Company success through management advisory, hands-on revenue operations systems and fractional executive function support.

We provide management advisory services because running, leading and managing a company are three different things.  The leaders that we work with are frequently accomplished founders or owner operators who could use a playbook to managing people, departments and processes optimally.

Quick Hit Overview

• Assess all functions in the organization
• Come up with organizational architecture for results by function
• Develop playbook and roll out self executing mandates for each function

When you need it: Owner operator focused on the day to day; start-up founder skilled at what he invented but not trained in the  “corporate” work; leaders who may have extreme skill in one area (sales, business development, product creation or build execution) but not at orchestrating the interacting parts of the corporate management approach.

Marketing is a science that is often rolled out creatively without the metric based ROI needed to drive sales.  Sales is too often considered one of the “lower arts” of business but it is the life blood of the entire organization.  Business Development is often a vague black hole of efforts with fingers crossed that it will yield results.  Getting these three disciplines right and tying them together with the right roadmap and playbook takes the business to the next level and provides quality of earnings with regularity by reducing the often bipolar output resulting in revenue volatility.  Earnings bottom out when the people driving the orchestration of the revenue levers look away or get busy – it is then a sisyphusean  effort just to maintain baseline earnings.  We orchestrate the disciplines and drive growth through our Revops Systems.

Quick Hit Overview

• Review sales, marketing & business development systems and processes. 
• Development of systems and processes for each of these disciplines
• Roll out a unified framework that integrates these functions and drives the top line.

When you need it owner operator reliant on personal sales and referrals, start-up or growing company with a great product without marketing and sales as a core competency of the team, small outsourced point consultants or solutions without an integrated system to organize their efforts toward unified results, SME company with baseline in house departments that “do the job” but do not have best in class skills, backgrounds or demonstrated outcomes.

Leadership is part of owning or running a company: like it or not.  Some people are natural leaders but need to ask themselves is my charisma and being the “most important person in the room” translating to effective operational productivity and revenue growth in the business.  Other people are great at the work that the company does or invented something that has turned into a real organization.  These people need help to project effective leadership so that they can steer the organization towards their goals.  In both scenarios, it is important to gain perspective on the effect of decisions, communications delivery and projected culture coming from the head of the organization. 

Quick Hit Overview

• Review of Organizations Business Leadership needs
• Assessment of Leadership Style and Business Approach to Deploying authority to achieve goals. 
• Tactical Hands On Support of Actual Real Time Leadership.  Development of Leadership Organizational Playbook.  

When you need it when leader observes a disconnect between their envisioned direction and the organizational results,  observed lack of execution coming down from leadership, low employee job satisfaction,  stale business culture. 

We help people get their operations systems to run smoothly.  This reduces friction, headaches and guesswork, creating a healthier organization generally.  Self executing systems eliminate the chaotic and reactive nature of an organization that lacks a clear playbook.  Once this is in place, it is much easier to calibrate cost structure, synchronize that do ROi and contain costs by matching it more closely to productivity metrics. 

Quick Hit Overview

• Initial organizational diagnostic
• Generation of roadmap and playbook for operational best practices
• Chief Operating Officer support, oversight or fractional consulting to achieve goals. 

When you need it operations build as you grow situation: infrastructure and headcount put in place ad-hoc by necessity and an afterthought of growth without an operations growth plan.  An organization at the next phase of growth: you have gotten this far with the internal team and you fine yourself at an organization turning point of either growth or maintenance – both paths require an operations plan.  An organization in transition: you have built a great organization but need to have it run without the leader as a single point of failure to make it run day to day or the organization is ready for the next generation or a sale – in this case operational systems and positioning are critical for the company to operate as an independent concern. 

Organizations often reach a stage when they want to position themselves to take on investors, prepare for a sale or engage in some kind of lifecycle transaction for the company.  Too often company owners do not know what boxes need to be checked and how the profile of the company needs to be presented to successfully engage such events.  

Quick Hit Overview

• Review of company and its supporting documents as a whole
• Due Diligence checklist run
• Moving the needle to hit targets and position the organization to provide a profile in the way that a corporate “life event” involving sophisticated parties expect to see. 

When you need it an owner wants the company to be able to run without the constant reliance of the founder.  The founder or owner wants to transition the company to a selected or as of yet undetermined acquirer.  The founder or shareholders want to take on money from professional investors and prepare for that process.

At the outset or our engagement with our new portfolio companies or advisory clients, we drill down with a 12 point audit of the business, score the categories and come up with a roadmap for the company to achieve best in class results.  The organizations that we work on the assessment find this process a game changing event for their companies.   It is a pivot point for them to get to the next level or simply rationalize their approach with best practices to reach their goals.

Quick Hit Overview

• Go over the 12 assessment areas with the management team
• FMM Ventures team engages in the review process with management and employee interviews, tech stack analysis and systems and processes review.
• The three major categories of operations, marketing and sales are covered in depth to analyze review generation mechanisms as they handed off to product or service execution to completion.  

When you need it most organizations benefit from our independent third party audit and assessment of the business, most organizations ask us to help them improve in a variety of key areas to help their organizations reach their potential.