I understood how to read a balance sheet, a Profit and Loss Statement and the importance of Cash Flow.

None of that knowledge kept my company from the brink of bankruptcy.

I was responsible for a $12M company and almost lost it because I didn't know what I didn't know.

That sense of helplessness has made me passionate about helping other business owners navigate the growth curve of their company.

I'm Laurie Taylor, President of FlashPoint! I was not a Harvard Business School graduate. My background, a degree in Parks and Recreation and a Masters in Public Administration, did not prepare me for the challenges of running my own business.

I Learned the Hard Way

But in 1987 I joined my partner, Sherri, and together we grew a company from 2 to over 100 employees. Along the way, we learned every business lesson the hard way.

In March, 2000, the dotcom blow up hit and all of our clients were high tech, telecommunications and dotcoms -- we almost lost the company.

Only through sheer tenacity, a laser-like focus on driving revenue and educating every single employee on how we made and kept money, were we able to bring the company around.

Getting Focused; Getting Real

It's that experience that has led me to help business owners understand what I call The New Profit Model: Understanding How You Make and Keep Money.

This training program, The New Profit Model, focuses a business owner on Four Critical Aspects of their growth strategy:

1. Profit Design

2. Profit Net

3. Profit Zone

4. Customer Migration

As I mentioned. I understood how to read a profit and loss statement. Here's the rub. A typical financial statement only provides you a BACKWARDS glance at what happened 30 days ago.

The damage has already occurred! It's crucial that you create HEADLIGHTS into the future so you are prepared to make adjustments before something happens, instead of scrambling to correct a mistake.

The New Profit Model training program walks a business owner through:

How to set up a financial statement to help you make solid business decisions

How to identify your Core, Adjacent and Edge businesses in order to spend your limited resources effectively

How to teach your staff the difference between Making Money and Keeping Money in order to engage them in the process

How to determine if you are an Eagle or a Sheep Dog in order to set up a profit design that will sustain profitability

How to educate each person in your company on how they impact profitability on a daily basis

How to cement your relationship with your customers to keep them from looking elsewhere

 

In The New Profit Model training program, we explore all aspects of profitability, not just the financial aspects. If you are the only person in your company that understands the dynamics of making and keeping money, your company will not reach its potential.

Do you know what your key indicators of success are?

Do you track these indicators daily?

Does your staff know what creates a profit path?

Do you communicate your success indicators in order to tap into the intelligence of your organization?

Running a business is hard work. As a small business growth expert, I am committed to helping businesses not only survive but thrive.

This program, The New Profit Model, is designed to kick-start your profit engine and explore how to improve your bottom line.

The purpose is to provide the most comprehensive encounter with your company's profit structure available today.

Phase 1: Core Intelligence and Organizational Assessment

This assessment will provide and enlighten the profit design process by accessing and including the candid perspective and core intelligence of the entire company's staff.

Phase 2:  Profit Design Inventory

By reviewing and understanding the underlying causes of the company's current performance, a business owner will be able to objectively evaluate where improvement can be made.

Phase 3:  Reshaping How Profit is Delivered

Once Phase 1 & 2 are explored, the business owner can now redesign their profit design to get better traction today and into the future. A series of initiatives will help maintain focus on the areas of concern.

If I knew then what I know now, the chances of weathering the dotcom explosion would have improved dramatically. The challenges of running a company in good times pale in comparison with running a company in bad times.

I've been through both and believe that taking a fresh look at profitability is in every business owner's best interest.

By laying a solid foundation based on an in-depth review of all aspects of how your company makes and keeps money may mean the difference between just getting by and staying in business.

At the end of this dynamic process, a business owner will:

Uncover staff perspectives on how they see the company which is a critical aspect to promote staff buy-in

Explore the 12 components of Profit Design and identify the top 3 - 4 for where your company is today in its growth cycle

Establish clear and objective overall goals for the company focused on the right areas of concern

Educate the staff on how they impact profitability

 

Interested in exploring your company's profit engine?

I'm Ready! Contact Laurie Today!