Innovation vs. Focus and Scale
Enjoy this letter penned by Kyle Benusa speaking about his and Jack Allen’s experience following a thought provoking session at our Spring Retreat.
Contributed by Kyle Benusa of Ballast Consulting Group
Jack and I attended a lecture of sorts a few weeks back and the speaker spent a lot of his time on the topic of neuroplasticity. The overarching idea was that as we age, we get locked into mindsets, we get uncomfortable with unknowns and new ideas. The speaker argued that this provided an opportunity for those willing to put in the work. He encouraged us to seek new experiences and get exposure to new ideas often. Our return on this investment would be agility, speed, and innovation. Sexy stuff.
Following the lecture, Jack and I walked back to our cottage in silence. If you know us, you know that’s an atypical scene. We’re typically opinionated, overly confident, comfortable enough with each other that we’re usually talking OVER each other.
Once we got back to the cottage and got settled in, we launched into deep debate. Debating is our preferred method of working through ideas. He will take one side; I’ll take the other. We position, pivot, reposition until we’ve beaten the damn idea up so badly, we can walk out of the conversation feeling confident in a path. We have a bias for action, and this method proves faster than other approaches at working through the brain fog that accompanies learning new frameworks and ideas. This brain fog is like dust and dirt getting kicked up as new ideas collide with old beliefs and your brain tries to work towards some kind of reconciliation.
This time was a little different. It was harder for us to get clarity through debate. It was easier for both of us to take both sides of the argument. We walked away without clearing the dust or fog. We just got comfortable living in it.
Now that we’ve had a little while to think and process, we wanted to write a Ballast letter on it, hoping it would help me process the ideas further, maybe provide a little more clarity.
The dust-up: innovation vs focus & scale
The two competing ideas engaged in this dust up are: innovation versus focus & scale.
- Innovation is launching a new service line or product, testing a new pricing model, going after a new industry. It’s how we evolve. It’s the spark.
- Focus & scale is streamlining delivery, doubling down on what works, tightening the playbook. It’s how we drive margin, build repeatability, and create operational power. It’s the engine.
In a world of unlimited capital and resources, I suppose these two ideas don’t necessarily have to compete, but in our business (and in most of our clients’ businesses) these two ideas most certainly do compete. Every dollar and every hour we spend on one is a dollar and hour made unavailable for the other.
But it’s more than that isn’t it? The conflict between these two ideas or concepts is greater than the limited-resource argument. People and processes that desire innovation feel weighed down and held back by the people and processes built to focus, standardize, and scale.
On the other side of this metaphorical showdown are the scalers, the people and processes that desire focus and scale. These people feel distracted by those who are always pushing for innovation. The innovators come across as ‘seagulls’ just dropping in from time to time with their distractions. At Ballast, we express this frustration by claiming that the innovative ideas are like throwing sand in the gears of this machine we’ve built. We make money as a firm, for our employees, for our growth, when the machine is humming. Can we please stop stopping the machine from spinning to tinker on this cog or that driveshaft?
And so I hold the two following thoughts in my head at the same time:
- Innovation in a business is needed and has tremendous value, yet
- Focus and standardization are a prerequisite for scale, and success requires some scale.
And these ideas are in tension, they are in friction. They fight. But I’m still holding both in my head and I haven’t gone entirely mad just yet
Let’s dig into the two concepts and let this epic business scuffle play out.
Innovation
We all know the folksy business tropes about successful businesses that fail to innovate, that fail to adapt and change and, because of this failure, eventually decline. Growing up we learn about major declines – the Roman Empire, the British Empire, etc. As we dip our toes into the business world, we learn about Kodak, US Steel, and Blockbuster. We read Jim Collins’ How the Mighty Fall.
And that scares us. The idea of turning around one day and realizing that the business you built has been passed over and now holds little to no power or influence. Yikes. As entrepreneurs we’ve poured our hearts and souls into our businesses, so the idea of them withering away is upsetting.
And maybe this isn’t just an emotional reaction. Maybe it should scare us. These historical narratives are not wrong or untrue. And because of this, burned within our brains is the fundamental belief that innovation is good for business. It’s a must. It’s a requirement. Innovation results in wins and success. If you want to avoid that slow and embarrassing decline into nothingness, innovate. Without it, we atrophy. Without it, markets fail. And by god it’s incumbent on us to be the ones to innovate.
Focus and Scale
Scale has power and force and magnitude. Scale brings efficiency and higher quality. And in business we’ve all learned these lessons as well. We read Gladwell’s Outliers, we understand the idea of investing 10,000 hours into something with singular focus in order to become great. We’ve all read about Henry Ford’s assembly line and the intense focus on the production of a single vehicle. This focus allowed for extraordinary gains in efficiency, allowing Ford to reduce the sales price of a Model T by 60% over the 19 years of production.
Later in business school, or amongst our roundtables or forums, someone eventually recommends Liker’s The Toyota Way and we learn the lessons of Toyota’s production system. Just look at numbers 6 and 8 of the 14 management principles outlined by Liker in his book:
- Standardized tasks and processes are the foundation for continuous improvement and employee empowerment, and
- Use only reliable, thoroughly tested technology that serves your people and processes.
And it’s not just automobile production where this lesson teaches us about focus. Look at Southwest Airlines’ dedication to a single aircraft, the Boeing 737. This focus allowed them to streamline all of their operations. Mechanics, interior repairs, pilots, and on and on.
Or I’m sure you’ve read all about this guy named Steve Jobs (joking of course), who returned to Apple after being ousted, and he turned the business around by cutting down the product line by 70% and focusing on only a few key products. I don’t think a week goes by where I don’t see some jabroni on LinkedIn post that interview with Jobs where he talks about the need for simplicity.
And why and how does focus produce success? Ask our colleague John Reed over breakfast and by dinner he might take a breath. Two immediate things come to mind on why focus produces success:
- Higher volumes allow for more investment in fixturing and tooling, allowing for improved efficiency in production and reduced costs over time. These reduced costs can either produce higher margins (yay!) or allow for price reductions to improve competitive positioning.
- Standardized production allows for easier quality inspection, and higher volumes allow for the incorporation of quality assurance into the entire production line.
So focus produces higher quality products, at lower costs and/or higher margins. What’s not to love? And so a part of our business brain is hardwired to respect, appreciate, and desire focus, and scale, and standardization, and all of the wonderful things that come with it.
So…can we have both? Is there a reconciliation?
So how do we reconcile these two concepts? I really do wish we had a silver bullet, but this isn’t that kind of Ballast letter. We admit that we struggle with the competition between these two ideas at our firm. Every week I come up with something new I want to do, every week the team tells me to calm down and focus on our core.
I truly do not know the answer to how best to manage this conflict, but during our debate, Jack and I came up with a list of potential approaches:
1. Monogamous Approach
The idea behind this approach is that you choose either Focus OR Innovation, and you simply stay on your chosen path. The key here is to become exceptionally good at the path you’ve chosen, and become comfortable with or able to mitigate against the downside of NOT having the opportunity to engage with the other.
If you choose the path of focus, you can’t simply be okay at it, you must become relentless in your pursuit of it. Standardization and process are key. You must become good at understanding how to invest in the fixturing and tooling of your processes and the idea of investing in something for the sole purpose of reducing time and improving quality, and recouping this investment as quickly as possible.
The path of focus is not a flashy path. If you choose this path you have to become comfortable not doing anything new. And strategically, this means that in order to deepen the moat around your business, to keep the competitors at bay, you have to focus on cost and quality. The cost comment here might surprise you, but consider if you use your scale and position to drive so much efficiency and you share this efficiency with your customers and clients via price reductions (a la early Ford) that new entrants simply cannot make the math work.
If you choose the path of innovation, you MUST learn to monetize innovation. If you get caught into the mindset of “we’ll make money on this later” you’ll lose. If you’re on the path of innovation, you need to make money on the first unit, because you will not have the opportunity to make money on subsequent units. Getting stuck in the middle here is not an option. If you cannot make money on the first unit, then you need to learn to monetize by innovating for someone else. The idea is to innovate and pass the idea onto someone else so they can scale it. They pay for your innovation, they justify it with their forecasted returns at scale, and you move on.
I’ve met a few shops who took the innovation path. It’s a hard path. New ideas, new concepts, new things kept things fresh but it’s an intense and volatile path.
2. Sandbox Approach
The idea with this approach is to find a way of working both Focus and Innovation into your business, by cordoning off the innovation into its own sandbox of sorts. You establish a team or a division that focuses on the innovation (look up Lockheed Martin’s Skunk Works for a fun read), but you keep the innovation OUT of the operations team that is focused on scale and delivery of your core product or service.
It’s an attractive idea, to get the best of both, but taking this approach is considerably harder than it first appears and it’s riddled with risks.
One issue with this approach is that it requires serious scale in order for the operations and scaling team to produce sufficient profit and free cash flow to fund the R&D and innovation. Most of our clients simply do not have a large enough scale for this to work well.
In response to this, some of our clients try a shared resource model, which requires the sharing of resources and people across the innovation/R&D and operations/scale sides of the house. Again, an attractive idea, but in reality, it usually ends up just expanding the size of the sandbox into the yard, spreading sand thinly everywhere and creating a mess. In reality, we find that teammates are hardwired for innovation OR scale, but not usually both. So you end up sharing resources back and forth and resulting in subpar scaling/operations AND subpar innovation.
The next issue that arises is a murky financial picture. The administrative burden and efforts required for clean and accurate financial reporting of the two functions using the same resources is a mess. You can manage this a bit by using a robust time tracking system for ad-hoc reporting, but taking that data and incorporating it into the financials requires splitting payroll or allocating labor into various buckets, and trust us when we say it is not as easy as it sounds. Also, the temptation to ‘hide’ unproductive labor in the R&D buckets becomes very real and the reported R&D costs become overstated and bloated. At best you can handle the time tracking, accounting, and reporting, but your financials have an asterisk over them like Roger Maris’ 1961 homer record (the first and last sports reference you’ll hear from me this year) and any potential buyer questions the validity of the reporting.
The last issue with the Sandbox approach is managing the culture between the two teams, which at best is slightly awkward and at worst rears its head as resentment. The scalers resent the innovators because they suck up the profit and cash and the innovators resent the scalers for holding them back.
If you’re going to try this approach, despite these risks, put in place tight controls on WHO can play in both the sandbox and who focuses on the core of your business. Put in place the systems and processes to segment and account for costs appropriately. Resist and fight the temptation of hiding unproductive labor. And mitigate that asterisk over your financials by having a clean and clear narrative memorized.
3. Periodic or Seasonal Approaches
The idea behind this approach is to choose one path, say Focus, for a period of time, likely a few years, and then move towards a period of Innovation, probably a shorter time period, then transition out of the innovation period and focus again on scaling and building the innovation. This should look and feel a lot like how small innovations are made in manufacturing. You implement a change, it takes a while for the new process to be established, once it’s established, you drive the efficiency gains until the improvements decline, and you look for another change.
Again, at first glance this sounds like a great approach. You can have it all, just not all at once. Sounds reasonable. And frankly, this was probably the path that Jack and I liked the most. It had issues, but they were manageable. One issue was the same resource issue we mentioned above. Those that are hardwired for one path are likely not able to easily transition to the other. If you approach focus and innovation as seasons, you have to find a way to transition your resources during the seasonal shift.
One way to mitigate this is to pull in the innovation-focused resources as supplemental, during the period of innovation. Those resources come in the form of ‘consultants’ or ‘advisors’ but that approach can work well and allows for a combination of the Periodic Approach with the Sandbox Approach.
4. Acquistion Approach
One last approach to consider is the idea of using acquisitions for innovation. This approach requires that your business functions to scale, not innovate. Said another way, you’ve chosen for your firm the path of monogamy from an operational perspective, and you buy innovation in the form of an acquisition of IP, assets, or more likely an earlier stage operating business.
Large pharmaceuticals and medtech firms have become very good at this approach. Big pharma has moved towards this model because of the risk profile of innovation. They found that it was cheaper to simply wait for others to innovate, prove efficacy, then scoop up the firms or IP at what look like ridiculously high valuations, because this approach is cheaper than failed R&D within the firm.
The benefit of this approach is that it eliminates the high risk of failure on early-stage concepts. Additionally, this approach is faster at getting something spun up than starting from scratch, because you can buy a product or service after productmarket fit has been established.
So what’s the downside with this approach? The first problem is that it is expensive. But this can be controlled for or rather explained/justified/rationalized via the purchase price and the return on the investment. Simply account for the transaction costs and ensure the acquisition still pencils.
A bigger issue, from my perspective, is integration and culture. If your firm is built for scaling, and you acquire firms built for innovation, the integration of the innovation-focused firm into your focus-based firm is not going to be easy. I’d go so far as to say it’s doomed from the start. The key here is to know this up front, and build within the investment profile the need to turn over large portions of the existing team to scale the innovative product or service from the target firm.
Another risk to consider, I’ve never seen a product or service that were as far along in the productmarket fit as was advertised, meaning you need to be careful not to buy what you think is a product or service with an established product-market fit, only to find out that you’re still in the latter stages of development. Nothing will kill the return on an acquisition quite like purchasing what you think is a scalable product or service only to find out that you as the focused scaler now have to complete the innovation of the prior, now exited, firm. It’s a recipe for disaster.
Conclusion?
As much as we typically try to bring new levels of clarity in these letters, we have to admit this one’s just tough. We wish we had a playbook for you, but we don’t. There are no silver bullets or “goldilocks” solutions. Just self-knowledge and better-informed decisions.
Inside Ballast, we’re still figuring it out. Every time I get excited about a new idea, Jack reminds me to let the machine run. We’re both right, in different ways. If you are a business owner or leader you already know that it’s never a clean choice – it’s a balancing act. And most of the time, the best we can do is make the tradeoffs on purpose instead of tripping over them by accident.
So, all of this is to say, if you’re in this tension, you’re not doing it wrong.
See you out there in the dust up.
Thanks again to Kyle Benusa of Ballast Consulting Group for providing this letter for our blog. To read more from Kyle and his team, and to learn more about Ballast, please visit ballastconsultinggroup.com.
Fall Leaders Conference 2025
The Fall Leaders Conference is open to all leaders, not just VACEOs members.
Join VACEOs on September 25, 2025, at the Jepson Alumni Center to spend the afternoon with Ross Bernstein.
Are you ready to inspire your team, sharpen your leadership edge, and connect with fellow business leaders who are striving for greatness? Don’t miss the VACEOs Fall Leaders Conference — a high-impact event open to business owners, C-suite executives, and their teams.
This year’s conference features an electrifying keynote from internationally acclaimed speaker and best-selling author Ross Bernstein. With over 50 books to his name and appearances on CNN, ESPN, Fox News, and “CBS This Morning,” Ross brings a powerful and practical message about what it truly takes to win — in sports, in business, and in life.
🎤 Keynote Highlight: Ross Bernstein
“The Champion’s Code: Building Relationships Through Life Lessons of Integrity and Accountability from the Sports World to the Business World”
Ross has spent years interviewing over 1,000 professional athletes and coaches who were all part of championship teams. His research uncovers the common traits that separate good teams from great ones — and shows how those same principles apply to building elite business cultures.
In this high-energy, visually engaging session, Ross will share:
- What makes champions in sports — and how to replicate that mindset in your business
- How servant leadership and a strong moral compass drive sustained success
- The role of integrity, ethics, and “doing things the right way” in building lasting relationships
- Practical strategies to build a culture of excellence and become a trusted partner to your clients
- How to turn disruption into opportunity and create momentum in your organization
Whether you’re a founder, executive, or rising leader, this session will leave you energized and equipped with real-world insights you can immediately put into practice.
💼 Who Should Attend?
This conference is designed for:
- CEOs, business owners, and entrepreneurs
- Senior leaders and executive teams
- High-potential managers and team leaders
- Anyone passionate about driving growth and culture in their organization
Bring your team for a shared learning experience that will elevate your entire organization.
🗓️ Don’t Miss Out!
The Fall Leaders Conference is one of the most anticipated events of the year for our community. It’s your chance to step away from the day-to-day, invest in your growth, and return with fresh ideas and renewed motivation.
The afternoon will conclude with a networking reception.
Reserve your spot today — and start building your championship team.
Sponsors
Thank you to Robins School of Business Graduate Programs, Lee Construction Group, and Fitz the Bill on 106.1 ESPN Richmond for being a sponsor of this event!
A limited number of other sponsorships are available. Contact us at info@vaceos.org for more information.
Schedule for the day:
Thursday, September 25
12:30 PM: Registration and Networking
1:00 PM: Welcome and Announcements
1:00 PM – 5:00 PM: Ross Bernstein, “The Champions’ Code” (with two 15-minute breaks)
5:00 PM – 6:00 PM: Reception
Join VACEOs for Fall Leaders Conference 2024: Breakthrough Conversations with Marcus Sheridan
Bring your team!
The Fall Leaders Conference is open to all leaders, not just VACEOs members.
Join VACEOs on September 26, 2024, at the Jepson Alumni Center to spend the afternoon with Marcus Sheridan – marketing expert, world-renowned speaker, and bestselling author.
Leadership in the post-pandemic era has undergone a seismic shift. It’s evolved beyond the confines of merely building a “business” to crafting a genuine “team”—a symphony of deep, human-to-human connections. This is where you, the leader, turn the ordinary into the extraordinary.
So what is the solution to this tremendous challenge? The answer rests on an often over-looked, under-appreciated skill: better leadership communication. Marcus Sheridan has built a powerful and inspiring program: Breakthrough Conversations.
Marcus Sheridan, an expert in the field of communication and leadership and a favorite of VACEOs, has developed his newest program anchored in a 4-pillar leadership communication framework—intuitive, actionable, and designed to revolutionize the way leaders engage, influence, and connect.
This program unfolds the secrets of communication, equipping leaders, managers, and team members with the tools to:
- Elevate every interaction within the workplace, from one-on-ones to team huddles.
- Instill a culture of self-solution and leadership growth within their teams.
- Foster a deeply connected team environment, nurturing loyalty and a profound sense of belonging.
- Engage with customers in a manner that cements trust and resolves concerns with unwavering precision.
Marcus Sheridan’s signature approach guarantees an immersive experience, transforming passive listening into active engagement, ensuring that each element of his program doesn’t just resonate but truly sticks, with clear, actionable takeaways for all attendees.
This program is ideal for those seeking to enhance their leadership acumen, influence, and communication prowess—fueling a robust company culture, amplified team performance, elevated sales, and fortified employee retention.
Participants will walk away with:
- The confidence to transform any challenging interaction into a positive, trust-building moment.
- The blueprint to cultivate a pervasive culture of leadership development.
- The acumen to ask the kind of questions that cut through noise and lay bare the heart of the issue.
- An enhanced awareness of conversation pitfalls and the skills to preemptively address them.
- The ability to consistently catalyze “aha” moments that propel day-to-day communications to new heights.
- A clear framework of leadership communication to apply instantaneously to both their personal and professional lives.
The afternoon will conclude with a networking reception.
Sponsors
Thank you to Robins School of Business Graduate Programs, Mike King Biz, Bamboo Teaming, and Lee Construction Group, Inc. for being a sponsor of this event.
Schedule for the day:
Thursday, September 26
12:30 PM: Registration and Networking
1:00 PM: Welcome and Announcements
1:00 PM – 5:00 PM: Marcus Sheridan, Breakthrough Conversations (with three 15-minute breaks)
5:00 PM – 6:00 PM: Reception
Who is this for:
This program is open to all CEOs and business leaders and their teams looking to improve their communication skills to build more connected, effective, and loyal teams.
About the Speaker
As a world-renowned communication expert, author, and keynote speaker, Marcus Sheridan helps brands, sales teams, and leaders build deeper human connections and establish more trust with their audiences.
With over 13 years of experience in the speaking industry and 23 years as an entrepreneur, Marcus has honed his craft as a master communicator, helping individuals and organizations transform the way they connect, engage, and influence.
His expertise has been tactfully applied across a diverse range of subjects including Sales, Leadership, Marketing, AI, personal development, and trust.
Marcus Sheridan’s pioneering approach to communication and connection has sparked a paradigm shift, inspiring businesses to adopt a culture of greater transparency and authenticity with their customers world-wide.
Forbes has named Marcus “1 of 20 Speakers You Don’t Want to Miss” and his book, They Ask You Answer, was named one of the “Top 5 Marketing Books of All-Time” by Book Authority.
AI-Powered Automation to Transform Finance, HR, and Sales
With every prompt you put into ChatGPT or another of the large-language artificial intelligence models producing so much buzz lately, you’re powering forward the next incredible shift in modern business operations.
These shifts began with the personal computer, which boosted output and made business fundamentals easier to accomplish. Then the Internet connected and accelerated everything. And now, AI, as it intersects with process automation, promises to deliver unprecedented new efficiencies across core functions.
The benefits will be immense, enabling organizations to achieve higher levels of productivity, accuracy, and strategic decision-making.
To better understand what’s coming down the pike, I asked colleagues at Fahrenheit (and also ChatGPT!) about what CEOs can expect as AI and automation integrate with finance, HR, and sales departments.
Finance: Unlocking Efficiency and Accuracy
Automation tools can revolutionize finance functions by reducing manual tasks, minimizing errors, and improving overall efficiency. Tasks such as data entry, invoice processing, and reconciliations can be automated, freeing up valuable time for finance professionals to focus on strategic activities.
Automation in finance also enhances accuracy and compliance. AI algorithms can analyze vast amounts of data, identify patterns, and detect anomalies, reducing the risk of fraudulent activities. With real-time insights provided by automation, financial decision-makers can make informed choices, improve forecasting accuracy, and identify cost-saving opportunities.
“Automation, AI, and algorithms may sound daunting to mid-market or small business CEOs, but they shouldn’t,” said Mark Vita, Business Advisory and Finance & Accounting practice leader for Fahrenheit Advisors. “Often the software and technology you already use can be configured to automate processes, analyze data, and deliver strategic insights for faster work and better decision making, and it’s just going to get better.”
HR: Empowering the Workforce and HR Pros
Human resources departments manage an organization’s most valuable asset: its people. Automation in HR streamlines administrative tasks, allowing HR professionals to focus on strategic initiatives like talent acquisition, talent development, and employee engagement. Automating tasks such as employee onboarding, leave management, and performance evaluations enhances the employee experience and frees up time for HR teams to engage with employees on a more personal level.
AI-powered chatbots and virtual assistants can respond instantly to employee queries, delivering personalized assistance and reducing the need for human intervention. Additionally, automation can improve recruitment processes by analyzing resumes, screening candidates, and identifying the best matches, leading to more efficient and effective talent acquisition.
“CEOs should not overlook the value of automation to the HR team,” said Laura Bowser, Human Capital practice leader for Fahrenheit Advisors. “The pandemic-driven changes in the workforce and workplace will continue to drive new trends, regulations, and policies that will need the HR team’s full attention. AI and automation will help them give it.”
Sales: Enhancing Productivity and Customer Experience
Automation significantly enhances a sales team’s productivity and contributes to delivering exceptional customer experiences. CRM (Customer Relationship Management) systems powered by AI can provide valuable insights into customer behavior, preferences, and purchase patterns, enabling sales teams to tailor their strategies and offerings accordingly.
Automated lead scoring and nurturing systems also can analyze customer interactions and engagement data to identify high-potential leads and guide sales representatives on the best approach to engage with them. Automation also can streamline the sales process by automating repetitive tasks, such as proposal generation, contract management, and order processing, enabling salespeople to focus on building relationships and closing deals.
“Taking a business to the next level requires accelerating and increasing sales,” said John Atkinson, Sales Advisory practice leader for Fahrenheit Advisors. “Small investments in automation tools can deliver major returns as sales teams benefit from sharper strategies and more efficient processes.”
The Road Ahead Isn’t Scary — Unless Competitors Run it Faster
AI is not a replacement for human intelligence but a powerful tool that complements and augments human capabilities. This article is proof. Feeding the right prompts into ChatGPT automatically generated a framework and usable copy in seconds, allowing me to focus on editing, fact-checking, and fine-tuning the key message I want to share.
And that message is this: for finance, HR, and sales departments, automation frees human potential from mundane and repetitive tasks, empowering professionals to leverage their skills, expertise, and creativity to drive innovation and strategic decision-making.
Implementing AI and automation must be accompanied by robust data governance and ethical frameworks to ensure transparency, privacy, and security. And businesses need to prioritize reskilling and upskilling their workforce to adapt to the changing landscape, fostering a culture that embraces technology as an enabler rather than a threat.
Those that do embrace AI and automation will enjoy operational efficiencies that drive growth and protect against setbacks. Those that don’t will find themselves running faster and faster to chase competitors.
Rich Reinecke is co-founder of Fahrenheit Advisors, a Richmond-based business advisory firm.
Hyper Sales Growth
Bring your team! The Fall Leaders Conference is open to all leaders, not just VACEOs members.
Join VACEOs on September 21, 2023, at the University of Richmond to spend the day with Jack Daly – sales growth expert, world renowned speaker and bestselling author.
Get to the top of your sales game through Jack’s Smart Selling or Sales Management workshops.
Jack will show you how to apply street-tested techniques that will make the difference, as well as reinforce and provide accountability to ensure things are getting done in his Smart Selling workshop.
Learn effective ways to recruit, coach, and train your sales force with proven sales processes that when applied consistently ensure sales success in Jack’s Sales Management workshop.
Through these engaging and interactive sessions, you will learn what it takes to reach your full selling and management potential. Jack Daly will help you get there. To register, click HERE.
Sponsors
Sponsorship opportunities are available. Please contact Scot McRoberts to learn more.
To register now, click HERE.
Schedule for the day:
Thursday, September 21
8:30 AM – 9:00 AM: Registration
9:00 AM – 10:30 PM: Smart Selling
10:30 AM – 11:00 AM: Break
11:00 AM – 12:30: Smart Selling continues
12:30 PM – 1:30 PM: Lunch
1:30 PM – 3:00 PM: Sales Management
3:00 PM – 3:15 PM: Break
3:15 PM – 5:00 PM: Sales Management continues
5:00 PM – 6:00 PM: Cocktail Reception
Who is this for:
This program is open to all CEOs and their teams. Click HERE to register.
About the Speaker
Jack Daly is a leading sales speaker and trainer with over 30 years of sales and executive experience. Jack’s track record is a testament to his real-world knowledge and extensive expertise in sales and sales management. He started his professional journey at CPA firm Arthur Andersen and rose to the CEO level of several corporations, building six companies into national firms along the way, two of which he subsequently sold to the Wall Street firms of Solomon Brothers and First Boston.
In addition to his comprehensive professional background, Jack holds a BS in Accounting, as well as an MBA, and was a Captain in the U.S. Army. Jack Daly is an Amazon Best Selling Author and has written and contributed to many books, including Hyper Sales Growth and The Sales Playbook for Hyper Sales Growth. Jack is a 15-time Ironman competitor and has completed over 93 marathons in 50 states and on seven continents. He achieves these goals and lives life to the fullest by following his own Life by Design techniques.
Born and raised in Philadelphia, Jack currently resides in San Clemente, California.
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