Scaling Up Coaches

Scaling Up  coaches are many of the most experienced, most effective executive coaches in the world. These independent executive coaches support growing companies and business units across the globe.

They focus primarily on the development of mid-market companies (revenue from £1MM to £250MM) using the Four Decisions as the framework for growth. Founded in 2001 by Verne Harnish, author of Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm.

Gazelles continues to expand as it fulfils its promise to offer the best education, best tools, and best community to the top business Coaches in the world.

The Four Decisions –  Critical Questions to ask about you business

People MiniIcon PEOPLE

  • Given the opportunity, you would enthusiastically hire every employee all over again?
  • Are your people truly aligned to your vision and are they as passionate and committed to acheiving your vision as you are?
  • Do your people have the management and leadership skills to execute on your plans?
  • Do you have an up-to-date accountability chart that each employee has seen in the last 90 days.
  • When hiring for new positions, you employ a structured interview process to select the correct candidate?
  • You measure Productivity Per Employee (PPE) and have a plan to double it over a 5-10 year period?
  • Your company follows a set of clearly-defined, written, posted and continually reinforced Core Values.
  • Your company’s Core Purpose (‘Why do we exist’) is clearly defined.?
  • Do you have high levels of employee happiness, is your company a great place to work?

Strategy MiniIcon STRATEGY

  • Can you state your firm’s strategy simply – and is it driving sustainable growth in revenue and gross margin?
  • Can each of your employees can articulate the company’s long-term lofty goal, also known as our ‘Big Hairy Audacious Goal’ (BHAG).
  • Do you have a visual dashboard of Key Performance Indicators (KPIs) that accurately measure your value from the customer’s perspective?
  • Do you have a dedicated executive team who regularly take time out to think and plan at a strategic level?
  • Do you have a single, clear and consistently-tracked metric that represents the’economic engine’ of your business.
  • Are you clear on your core customer, the markets you intend to dominate and what you will become famous for?
  • Do your executives, managers and supervisors consistently take time to review company progress toward quarterly and annual objectives?
  • Do you have a clear, unique and measurable Brand Promise (competitive advantage/value proposition) that meets our core customer’s needs. ?

Execution MiniIcon EXECUTION

  • Are you making strong progress toward the company’s goals, and rarely spend time responding to crises.
  • Are all processes running without drama and driving industry leading profitability?
  • Do you have Key Performance Indicators (KPIs) which are used effectively to track employee progress and ensure alignment with established priorities?
  • Do you have a designated ‘situation room’ or area where meetings are held and KPIs and priorities are displayed?
  • Are your plans, goals and scores clearly visible?
  • Does information move quickly and accurately through your organisation?
  • Are you confident that each employee can clearly articulate your top three quarterly priorities and their role in attaining them
  • Do you consistently receive feedback from our customers on how we are doing and what they have heard about our competitors?
  • Do you have regularly-scheduled meetings to align activities with company priorities and identify and solve miscommunications.

Cash MiniIcon CASH

  • Do you qualify your customer’s credit worthiness to prevent them from using us as a Bank?
  • Do you consistently review 12-month cash flow projections with our financial team?
  • Do you have a robust cashflow forecasting process in place?
  • Do you have a solid understanding of how much revenue each employee generates?
  • Do you have an accurate understanding of how much it costs to acquire a new Customer?
  • Do you know your “break even” position and the sales and associated margins required to achieve this?
  • Do you know how much cash is needed to fund your growth during the next 3-5 years?
  • Do you regularly pursue ideas for reducing your cash conversion cycle (the period of time from placing £1 of working capital into daily operations until it returns as cash collected)?
  • Do you have effective accounts payable and accounts receivable policies?