Business Planning

Does any of the below apply to you?

You want to start your business

You’re bogged down in daily details and have lost sight of the big picture

You want to grow your business

Your market is changing, or your products are getting outdated

You need to improve productivity

You want to sell or otherwise exit your business, but your management team is reliant on your daily involvement

If so, you need CHANGE and I can help!

Business planning

Transformation Plan

It is estimated that 90% of organizations are not working from a plan.

  • Most of these do not have a clear vision regarding the desired FUTURE STATE of the organization
  • They are lacking a STRATEGY to achieve their objectives
  • They don't have a detailed ACTION PLAN for executing those strategies, or
  • They are struggling to effectively and consistently EXECUTE that action plan, hence the good intentions don't happen

If you want to START, GROW, prepare for EXIT, or otherwise CHANGE, or IMPROVE your business or organization, and you need help to do this in a structured manner, then you have come to the right place!

I will:

Help you develop a TRANSFORMATION PLAN

Help you set up a manageable ACTION PLAN

Support you and your team with EXECUTION of your Plan, and IMPLEMENTING the targeted Improvements

Facilitate quarterly and annual REVIEWS of your Plan


What's the difference?

Business Plan

Generaly used by start-ups to obtain funding

Usually not an actve document - Passive

Strategic Plan

Often associated with expensive documents, created by large accounting firms

Often become "Strategic Plan On Top Shelf" (SPOTS) - Passive

Execution often lacks

Transformation Plan

Simple, internal document, no bells, no whistles

Includes Action Plans to achieve change

To be shared with the entire company

Designed to be executed - Active

Transformation Plan
Many Small-Business owners have no desire to spend days on an extensive plan.
I get that!
My preferred template is therefor the Transformation Map.
The T-Map provides a 1-page overview of your long term goals (BHAG), 2-5 year corporate goals, 1 year functional/department goals, high level strategies for each, and some priority actions.
The T-Map is ideal for sharing with your staff, so that all know what's going on, where the company is going (try sharing a 30-page Strategic Plan....), and thus, why they are being asked to participate in certain projects.


Transformation Plan: development and execution rhythm

It has been universally accepted that maintaining a fixed monthly - quarterly - annual rhythm is the most effective way to create sustained change.

Discovery Meeting (No Charge)

General get-to-know-eachother

Discuss your objectives

Agree on how we will collaborate

Develop your Transformation Plan

Critical thinking about your BHAG (Big Hairy Audacious Goals)

Define your 2-5 year corporate goals on the road to your BHAG

Define your 1-year goals for all functions in your organization

Define broad strategies to reach your 1-year goals

Start building an Action Plan, incl 3-month objectives (your "Rocks")

Monthly Task Review

Follow-up on your monthly progress, and adjust where needed

Define your next 1-month priorities and tasks

Quarterly Review

Review, celebrate your achievements

Define your next quarterly objectives

Annual Review

Review your Plan as a whole. Are we on track? Is your BHAG still valid?

Review, update your 2-5 year corporate goals

Develop new 1-year Goals

Update your Action Plan accordingly

Review Rhythm-2

Coaching Options

One-on-One with owner and/or select team members

Group sessions with your Management Team

Guided Peer Group with other Small-Business owners

One-on-One Coaching Sessions

Have a structured agenda:

Your biggest current concerns

Your latest achievements

Progress with your Transformation Plan

Frequency Suggestions:

Weekly / Bi-weekly (recommended)



Business Planning Workshop / Retreat

Hear WHY a written plan is important for your business success

Learn HOW to write a Transformation Plan

START your own plan


Most of us know SMART Goals.
However, the world changes all the time, our interests change, competition is fierce, technology is moving with lightning speed.

"SMART" is therefor not good enough anymore. We need to Evaluate our Goals, and Revise them if needed:

  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Timebound
  • Evaluate
  • Revise

Note of caution: SMARTER is not equal to SOS!

Evaluating and Revising our Plan on a regular basis (e.g. during your 1-year reviews) is different from changing  direction all the time.

This is referred to as Shiny Object Syndrom, or SOS.

SOS is when Owners or Managers are jumping on each and every request for a new product or feature, frequentlly change target markets, sales channels and so on.

Stay away from SOS!
SOS kills resources & time. Above all, it demoralizes your staff.
SOS also causes confusion with your clients, vendors and other partners & alliances.

Preparing the business for your EXIT  (Sale or Succession) 


When people are talking about Succession Planning and Exit preparation, it is usually about financials, tax planning and legal consideration.
The Operational side is often overlooked: is the business actually sellable?
Many small businesses never sell, or they fail about 6 months after the transition. A major contributor to this is the reliance of the business on the owner's daily involvement: the owner makes all the decisions, is the only one privy to key knowledge or processes, the management team (if there is one) is not well developed, etc.

My objective is to help you improve the VALUE and SELLABILITY of your business. All I may touch on all Value Drivers listed below, the core focus of my work is in particular on the first three.

Key Business Value Drivers

Reliance on Owner

Reliance on select Clients or Employees

Systems and Processes

Financial Performance & Reporting

Growth & Growth Potential

Working Capital

Recurring Revenue

Competitive Advantage

Customer Satisfaction

A Business Owner's Disaster Response Plan

Two things are certain in life: taxes and death. With regards to the latter, we use life insurance to provide financial support for our spouse, and a last will to document the preferred arrangements regarding children and estate.

However, if something bad happens to a small-business owner, what does this mean for the company, the employees and the surviving spouse?

Can employees and vendors be paid?

Can critical (bank, internet and other) accounts be accessed?

Does somebody have contact information for key partners (lawyers, accountants, shareholders)?

Is someone aware of the owner's business agreements and liabilities?

Is the management team able to run the business?

If these and many other issues have not been dealt with in advance, it may well result in the business having to close, with all kinds of unintended and undesirable consequences.

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What To Do About This

The above described problem can be mitigated by preparing a “Business Continuity Plan”.

This can be a simple document that lists everything of importance for the relevant stakeholders to continue the business in case of permanent or temporary incapacitation of the owner. This includes information critical to running the business, but may also contain instructions not addressed in the owner’s will, business-deals-in-progress, details of life and other insurance policies, ideas for strategic moves etc.

A “Business Continuity Board” is a small team comprising shareholders, select management team members and/or external trusted advisors that is dedicated to ensuring the continuity of the business until permanent arrangements are in place.

Most owners will agree that they love their spouse and children, and that they deeply care about their employees and business partners. Preparing a Business Continuity Plan and appointing a Business Continuity Board is an effective way to turn that affection into a legacy, just in case disaster strikes.

Connect with me if you're interested!

Interested? Questions?

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