In a nation of vision and hard work, private generosity fuels communities from Seattle to the Middle East. A heartfelt 'Thank You' to clients empowers us to contribute to their economic journey, creating prosperity for organizations, employees, suppliers, and cherished customers.

Some CEOs in our Peer Group reluctantly face the need for succession plans, observing peers promoting family members. Others, unfortunately, hand over their companies to M & A Specialists – for peanuts, receiving little in return for well-trained staff and loyal customers.

Imagine meeting with 8-12 peers three times a year to discuss your organization's accomplishments, challenges, and aspirations. These discussions tackle critical business issues, preparing the next generation of leaders and sustaining company value.

In the sales world, it's not uncommon to have that one superstar rep selling at top dollar while the rest lag behind. How can you close the gap in pricing skills for a more robust bottom line?

While some associations cling to outdated notions, a new wave of forward-thinking organizations thrives. They focus on tailored strategies, niche excellence, and continuous improvement, resulting in soaring revenues, margins, and customer loyalty.

Smart buyers will quickly discern suppliers with a caring culture from those who lack it. If your sales representatives struggle to secure repeat appointments with key buyers, there are valid reasons behind it.

Today, organizations in our great industry are growing organically, with strong backlogs, while similarly equipped competitors down the street are starving for work or closing their doors. No one closes their doors with successful sales leadership Successful sales leadership requires that you...

At a recent CEO Peer Group Meeting, a spirited discussion included the lack of planning to replace experienced, retiring, top-performing legacy Sales Reps. This portends a troubling future for any organization and its leadership.

Why do your reps overcharge a customer? Does your company need policies re. overcharging? Some reps are more interested in short-term, immediate income rather than negative long-term market consequences. That can be catastrophic.

We lose customers too often…quietly. Six to twelve months - or more - after they’ve gone elsewhere, someone up the ladder finally sees the drop-off in revenues and asks, “What happened to Ms. Smith?”