Let’s consider an example of a how a company might improve cash flow.

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A firm employs an exceptional BD or capture person, maybe even a rainmaker. If this firm has a fragmented or inadequate BD process, its customer acquisition expenses will be greater than a similar organization that has its BD/capture procedures documented and measured. And that other organization may be a competitor in the next bid opportunity — an opportunity that is highly price-sensitive.

What’s next?  Rarely is there time for the firm to re-work the cost structure — much less institute a process. It’s more likely that profit margins will be reduced, partners will be asked for a lower price, or the rainmaker will be asked to take a hit on commission. Or, the bid is made with the hope of optimizing delivery or operations on the backend using committed, capable staff. With this approach it seems someone — or many someones — will lose.

How long will the strategic partners, awesome rainmaker, and exceptional employees continue to support the firm?  I submit not long. The firm will end up spending many more resources (time, money) unexpectedly to hire and train new personnel, secure new partners, and address diminished staff morale after employees depart and partners focus on other companies that promise more stability.

As the founder of MC, Lara Milavickas has the real-life experience and battle scars to fully comprehend this scenario, which happens far too often. It would have been less costly and significantly easier to put appropriate processes and systems in place from the beginning.

Contact us if this resonates. We can help you take the first step to exploring the beyond. MC has the vision to give you a picture of the forest, the trees – and what comes after.