strategy For The New Normal

JimWeber@NewCenturyDynamics.com

 

 

 

 

 

 

 Assignments

 

1. COO- Atlanta-based Casual Dining Restaurant Company – New

 

2. Controller – Atlanta-based Consumer Products – Digital Company – Offer Accepted

 

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed

 

4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete

 

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

 

6. Controller – Atlanta-based Restaurant Company: New

 

7. Outplacement Assignment – Atlanta-based Manufacturer:  Complete