Challenge:
In 2020, amidst a global pandemic, John Callahan, President of Diversified Site Works, found himself and his team focused on capitalizing on as many new projects and bids for his company as possible. “We were sending out two or more bids a day! The workload was tremendous in trying to get all of the bids out and cost estimates correct as we tried to bring in business,” Callahan explained. While business appeared to be growing, Callahan wondered if they were doing things efficiently. “We were spending way too much time with three people dedicated nearly full-time to bidding. We didn’t even have enough time to follow up and build relationships with the jobs we were bidding. If we won we won, and that’s when we decided it was time to change,” remarked Callahan. Enter Growth Solutions Team (GST) into the mix. With the guidance and consulting of the Growth Solutions Team, Callahan began to look at their organization and identify inefficiencies, which would improve their overall operation and financial picture.

Challenge:
While Bell was no stranger to financial planning, he found running a company demanding. The day-to-day management was new, and he frequently reached out to colleagues for advice. As the pressures of his growing business intensified, it became apparent that he needed someone to help develop operational processes and align strategic goals for the company.

Challenge:
As a company that manages a virtual workforce, Buy Box Experts experienced difficulties with the day-to-day management of their employees. Between hiring, onboarding, training, coaching, tracking payroll and vacations, and dealing with performance assessments, Hansen was frequently pulled away from business development to manage HR related activities. So, after interviewing several HR consultants, Hansen selected Phil Romm and Growth Solutions Team Strategic HR Services.

Greenleaf Construction Utilizes Strategic HR Services to Improve Business Relations with Employees

Challenge:
When a business is growing at a rapid rate, its very easy to continue to absorb tasks, rather than looking for other solutions. That’s precisely what happened to George Brown. In 2016, Brown was feeling overwhelmed. His business was growing rapidly and his plate was overloaded with to-do’s. So, at the advice of his Executive Coach, he began tracking his time to see what was monopolizing his time.

Jones Advisory Recognizes Increased Revenues and While Improving Sales

Challenge:
Since taking over Jones Advisory in 2016, Stephanie Drane has had a fresh perspective on the future of the financial firm. While the company was successful, she evaluated the clientele of the business, and realized that a significant number of clients had been with the practice since its inception. Their growth was slowly tapering off due to the attrition of older clients retiring and she wanted to put her efforts into growing the business and acquiring new clients. She knew she needed a marketing plan, and she needed guidance to make the plan come to fruition.

Challenge:
After starting their company, Rich and Foreman reached out to friends and colleagues regularly to mentor them through various situations regarding their new business venture. As time passed, the first-time business owners realized they needed a more consistent sounding board that would advise them and push them in the direction they needed to be going. After being introduced to David Kelly by a friend, they decided that Executive Coaching with Growth Solutions Team could benefit them and help them focus on increasing sales revenues.

Challenge:
When Dr. Merritt purchased Lifestream Health Center, she had visions of running and expanding the successful practice. She currently has 11 people on her team, including medical assistants, scribes, administrative staff, and a nurse practitioner. The large team is necessary for the patient volume they see, but she recognized a need to implement repeatable processes for staff so that the clinic runs smoothly. Pain management clinics are often associated with high costs and a lot of staff, meaning Merritt also needed guidance to overcome some of the inherent issues.

North Central Insurance Agency Energizes Family Business

Challenge:
The past several years the company experienced relatively flat growth. “Each year we were gaining new customers but losing just as many, which was really frustrating,” said Hannah. “So I tried to find new ways to be innovative and increase accounts,” she said. “We needed a different way to think about our business, because the industry in general has changed so much,” she added.

Challenge:
When Albers began his own practice, like many new firms, he had to take just about any case he could. Initially, most of his cases originated from panel work which gave him a lot of visibility in the legal community, but required him to travel extensively across the State defending cases, while not generating much income. The frustrations of not working “smart” started to set in, and a colleague who was working with Growth Solutions Team suggested he talk to them.

Challenge:
Dr. Gulitz moved to Baltimore in 2012 from Las Vegas. As a transplant to the area, and just opening his practice, he had little experience with sales, marketing, and the day-to-day operations of running a business. He strived to have comprehensive patient care driven by excellent customer service, yet he soon realized he was ‘treading water’ with his business tactics. “I wasn’t enjoying my business working 80 hours a week,” stated Gulitz, “I may have even been losing money.” While he admits that he had issues growing the practice, he didn’t think he needed a coach.

Challenge:
George Brown started his business out of a love and passion for his trade. A skilled carpenter with an eye for detail, he saw a business opportunity to focus on high-end projects, because it seemed his clients were having difficultly finding skilled craftsmen. His company has attracted and kept it’s employees happy because they offer attractive benefits that are a rarity in this field — health insurance, paid vacations, training. However in 2014, he realized the company was not growing rapidly and business was experiencing seasonal peaks and lulls which made it difficult to maintain everyone’s full- time employment.