Executive ConsultingStrategy. Execution. Results.

Who’s got your back?

It’s lonely at the top

• Why face it alone?– Limited help/support– Political pressures– Major company decisions– Demanding board & shareholders

• The stakes are high, why not call for Back-up?

Isolated problems?

• The flawed silo’ed approach– One problem can hide deeper issues– Rarely are problems isolated– Feeling of being on your own

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Case Study: Widgets Inc.

• Plummeting sales• It must be a marketing problem!

– We need publicity– We need SEO & online marketing– Expensive Lead Generation

• Deeper problems uncovered …

Team problem-solving works

• X-functional Problem: Undifferentiated product– Mkt research– Product marketing– Vendor agreements & partnerships– Overseas manufacturing– Product engineering– Capital requirements– Vertical market focus– Promotional plan

X-functional solution

The Vantage Team Approach

• Listen• Research• Analyze• Recommend • Roll-up our sleeves and get to work

Strategy. Execution. Results.

The CXO TeamDean Hutchings20+ years working in hardware, software & services. CPA, CFO, COO, President and CEO of both public and private companies.

Robbie Chidester, CPA20+ yrs Big Four experience (KPMG), CFO for emerging companies from startup to $132M. CFO consultant to over 40 startup’s in: technology & software, ecommerce , internet & consumer electronics.

Brad Rutledge, MBA15+ yrs senior marketing exp., more than 30 client program & project exp. B2B, consumer, high-tech, government, 4+ yrs as virtual CMO, from start-ups to largest co.’s in the world Dell, Home Depot, etc.

Experience

Who’s got your back?

• Don’t go it alone – risks are too high• Problems (& opps) are typically x-functional• CXO Vantage = holistic, team approach to

executive consulting• X-functional solutions for x-fuctional problems• The Vantage Approach = Execution

Code 8: Calling for Backup

• Contact CXO Vantage for a free consultation– Complete detailed questionnaire– Roundtable Q/A session w/ Dean, Robbie & Brad – Jointly brainstorm ideas

Email: info@CXOVantage.comCall: 801-930-0842

Thank you!

What business life cycle phase are you in? We can help.

Backup – Life Cycle Issues

Phase I: Initial Concept

Issues• Is there a market?• What is the best method to go to market?• Operational financing?• What entity and infrastructure is needed to run the

operations?

Indicators• Product /service developed• The business can become a going

concern

Phase II: Start-up

Issues• Manufacture our product or use a third party?• Pricing to optimize returns?• What channels will we sell our product/service?• Sufficient capital to continue moving operations forward?

Indicators• Entity has been created• Entity’s operations are funded for the short term• A product/service is being provided to customers

Phase III: Growth

Issues• Are policies and procedures in place that enhance the customers’

experience and maximize gross margin?• Are we enhancing our brand?• Time to enter new geographies?• Are we managing our resources that will allow us to sustain our growth?

Indicators• Products/services are selling well• Recognized by both customers and

competitors• Sales growth has become difficult to manage

Phase IV: Mature

Issues• Do our manufacturing and delivery processes maximize efficiency?• Newer versions or additional products/services to our customers?• Does our brand represent what we want it to?• Should we be selling to new markets?• Our we getting the best return on our capital investments?

Indicators• A leader in its chosen market• Sales continue to grow – although at a

slower pace• Loyal customer base

Phase V: New Product/ Expansion

Issues• What new products would fit into the Company’s current channel and

product mix?• Is there a competitor, supplier or customer that would be a good

acquisition target?• Should we expand our geographical or market reach?• How do we fund growth into new market segments?

Indicators• The Company’s products/services are well

entrenched• Time to look to new products and markets in

order to maintain growth rate

Phase VI: Decline

Issues• Are there new product versions or peripherals we can deliver to through our

sales channel?• Can we expand our markets and geographies even further to obtain growth?• Can we manage the Company’s structure in order to continue to be profitable?• Should the Company reinvest, merge or sell?

Indicators• Original products/services begin to lose

market share, sales reduce• Forced to rely more on price reductions

to remain competitive

Phase VII: Exit

Issues• How do we maintain customer relations during the transition?• Can we increase the value of the Company through selling off old or semi-

obsolete inventory?• Can we increase revenue through sales incentives?• Have we valued the business such that we can maximize our return while

providing a sellable product to our suitors?• What are the tax ramifications of the sale of the business?

Indicators• After a comprehensive study of the pros

and cons, a decision has been made to sell the Company