Owners: James Kirk

Age of Business: 18 months

Type of Business: Brand/Advertising

Employees: 1

Scenario: James started JTK because he had the ability to help other businesses and organizations capture their brand in creative eye-catching ways. And he has had some early success in acquiring local clients. Recently a large retailer saw James’ work and called to hire him for a big project. James knows this is going to take a lot of time and energy, and he isn’t sure what will have to his regulars if he has to dedicate all the time this project is going to require. On top of that, James is, at his core, an artist and not a business owner.  He has muddle thru thus far, but the business gets what time he has leftover, which usually isn’t his best time or a lot of it. James is uncertain about how to proceed with building his creativity into a business. The opportunity is presenting itself for him to not just be creative on a larger scale but also start building his personal income. What do you guys have to say to James?

Owners: Ben Solo

Age of Business: 3

Type of Business: Consulting

Employees: 2

Scenario: Ben started his consulting business, hoping that he would plug into his community and be a resource. Ben has done such an excellent job with writing content that resonates with his community that he is swamped with requests to take on new companies, work with new entrepreneurs, do a podcast, write a book, on and on and on. And while Ben is excellent at helping others navigate challenges, he is stuck in an overwhelmed position with just his assistant to help. Ben has a slightly manic look about him as he sits down to coffee with you three. How do you help Ben find a way forward?

Owners: Alex Anderson

Age of Business: 8 years

Type of Business: Retail/Sales

Employees: 18

Scenario: Alex is exhausted. Not because the business is having difficultly, but because of Phil. Phil is the top salesperson for the company, but he is also the biggest energy drain for Alex and everyone else. Phil isn’t overtly antagonistic, but he constantly complains and has his hand out for more compensation and recognition. Alex would like to terminate Phil, but there isn’t a clear way to replace all of the sales Phil is generating. Alex looks stretched thin when you three sit down for a cup of coffee. Where do you start?

Owners: Ed and Terry

Age of Business: 5 years

Type of Business: Software

Employees: 10ish (largely independent contractors)

Scenario: Ed and Terry had a dream of starting the next industry disrupter in their garage, and they had early success. Enough that they were able to court and convince some relatives, friends, and local community leaders to invest in their startup. While they were great designers, they were pretty lousy businessmen. They often found that they burned through the money they raised faster than they had “planned.” Longshot, Ltd was always on the edge of having no money, and more than a couple times the company had less than $100 to its name. Because of the infrequency of their ability to pay on time, they had a revolving door of independent designers. 4 years into this and Ed is starting to show the strain of constant pressure and Terry is getting fed up with the constant lack of capital. The product is receiving mixed early reviews but they can’t seem to get out of beta testing. The strain and tension are making them angry at each other and their communication is starting to breakdown. One of their investors has stepped in to see if this endeavor is worth saving. She has asked that the three of you sit down and talk to Ed and Terry about Longshot and see if you can give them the advice to heal their relationship, get their business on track, and move towards a full launch of the product. Where do you start?

Owners: Partnership Group

Age of Business: 40 years

Type of Business: Manufacturing

Employees: 250+

Scenario: Jake is a mid-level manager looking to become a future partner at Upward, Inc. He studied hard at a good school, got an MBA from a good graduate program, and started out at Upward, Inc at an entry-level position 4 years ago. He feels like the only reason he made middle management was because of a group of retirements that opened a slot for him, not because of his track record, knowledge, or experience. He has worked extra hours, put in for learning opportunities, and is looking for a way to distinguish himself to the partners as a leader and great candidate for future partners. As you sit across the table from him he asks, “how do you catch the attention of leadership and distinguish yourself from the crowd?”

Tune in to hear Christopher White, Dan Owolabi, Ken Hochstetler, and Jordan Mullet dive into this business scenario. 

Age of Business: 22 Years

Type of Business: Delivery & Logistics

Employees: 25 Employees & 2 Manager

Scenario: Dan has been in the delivery and logistics business for over two decades. This is a business he launched in his 40’s and he is starting to question what is next for him and for Delivery Inc. Dan has not done any succession planning, but he does have a manager who has been with him for the past 15 years and several family members that work for the company. He feels the pull to create security for his family's future, but the truth of the matter is none of them is qualified to lead as his manager. Dan is talking to you three over breakfast at the local greasy spoon. How do you advise him to start his transition and who should get Delivery Inc?

Tune in to hear Christopher White, Dan Owolabi, Jordan Mullet, and Ken Hochstetler dive into this business scenario.