• Leadership shapes business culture

• Culture still eats strategy for breakfast, operational excellence for lunch, and everything else for dinner, attributed to several leaders as first saying including Peter Drucker, Steve Jobs, and Jack Welch.

• GVX instills growth-minded culture from everything do as we partner with our clients. It’s critical that leadership is aligned on the vision, the strategy, process, teams, and technology to unify everyone on the enterprise-wide objective of generating sustainable growth and building value.

• The GVX point of view is that the above mindset alignment and corresponding influence on a growth-minded culture is equal to technical and functional expertise and experience. It’s also critical to shift from owner operator, to generalists, to specialists, to highly skilled industry and technical specialists as the organization evolves through expanding growth stages.

We support our client’s need for aligning leadership with evolving growth stage needs in several ways as follows:

• Current state . Future state org. design

• Positioning to attract and retain A-level leadership talent

• Aligning operational and functional leader’s responsibilities with their specific impact on growth and value creation.

• Proactively developing effective succession and transition plans

• Developing sales and marketing leadership skills.

• Talent acquisition and retention

• Identifying specific and data-driven insight into the entire growth engine including executive leader vision, marketing, business development, client experience, and effectives of the scale, grow, and build value functions. We leverage that data to help each leader prioritize their team’s focus in effort to maximize growth and value creation velocity and momentum.

Succession and transition planning and execution is needed in numerous scenarios:

• Business owner reducing operational responsibilities to shift into more time leading strategic initiatives as the business transitions to the next growth stage

• Business owner preparing for an exit, replacing role and remaining engaged through knowledge transfer

• Centralization or decentralization of organizational structure

• Carve out leadership transitions

• Post-acquisition integration and org. structure transformation

• Retirement of a key leader

• Career progression of a key leader

• Etc.

How we support / Considerations:

• Current state - Future state organizational structure and job description revision

• Retention bonus structure in effort to minimize coverage gaps during transformation

• Change management strategies to minimize loss of employees who might feel overlooked during transitions. Many options exist in effort to avoid the expense of unwanted turnover, which is known to cost 1.5X - 2X of the employees total compensation.

• Mission critical need for clear and concise first hundred day plans by each leader upon transition

• Leadership alignment, reinforcement, and clear consistent messaging of the path forward for entire organization.

We have seen and been engaged in all of the above for both internal roles as well as clients. We’ve seen the effects of the above handle well and the consequences of the above not handled proactively with consideration for all. In the recruiting space, we’ve heard thousands of stories from candidates asking to begin confidential searches and heard their perspectives for why they decide to leave.

We support all of the above with extensive in the trenches and hands on experience. We lend guidance, best practices, help develop, refine, and structure plans. All of the above involves teams, process, technology, and most importantly employee morale, engagement, and growth-minded culture.

We look forward to exploring how we might best support with succession and transition advisory services.

Our experience in sales leadership leverages over thirty years of experience developing and managing business development teams and sales leaders both internally, as well as for clients we’ve supported with Salesforce since 2004..

It’s common to hire a Sales leader who is ready for the role, and yet needs further development and mentorship as they refine their effectiveness in the overall role.

Many of these sales leaders report to an individual who is an operational leader who knows the business significantly well, yet doesn’t have the depth of sales strategy, process, deal structure, pipeline management, and sales professional development experience to mentor and develop the Sales leader into all they can be and all they can do through the business development team.

Our coaching services helps close the gap and help mentor in the following areas:

• Development of business development professionals in effort to turn good into great, spot patterns of strengths, challenges, opportunity cost, and risk to mitigate by individual

• Refining the pipeline management process as needed to improve forecast reliability and meeting effectiveness

• Improving user adoption of systems and process in effort to improve the effectiveness of the business development professional’s day, while also improving visibility and accountability

• Improving deal flow, reducing stalled deals, increasing focus on the “right” opportunities, and ultimately improving the close rate. For an organization with an average pipeline of $5M, increasing the close rate by only 5% can equate to an increase in revenue by $1M - $1.5M per year.

• Improving team’s overall ability to obtain targeted pricing/fees and target margin dollars and percent. For a $35M organization, increasing margin from 35%-38% can increase gross margin by over $1M per year.

• Improving brand value and positioning in the following areas:

  • Verbal and written proposal consistency & effectiveness

  • Increased consultative selling effectiveness

  • Improved alignment of client objectives with impact and ROI of solution

  • Increased effectiveness of providing value, efficiency, and predictability of the client experience

• Improving business development professional onboarding and initial ramp up, milestone achievement

• Increased effectiveness at developing the ideal client book of business;

  • Diversified percentage of revenue across many clients

  • Industry & Revenue target

• Client segmentation in support of strategic expansion focus

• Hiring and vetting improvement

• Etc.

We help our client’s sales leaders gain effectiveness in the above common areas. Significant ROI opportunity is present in all of the above and we look forward to the opportunity to explore Sales leader coaching & mentoring further with you.

Our practice leader & founder served in leadership roles for 15 years with both of the top two recruiting firms on the Forbes 2025 list of America’s Best Professional Recruiting firms.

GVX leverages industry leading best practices and insight from years of experience having deep discussion with both employers and top candidates for why they accepted or declined offers, why they elected to engage in a confidential search to leave, in spite of working in a top role with a good company, and what employer/clients did to overcome tight market challenges. We support our clients in the following ways:

• Effective job description and career path development in effort to attract and hire top talent.

• Creative compensation plan development for critical roles in order to both attract and retain top leadership talent.

• Refinement of interview process in order to improve success of talent selection in alignment with culture, soft skills, technical skills, and career aspiration.

• Development of referral incentive plans in effort to leverage the networks of the current team and strategic partners.

• Outsourced, fractional, contingency, and retained search solutions on a case by case basis.

• Exit interviews in effort to improve understanding of any retention challenges and overall improved understanding of employee engagement, what to do more of, and what to explore revising.

We understand that developing and maintaining an effective leadership team involves recruiting and hiring well as part of the process. We have tens of thousands of real-world examples to leverage and look forward to supporting this aspect of leadership team development.

The Entrepreneurial Operating System (EOS) is very effective for the right team at the right stage of growth. Our Practice Leader / GVX founder has developed leadership teams using the EOS framework, served as the Growth Officer for an organization navigating significant transformation, and has developed a Salesforce app for running EOS meetings.

GVX is not a certified EOS implementor currently. We support organizations by improving the effectiveness of the EOS framework by aligning and improving the following:

• Growth-minded culture

• Aligning every leader’s quarterly focus with their respective contribution to growth and value creation.

• Improvement of initiative prioritization based on impact on growth, value creation, and ROI.

• Leveraging the GVX Score and the V3 Strategic Alignment frameworks, we provide data-driven decision support to improve effectiveness of the leadership team to align and drive growth and value creation in a meaningful and expedited way.

Schedule a time to explore further how GVX can help leverage the structure of EOS with our passion and thirty-years of experience building and tuning growth engines to help scale, grow, and build value.