Manufacturing Diversification: Are CEOs Looking Beyond Cost and Risk? Tariffs and geopolitical uncertainty have forced manufacturing decisions into the boardroom. For many...
You Don’t Have to Build Everything to Own the Outcome
Just because a company can build something doesn’t mean it should. OEMs face this decision all the time. Develop the technology internally? Add engineering resources? Invest in...
Global Capability Does Not Guarantee Regional Growth
A global manufacturer can have strong products, good engineering, manufacturing scale and plenty of resources. None of that guarantees growth in every market it enters. The...
Sometimes You Don’t Need to Sell the Change. You Need to Show It.
Earlier in my career, I managed a sales team in a small division of a very large company. We had a broad product portfolio, and I struggled with something I think happens in a...
You Can’t Spreadsheet Your Way to Every Opportunity
I was brought into a company to assess its sales organization and help mentor the team. Senior management knew opportunities were being missed, but the reason was not obvious....
A Manufacturing Agreement Does Not Replace Knowing Your Factory
I have spent much of my career working with manufacturers throughout Asia. One lesson has stayed consistent. A manufacturing agreement matters, but it cannot protect you from a...
When the Founder Is Still the Operating System
Some founders know every customer, approve every important decision, solve the difficult problems, and keep the company moving through experience that was never written down....
The Product Was Ready. The Company Wasn’t.
Companies spend months, and sometimes years, developing a new product. Engineering works through the technical challenges, samples are evaluated, safety and performance testing...
Revenue Growth Does Not Always Create Enterprise Value
Revenue growth is usually treated as evidence that a business is getting stronger, and in many cases it is. I have also seen companies add substantial revenue while becoming more...
Why a $20 Million Industrial Company Reset Its Go-to-Market Strategy
A client I advised through Concept 813 LLC had built an industrial manufacturing and supply-chain business generating more than $20 million in annual revenue. The company served...