Wednesday, April 26, 2017

Lesson #264: Financing Mergers & Acquisitions

Posted By: George Deeb - 4/26/2017

We have previously talked about How to Set Your Mergers & Acquisitions Goals .  But, once those goals have been set, and targets hav...

We have previously talked about How to Set Your Mergers & Acquisitions Goals.  But, once those goals have been set, and targets have been identified, how exactly do you fund those transactions?  As you will read, financing M&A activity is very different than funding stand-alone growth with venture capital, as the investors are largely very different--mostly banks, private equity firms and family offices, instead of venture capital firms.  This post will help you better learn your M&A financing options.


M&A activity doesn't always mean that cash needs to trade hands.  Sometimes you can implement a merger by basically using your equity as a currency, and negotiating a pro rata stake in the combined company.  For example, if you have two equal sized businesses both valued at about the same valuation stand-alone,  you can merge the companies together and your original shareholders would own 50% of Newco and the other company's shareholders would own the other 50% of Newco.  If they are not the same size, use a metric like relative revenues or relative EBITDA and set the relative ownership that way (e.g., if one business generates 75% of the combined profits day one, they could own 75% of the combined equity in Newco).


If cash is needed, maybe your business has cash on its balance sheet or it is generating material profits, and you can fund your M&A activity that way, with no outside capital.  Since companies are typically valued as a multiple of EBITDA,  you may need to save up a few years of profits, in order to afford the other company you are trying to buy, if they are the same size as you.


The easiest way to finance an M&A transaction is to have the seller agree to not take all of their cash up front.  As an example, maybe you pay them 80% at closing, and  you pay them 20% in a seller note a year or two down the road.  Any seller that has confidence in their business, should be willing to agree to at least a small amount of seller note to help you afford the upfront transaction.


In many scenarios, having the seller involved with the future of Newco can be very helpful.  Maybe you don't know their industry very well?  Or, they bring some specific skillset to the table, and they would enjoy keeping part ownership and future involvement in "their baby".  That helps them to get some upfront liquidity by selling a large portion of their ownership, but at the same time, let's them participate in the long term growth that is created, as a minority shareholder.  So, as an example, if you give the seller a 10% stake in Newco, you only need to fund the 90% of the company's valuation upfront.


Banks are often the first call for funding M&A.  But, with banks, there are several hurdles you need to get through.  They need to like the industry, the team, the historical cash flow trends, the underlying assets of the business they can secure, the financial covenants, etc.  And, the more cash flow you have as a combined company, the higher odds a bank with lend to  you.  There are some banks that will lend to companies as small as $500K of cash flow, but the vast majority don't really get excited until you are generating $2-$3MM in cash flow.  So, look for targets that can help you get to that threshold, to simplify your M&A fund raising efforts.  And, keep in mind, bank finance will be the most senior loan in your capitalization table, and banks will need to be repaid within a couple years (and will be senior to any other note holders, including the seller note above).  So, plan accordingly.

In addition, the banks are often conduits to loans backed by the Small Business Association, where they will lend up to 90% of the transaction.  But, the price is steep with the mandatory personal guarantees that will be required, putting you personally on the hook for any defaults by the company.  Personal guarantees can often be avoided in typical bank loans for companies generating enough annual cash flow, so only go down the SBA-backed road if it is your only option.


The lion's share of the capital needed for M&A will most likely come from private equity firms or family offices, likes these linked examples in Chicago.  There is a shortage of really good companies for sale, and these investment companies are more than willing to back good teams building good ideas, assuming the combined company is generating a lot of cash flow (which they can take to the banks and finance a portion of the deal with debt, to reduce their equity investment need).  Again, because they are looking to the banks for help, they too will bias companies with over $2-$3MM of combined cash flow (although many will look at deals smaller than this, if only investing equity).  Before you reach out to PE firms, make sure to research if they like to invest in deals within your industry and revenue stage on their websites.


So, let's put this all together in an example deal.  Let's say you found an ecommerce company to buy, that is generating $2MM in cash flow.  Assuming that company is growing 20% a year, it could be worth 5x cash flow, or $10MM.  You think it is important to keep the founder involved, and you are willing to have him take a 10% stake in Newco, so you really only need to finance $9MM to buy the 90% stake.  That could be funded $3MM by a private equity firm, $3MM by a bank and $3MM by a seller note (if amenable to the seller).  And, the private equity firm would most likely want you to have some "skin in the game", so maybe their portion is split $300K from you and $2.7MM from them.  Ninety days and lots of negotiations later, you should be ready to close.  This is an example only, as the multiples, amounts and percentages can vary substantially by deal, company, growth rate and industry.

Hopefully, you are now ready to put on your M&A hats, and get that transaction funded.  But, don't forget about all the potential M&A pitfalls along the way, as we have discussed in the past.  At all times, buyer beware, and exercise conservative caution throughout each step of the process.

For future posts, please follow me on Twitter at: @georgedeeb.

Monday, April 17, 2017

Lesson #263: Having Laser-Focus Increases Odds of Success

Posted By: George Deeb - 4/17/2017

Do you remember the scene during the credits of the movie Forrest Gump , where the feather was floating through the sky, being carried i...

Do you remember the scene during the credits of the movie Forrest Gump, where the feather was floating through the sky, being carried in whatever direction the wind would take it?  That is a perfect visual of what not to do, when trying to build a business.  Business success requires an almost religious level of focus on the goal at hand, and not letting the whims or pet projects of our customers, investors or employees blow us in different directions.  The entrepreneur that can keep the team focused, and not easily distracted, is the one that will most likely and successfully get to the finish line.


The best way to define focus, is to give you a personal example of what focus is not.  Yes, even yours truly has fallen victim to a loss of focus during the early days of my executive career.  And, this example from my iExplore days will pound home the point.  iExplore was a consumer portal to research and purchase adventure tours, where our primary strength was consumer marketing online, relying on ground operator partners to run the trips.  But, in our early days, we got lured into the corporate incentive travel business by one of our customers.  The idea of selling 100 passengers per booking, instead of 2 passengers per booking, sounded like it was worth it, to a startup trying to scale its business.

But, in chasing that business, we quickly learned that the corporate incentive business is driven by a B2B sales team, not consumer marketers (and we didn’t have the right team with meeting planner relationships to be successful).  And, the skillsets required for customer success, were a lot more than marketing; we need professional event planners and boots on the ground to be really successful.  And, that just wasn’t our consumer model (since we didn’t actually have to run the trips ourselves).

Attempting to get into the corporate incentive business for iExplore, was the equivalent of me leading the team down a rabbit hole.  That “flavor of the month” looked like a good move, based on the financial upside of a business like that, but without the right sales and operations team involved, it was simply a fool’s errand.  Which ultimately distracted us from focusing on continued success in our consumer business.  So, the point here:  don’t let your “flavor of the month” lead you down any rabbit holes, as those rarely bear fruit long term.


Continuing with another story from iExplore, there was a major pivot point in our history, when iExplore began to sell advertising on our website.  I really wanted to stay focused on being a travel revenue business only, as I thought the ads were going to clutter up the site and hurt the user experience.  But, my fellow executives passionately made their case to do a small advertising test on our website.  And, the result was a  new found revenue stream and a 75% profit margin business that far exceeded the 10% profits margins we were getting from our travel revenues.

The point here was, had I stay solely focused on being a good travel business, we would have missed an even bigger opportunity to evolve the business into a big travel media business.  Once we learned that 30% of our revenues were driving 75% of our bottom line profits, the team shifted directions on what we saw as the future of our business success.


Once iExplore made the decision we were shifting our focus to being a media business, from a travel business, that changed everything from a website design perspective.  And, that ruffled a lot of feathers internally from our travel department, that thought that the media business was actually hurting the company.  There was a constant tug-of-war between the travel business and media business fighting from prominence and positioning on the web pages, as what was good for one, was bad for the other.

I actually thought having the two business lines fighting with each other would create a good balance on the website, in terms of not letting the user experience get too gummed down by too many ads on the page.  But, what I should have done, was pulled the plug on the travel business altogether, and let the high margin media business drive the train.  The media business required less people to build, drove 3x the profitability and was very sticky with a high level of repeat clients.  Hindsight is 20/20, but we should have had better focus on that one business line to truly maximize our success.
But, it was a scary thing to do, exiting the core of the business of which the company was founded.  Don’t be scared to make the right business decision, even if it means killing your sacred cows.


In order to define the key business goals that the management team needs to focus on, that requires a more formal strategic business planning process.  And, most entrepreneurs don’t know how, or don’t take the time, to run that process.  Here is a link to how to run a strategic planning process like this.  Even if you do it in an abbreviated fashion, taking the time to define your strategic plan, will make sure the voices of all stakeholders are heard and ensure you are truly focused on the right objectives to maximize success for your business long term.


And, once the plan is set, your job as the CEO is to make sure your entire management team is staying focused on hitting those goals and not running down any new rabbit holes that come along over time.  At least until your next strategic planning process, where all new ideas can be considered at that time.  You can’t have your CFO building a sedan, your COO building a minivan and your CTO building an SUV, when you all agreed during the planning process you were going to build a luxury coupe. Focus, focus, more focus, will help you achieve your business goals a lot faster.

For future posts, please follow me on Twitter at: @georgedeeb.

Friday, April 7, 2017

The Art of the Follow-Up

Posted By: George Deeb - 4/07/2017

Given how important good selling techniques are to driving revenues, I am shocked how many entrepreneurs and salespeople are just bad at...

Given how important good selling techniques are to driving revenues, I am shocked how many entrepreneurs and salespeople are just bad at working their leads. This includes things like not following up on leads (or following up too much) and not knowing how to break down barriers, to get the lead to actually listen to your pitch. This post will help you become a master at properly working your sales prospects.

Read the rest of this post in Entrepreneur, which I guest authored this week.

For future posts, please follow me on Twitter at: @georgedeeb.

Lesson #262: A Venture Capital Playbook Over Time

Posted By: George Deeb - 4/07/2017

I read two terrific articles this month that summarized venture capital trends over the last several years.  The first was Pitchbook'...

I read two terrific articles this month that summarized venture capital trends over the last several years.  The first was Pitchbook's 2016 VC Valuations Report and the second was CB Insights's Venture Capital Funnel.  They are a must read for anyone thinking about going down the venture capital route, in terms of financing their growth.  Read together, they help you better understand what you can expect along the way.  Below is my summary of these two articles that are most relevant to you.

Starting with the CB Insights data, they looked at 1,098 companies that raised seed stage capital between 2008 and 2010, and then tracked the outcome of those companies over the following years.  Approximately 46% raised a following Series A, 28% a Series B, 14% a Series C, 6% a Series D and 2% a Series E round.  And, of this group, only 28% of them got to an M&A exit for their investors.  And, of those exits, 71% where under $50MM, 10% were $50-$100MM, 8% were $100-$200MM, 6% were $200-$500MM, 3% were $500MM-$1BN and only 2% were over $1BN.

So, what's the conclusion from this data.  Entrepreneurs think they have the best idea in the world and they are on their way to building the next unicorn level company.  But, only 1% do.  So, know going into the process, that there is a big drop off from one step of your growth to the next, with a lot of headwind along the way.  The odds to getting to a huge payday is very low.  And, the odds to getting to any exit are not great, with only 3 in 10 getting to that point.  So, most of you are going to end up either with self sustaining businesses that can't be sold, or more likely, out of business.  A pretty depressing concept before you even get started!!

Now moving on to the Pitchbook data, I put this chart together to help me better look at it:

There were so many nuggets to learn from this chart.  First of all, you are going to have 1-2 years of history before you raise penny number one from professional investors.  So, be prepared to bootstrap finance your business until you get to your proof-of-concept point the investors are looking for.  Second, look how fast the process moves, which says two things: (i) buckle your seat belt, it is going to be a helluva ride; and (ii) you are never going to get out of fund raising mode, which sucks if you prefer to be focusing on the business.  Third, you get some good data here on how much you should raise and how much you should value your company for, at each stage of its development.  And, lastly, when you add up all the dilution from the multiple rounds, the founder's stake is going to dilute itself down from 100% day one to 33% after the Series D.  And, if there are multiple founders that gets split between you.  So, you will be doing a ton of work that the investors are going to see 67% of the benefit.

There were some other interesting data points in the Pitchbook article: (1) valuations are pretty lofty right now, steadily rising in each round level since 2010 (up about 2x over the last several years)--that can't last for much longer; (2) flat or down rounds make up a healthy 26% of the market, so even if you are raising new funds, valuations don't always go up; and (3)  if you have a strategic corporate investor as part of your investor group, the VC's like that, as evidenced by them paying a 54%-65% premium valuation for companies with a corporate backer vs. companies without one (so figure out how to get a corporate investor to take a liking to your business, if you can).

So, there you have it--everything you need to know to in terms of raising venture capital for your business over time, and what to expect along the way.  What do you think?  Still interested in taking the leap, after studying this data??

For future posts, please follow me on Twitter at: @georgedeeb.

Thursday, March 30, 2017

Lesson #261: Leadership 101--Narrow Your Say-Do Gap

Posted By: George Deeb - 3/30/2017

I recently was in a client’s office and they had an interesting collage of words and images hung on their wall, trying to summarize the ...

I recently was in a client’s office and they had an interesting collage of words and images hung on their wall, trying to summarize the culture they wanted to create for their employees.  One section stood out to me, it said, “Narrow Your Say-Do Gap” next to the word “Commitment”.  Not only did I think that was a great way to manage your team’s expectations by, it must be working, as the company has a “love affair” with their leadership team, as evidenced by their employees long tenure with the company and the very high reviews of their CEO on Glassdoor.  There are some juicy nuggets in here, that we can all learn from in trying to be good leaders with a narrow Say-Do Gap.


Let’s first define the Say-Do Gap, so we know exactly what we are trying to narrow.  Just as the name suggests, as a good leader and fellow employee, it is important that you “practice what you preach”.  If you tell your team you are going to do something, DO IT!!  The better you follow through on your stated promises with visible actions, the narrower your Say-Do Gap.


A lot of bad managers may give lip service to saying they are going to do something, and never follow through.  And, all that does is irritate everyone in the office that was relying on that project to get completed.   While at the same time, delivers a deadly blow to your credibility as a leader.  If your employees can’t trust you to honor your word, they will never remain loyal to you.  Companies with a wide Say-Do Gap typically have a very poor morale in the office and experience high levels of employee turnover, as employees become disgruntled by mismanagement of unrealized expectations.


I have been exposed to a lot of poor leaders, during my work at Red Rocket.  The relationship with that CEO typically starts out fine.  They say they have a problem they want to fix, and they are committed to doing whatever is necessary to fix the problem (e.g., capital investment, new incentives, new hires).  But, after the project starts and recommendations are made, when it is time to pull the trigger they never follow through.  And, worse yet, they say they are working on it, but really have no intention of actually doing it.

Maybe they are concerned about the resulting dilution to their ownership that would come from a financing or new stock option plan, or maybe they are debt averse, or maybe they just don’t agree with their team’s recommendations and prefer to avoid conflict.  Whatever the reason, they get the “engines of change” up and running, which gets their team excited.  But, then when push comes to shove: no actions are taken, and their entire team ends up disappointed in the process.


On the flipside, let’s remember my case study from my time at iExplore, right after 9/11/01 with the travel business imploding in the wake of terrorism.  I was always honest with my team, both in good times and bad times of the company.  And, I always followed through on any promises I had made to the team over time.  If I told them we were going to raise new capital, we did.  If I said we would sign a new partnership, we did.  And, that history of a narrow Say-Do Gap between 1999-2001, gained me the trust of our team over time and earned me what would become much needed “trust me capital” when we crap hit the fan on September 11th.

More specifically, iExplore should have gone out of business.  Revenues stopped coming in, as people stopped traveling.  We had a large burn rate carrying a staff of 35 employees.  And, our investors went running for the hills.  So, when I had to terminate all employees, and ask 12 of them to volunteer their time for three months, on the hopes of me raising a new round of capital and getting their volunteered back-pay funded at that time, that would have been a monumental ask of most employees in most any other company.  But, our team was passionate about our business and they trusted me to follow through.  Which I did, getting a new funding round closed in January 2012 and all their earned pay from their volunteered fourth quarter of 2001 repaid in full, at that time.

The point here is not how we saved the company.  The point here is I would have never been given the opportunity to save the company by my team, if I had anything other than a narrow Say-Do Gap in the two years leading up to that event.  Trust matters in being a good leader, perhaps more than anything else, especially when things start to go wrong, and you need your team the most.


Do a critical assessment of yourself.  How many times do you promise to do something?  And, compare that to how many times you actually followed through?  If that answer is close to a 100% follow-through rate, you are a “Narrow Say-Do Gap Jedi Master”.  But, the closer you get to 80%, or God forbid 50%, the damage you are doing your leadership credibility may be too insurmountable to overcome.  Don’t let this be you.

For future posts, please follow me on Twitter at: @georgedeeb.

Tuesday, March 21, 2017

Lesson #260: Where to Find Businesses for Sale

Posted By: George Deeb - 3/21/2017

As many of you know, I have been looking for businesses to buy, over the last few months.  Primarily in the digital technology space.  T...

As many of you know, I have been looking for businesses to buy, over the last few months.  Primarily in the digital technology space.  There are plenty of resources that I am leveraging in this process, from my personal network to business brokers to online websites.  I figured this would be a useful post for any of you looking for businesses to buy, as part of setting an M&A strategy for your business.


When looking for a business to buy, you need to be well connected to people that know about businesses for sale.  This includes people like lawyers, accountants, bankers, venture capitalists, private equity firms, consultants, etc.  So, be sure to let these types of professionals know you are on the hunt, and what specifically you are looking for, and they may know of current opportunities.  Or, at a minimum, hopefully, they will keep you on their radar for future opportunities that arise over time.


Business brokers or investment bankers are companies that are engaged by a seller, to help them sell their business.  They prepare all the marketing materials, reach out to prospective buyers and act as an intermediary between the buyer and the seller of the business.  Business brokers come in all shapes and sizes, from "one man shows" to big companies, and they typically have a specific area of focus.  Some focus on big companies, others focus on small companies.  Some focus on the Midwest, others focus on the West Coast.  Some focus on the technology industry, others focus on manufacturing.  All as examples.  So, find the business broker that that best serves your target company size, industry and location.  Doing some searches on Google should point you in the right direction (e.g., "business broker Chicago technology").

As a few examples of some of of the better ones I have worked with, focusing on smaller businesses in the digital technology space, reach out to the partners of firms like these:

Corum Group (based in Seattle)

Digital Exits (based in Los Angeles)

Exit Strategies (based in Silicon Valley)

Peakstone Group (based in Chicago)

Petsky Prunier  (based in New York)

Progress Partners  (based in Boston)

Valley Biggs (based in Tampa)


There are a plethora of websites promoting businesses for sale.  Some do a ton of volume, and others are smaller.  Some are the front end of a business brokerage, and others are simply an online marketplace.  But, these are all good places to start your search--many with easy tools to search by location, industry, revenues, cash flow and beyond.  Just understand, on these sites, there will be lots of other buyers looking for the same types of opportunities as you.  So, be prepared to move quickly, as you see new stuff hit the market.  If you see listings that have been hanging around for a while, that can either mean "buyer beware" or use it as an opportunity to "make your best offer".  Be sure to sign up for their newsletters or automated search listing announcements, so you don't miss any new listings that get posted over time.  I have put a star next to the ones I use the most.

Acquisition Station

Acquisitions Direct

Alpine Business Brokers

App Business Brokers

BizBuySell (**)

BizQuest (**) (**) (**)

Buy Sell Website

Empire Business Brokers

Empire Flippers

Enlign Advisors

FE International

Flippa/Deal Flow


Latona's (*)

Quiet Light Brokerage


Store Coach

Sun Acquisitions

Sunbelt Network

W3 Business Advisors (*)

Woodbridge International

Hopefully, you are now "in the know" on how to find a business to buy.  So, whether you are an established business looking for tuck-in growth extensions or additional market share for your business, or an entrepreneur looking for a base platform to invest in as your next venture, M&A can be a great solution for you.  And, worth mentioning, the more recurring cashflow the target company generates, the easier it will be to help you finance such acquisition from traditional banks or SBA backed lenders.  The acquisition financing is out there for good deals, so don't think you need to fund this entirely by yourself.

For future posts, please follow me on Twitter at: @georgedeeb.

Wednesday, March 15, 2017

[NEWS] Red Rocket to Open Raleigh-Durham Office

Posted By: George Deeb - 3/15/2017

We are excited to announce that Red Rocket will be opening an office in the Raleigh-Durham area in June 2017.  We have been networking w...

We are excited to announce that Red Rocket will be opening an office in the Raleigh-Durham area in June 2017.  We have been networking with the growing technology ecosystem there over the last few months, and have been very impressed with the companies, executives and professionals we have met.  If you are based in the Triangle area, we will have "boots on the ground" starting in June 2017, and we look forward to exploring opportunities together.  And, for those of you in Chicago, it will still be business as usual for any needs you may have, as we will be serving both cities.

If you know any great companies in the Triangle that we should be connected with, we welcome all introductions as we start to build our local network.  Feel free to contact us via the form at the bottom of this page.

For future posts please follow us on Twitter at: @RedRocketVC.

Tuesday, March 14, 2017

[NEWS] The Red Rocket Blog Passes 1,000,000 Reads!!

Posted By: George Deeb - 3/14/2017

We just logged in to write our next blog post and were pleasantly surprised when we got an alert that the Red Rocket Blog just passed th...

We just logged in to write our next blog post and were pleasantly surprised when we got an alert that the Red Rocket Blog just passed the 1,000,000 reads mark!!  We are so excited our reader base continues to grow and keeps coming back, month after month, for our growing list of lessons in entrepreneurship.  Thank you so much for your continued readership, and helping us spread the word to your entrepreneurial colleagues.

For future posts, please follow us on Twitter at: @RedRocketVC.

Monday, March 13, 2017

Lesson #259: With Human Talent, You Get What You Pay For

Posted By: George Deeb - 3/13/2017

I get it.  Most startups operate on fumes, in terms of available cash resources.  So, the natural instinct of most entrepreneurs is to p...

I get it.  Most startups operate on fumes, in terms of available cash resources.  So, the natural instinct of most entrepreneurs is to pay as little as they can for most of the expenses in their business.  And, I agree with that for most all expense categories, except one: human talent.  Building the right team for your startup is the single most important thing you will do in terms of putting your business on a path toward success or failure.  You try to cut corners with your talent decisions, and you are toast!!


There are many ways startups try to save payroll costs.  Sometimes they find the candidate willing to do the job for less money.  Sometimes they downgrade the position (e.g., from a VP of Marketing to a Marketing Manager).  Sometimes they try to avoid paying expensive benefits or giving out dilutive stock options in their business.  Each of these examples are filled with opportunities to fall on your sword.

You have to ask yourself these key questions before going down one of these routes.  Why is that person willing to work for less money than their peers; maybe they are desperate, hopping from one job to the next?  Who has the most experience to help you achieve your desired goals; the first timer experimenting with your business, or the proven veteran that can shorten the learning curve making fewer costly mistakes?  Do you really think you are going to be competitive to attract the best talent up against other high-flying startups when others are offering meaningful benefits and upside incentives and you are not?  As you can see, hiring talent has much higher potential costs, than just their line item in the budget, if you make the short-sighted, cash-saving decision.


The same holds true when you are engaging professionals (e.g., accountants, lawyers, consultants).  If one professional is saying they will do the work for $100 per hour and another is quoting you $200 per hour, your instinct shouldn’t immediately jump to the one offering the lowest price.

As an example, maybe the higher-priced solution has the learnings from a 20 year career vs. a 5 year career, to help you avoid more known pitfalls that you don’t even see coming.  Or, they have helped 20 clients succeed in similar situations, vs. 2 clients succeed (the ones they tell you about) and 10 clients not succeed (the ones they don’t tell you about)?  Or, the higher priced consultant can afford to charge those rates, because their time is limited and everyone is fighting to get his or her involvement with their business because they are simply the best?  Again, not all professionals are created equal, and you need to peel back the layers of the onion far deeper than just jumping to the lowest-priced solution.


As a mentor myself, I am very selective with my time.  There are only so many hours in the day, and I have to prioritize with whom I invest my limited time.  In any given year, there may be hundreds of startups looking for free help, and less than 10% percent of them have any chance for long term scalable success.  And, from those dozens that have a fighting chance, the best mentors typically only have time to work with a couple.  So, to the extent you can offer them a good reason to pick your business (e.g., stock options, advisor fees), you want to make sure you break through the clutter, to ensure they work with you.

Equally important, make sure the mentor is qualified to be advising you on that specific topic at hand.  Getting free mentorship on marketing ideas from your lawyer, is probably not as effective as getting professional marketing advice from a proven marketer, even if you have to incentivize that mentor to get it.  So, don’t go down the cheapest route looking for advice, go down the best route.


I have often said that venture capitalists would rather invest in an A+ team with a B+ idea, than a B+ team with an A+ idea.  First of all, that is not a lot of margin for error in your hiring decisions, so it is critical you get it right in order to get investors excited about your business.  And, secondly, when doing your budgeting work, you can’t only look at the talent as an expense line in your payroll; you have to think about if that talent can help you open up additional investment resources that otherwise would not be available to you.  Said another way, you need to invest money in experienced talent that investors are looking for, to help you raise money, that will help take your business to new heights.  So, stop thinking about talent as simply line items in your budgets, as their value can help you many other ways than simply doing their job.


Hopefully, what you have seen in this post is: (i) decisions around human talent will be the most important ones you will make; (ii) going down the cheapest route, is often times a recipe for disaster; and (iii) the costs of making a talent mistake can often end up being materially more expensive than the originally monies you were trying to save in the first place.  To pound home this last point, you hire the wrong enterprise sales guy, trying to save a short term buck, and you lose precious months of selling time and revenues, and potentially just put yourself out of business.

So, long story short:  don’t think cheap with your talent decisions; think the best, even if it comes at a higher cost.  What you are losing in short term cash, you are more than going to make up for in long term success.   As the old adage says: you get what you pay for!!

For future posts, please follow me on Twitter at: @georgedeeb.

Friday, March 3, 2017

Building a Hard-Working Team Starts With You

Posted By: George Deeb - 3/03/2017

Startups require a lot of hard work, with no rest for the weary. Since you need to be moving at light speed to gain first-mover advantag...

Startups require a lot of hard work, with no rest for the weary. Since you need to be moving at light speed to gain first-mover advantage, it often means a lot of late nights in close quarters alongside your fellow team members. The founding team must be able to thrive in that environment. Capital will be tight and you will need to stretch your human resources as far as you can, without breaking the bank.

Read the rest of this post in Entrepreneur, which I guest authored this week.

For future posts, please follow me on Twitter at: @georgedeeb.

Thursday, March 2, 2017

A Successful Career--But My Best is Yet to Come!

Posted By: George Deeb - 3/02/2017

I recently passed my 25th year of being in the work force.  Most careers span around 50 years, so at the midpoint in my career, I figu...

I recently passed my 25th year of being in the work force.  Most careers span around 50 years, so at the midpoint in my career, I figured I would do a little self-reflecting on where I have been, where I am, and where I would like to go, to see if you guys can help me better achieve my goals in my next 25 years.


Credit Suisse First Boston (8 years).  My investment banking days in New York were pretty amazing.  It really honed my financial, strategic, fund raising and M&A skills.  And, as an expert in the retail industry group, it was exciting to work with the CEO's and CFO's of some of the nation's largest retailers (e.g., Home Depot, Babies R Us, Saks Fifth Avenue, Pep Boys).  It was really a meteoric rise for me, starting as a financial analyst, getting promoted to associate without needing an MBA (the only person in my class to do that) and ultimately rising to the level of Vice President.

I loved the big paychecks for a guy in his 20's.  But, the transactions started to become routine (e.g., the 4th IPO was no different than the first three).  And, all I could think was, I would rather be the entrepreneurial CEO of the companies I was taking public, that grew their business from zero to $250MM in sales, and got a huge financial windfall by taking their companies public.  I was too creative and entrepreneurial, and needed to make a change, even at the expense of cutting off my "golden handcuffs" in terms of compensation.

Overall experience:  A
Overall happiness:  B+

iExplore (10 years).  With the dot com boom in full swing, I figured the timing was right to make my leap from investment banking to building a startup.  I was a passionate adventure traveler, and new the process of booking a trip was very cumbersome, and that the internet can make it better.  And, apparently, we struck a chord with other travelers, as we ultimately attracted over 1.3MM unique visitors per month to our website.  We cut a deep strategic relationship with National Geographic, and powered the adventure travel sections of many large travel sites (e.g., Expedia, Travelocity, Starwood, Fodors, Frommers, Lonely Planet).  My creative and entrepreneurial juices were constantly flowing, and I really loved what I was doing.  It was here where I honed my business, marketing, branding and product skills.

But, the travel industry was very cyclical.  And, when times were bad (e.g., after 9/11/01), they were really bad, making it tough to scale, especially when consumer marketing was so expensive in the crowded online travel space.  And, having raised venture capital from outside investors, I needed to get them an exit at some point.  So, we ultimately sold the business in 2007 to TUI Travel PLC in London, the largest seller of leisure travel in the world, with over $25BN in sales.  I lasted two years with TUI, before the politics, procedures, processes, travel time and slow speed of a big European company tooks its toll, and I moved on to my next business.

Overall experience:  A+
Overall happiness:  A+

MediaRecall (2 years).  I didn't found MediaRecall, a B2B digital video technology and services company.  Their founders had already built a great product and needed help scaling their company.  So, I acquired a third of the business and became their CEO in late 2008.  We had a strategic relationship with Getty Images, around the clipping and monetization of stock footage, and had established customer relationships with many of the large film and television content owners, or their partners (e.g., National Geographic, BBC, Deluxe, Johnny Carson, Oprah Winfrey).  It was here where I built my enterprise B2B sales and SaaS experience.

One of our customers liked us so much, they ultimately wanted to buy the company.  As we were deep in digital services, where their strength was in film services (which was not the future).  So, Deluxe made us an offer we couldn't refuse in 2010, and we sold the company to them (including an earnout with the potential of a 10x return).  I was expecting another five year run when I joined the company, so we sold a lot sooner than I thought we would.  But, I found myself with time on my hands, and not knowing what to do next.

Overall experience: A-
Overall happiness:  B+  (liked B2C of iExplore, more than B2B of MediaRecall)


Red Rocket (7 years).  I founded Red Rocket to find another business to invest in and become CEO, as I did with MediaRecall. I never intended it to become a business.  But, with the success of the blog readership (almost 1,000,000 reads to date), leads started coming in and I have been staying busy full-time helping clients with their growth strategy, execution of financing needs.  I have been approached by over 800 companies during this time--in the $0-$20MM revenue ranges--including the good, the bad and the ugly.  A few bigger clients got me engaged in more longer term, outsourced CMO roles, which were my favorite projects to work on.

But, consulting to CEOs is not the same as operating as a CEO.  As a consultant, (i) clients are typically looking to you for solving a specific project-based painpoint (e.g., 3-6 month fixer upper, not long term engagement), and (ii)  you do not have any control over the upsides or the outcomes, as you are not the one "driving the bus" (which makes taking equity-based roles hard to do, unless you really trust the CEO you are working with).

Overall experience:  A-
Overall happiness:  B


Red Rocket will be a great thing, when I am closer to retirement age and looking for fun projects to stay busy and keep me intellectually stimulated.  But, with me on my mid-40's, I still have way too much energy left.  And, I feel like I haven't done my best work yet.  I am driven to building something really big and great, where there can be a big financial pay day at the end of the build (as I am never going to create long term wealth as a consultant).

So, to that regard, I have been on the hunt to get back into the CEO chair (or CMO chair for a more established growth stage business where I trust the CEO).  I have been exploring all avenues to getting there--buying a company, executive recruiters and working my network of relationships.  I would consider B2B or B2C companies, but as I mentioned above, B2C are a lot more fun for me.  And, as for geography, I would look at acquisitions anywhere, if easily relocatable, and executive roles primarily in the major technology markets.

The goal is to find something where I can get my experience and happiness factors to both score an A+ again.  I need that adrenaline rush again, like I had at iExplore, this time driven with all the business learnings and experience I wished I had had the first time around.


As you can see above, my experiences have been all over the place--investment banker to Fortune 500, CEO of early stage startups, advisor to growth stage companies, outsourced CMO, etc.  Across a wide range of industries--retail, internet, travel, media, services, technology, ecommerce, SaaS, etc.  So, people looking at my background cannot label me in any one bucket, which puts me at a disadvantage versus executives that have only been doing one specific thing over their career.  All, I know is, I am a quick study on anything new I try, and I have been largely successful at everything I have ever done.  My smarts and natural business instincts have always served me well.


Think you or someone you know is building greatness, preferably in the B2C space.  Is your company willing to take on a new growth-driven partner in your adventure, preferably as CEO (or CMO for the right company).  Or, are you willing to sell your company to a new investor group, lead by Red Rocket.  Are you large enough that you are not a broke startup, but actually have over $500K of profits for me to apply my sales and marketing magic to help scale the business, without the need for raising outside capital?  If this sounds like you, let's talk!!  Feel free to email me via the contact form at the bottom of this page.

For future posts, please follow me on Twitter at: @georgedeeb.

Wednesday, March 1, 2017

The Top 3 Selling Techniques--Which Is Best For Your Business?

Posted By: George Deeb - 3/01/2017

Not all products or services are created equal in terms of how you sell them. And, not all customers are created equal, in terms of how...

Not all products or services are created equal in terms of how you sell them. And, not all customers are created equal, in terms of how sophisticated or needing they are for a product or service.  And, selling into different levels of an organization, often requires different types of selling techniques, in order to get their attention.  This post summarizes the three most typical selling techniques used today.

Read the rest of this post in Forbes, which I guest authored this week.

For future posts, please follow me on Twitter at: @georgedeeb.

Monday, February 27, 2017

Lesson #258: How to Roll-Up Several Companies Into One

Posted By: George Deeb - 2/27/2017

I recently wrote about how to set your strategies around mergers and acquisitions , but I wanted to go into more detail about one typ...

I recently wrote about how to set your strategies around mergers and acquisitions, but I wanted to go into more detail about one type of M&A strategy: the roll-up.  A roll-up is when you plan to buy multiple businesses within one industry.  And, there are many potentials ways to implement a rollup, which I will detail herein.


You need to figure out exactly what your goal is from the roll-up, much more than simply growing revenues and market share.  For example, you may be rolling up geographies for an expanded footprint of boots on the ground: taking you from Chicago alone, into New York, Los Angeles and Miami too.  Or, you could be rolling up products:  taking you from a one product company (e.g., search marketing agency) to a multiple product company (e.g., adding email marketing, digital advertising and social media marketing).  Or, you could be rolling up industries to sell into:  adding automotive, retail and consumer products, to your original insurance focused business.  Or, you could be rolling up talent:  if your marketing driven business is able to add a strong sales team or strong technology development team into your arsenal. Whatever is most needed for your business, and positions you for long term success when you are done.


One way you can finance a roll-up is simply using your company’s equity as a currency.  For example, you own 100% of one business today, but you might own 25% of the company, after four businesses are rolled-up, with the shareholders of the other businesses owning the other 75%.  Although most sellers like to see some cash at the time of sale.  The other way to finance a roll-up is by finding a private equity fund to help you with the needed cash, with the fund making an investment in your company.  Not all private equity funds do roll-ups, so you need to find the funds that prefer roll-up strategies in your industry (and can guide you through the typical pitfalls to avoid, which they have learned over the years).  And, assume the fund will not be financing the roll-up entirely with equity, so make sure the rolled-up businesses will have at least $3MM of cash flow with which to pay any debt-related payments which may be involved.


My number one mantra from a roll-up of businesses is to “Do No Harm”!!  Do not try to fully-integrate these businesses day one, given the various personalities, company cultures and skillsets involved.  I try to think of it in three sequential phases: (1) phase one is simply rolling-up the financials into one entity, keeping the businesses largely running the same as they were before the deal; (2) phase two is integrating all the back-office functions across all companies (e.g., payroll, insurance, overhead); and (3) phase three is integrating the front-office functions (e.g., cross-selling products, cross-training sales teams, centralized brand).  Don’t try to do it all at once, as it will most likely not work out, as planned, and could result in disgruntled staff quitting and revenues falling far short of plan.  Phase it in over a couple years.


There are a lot of potential pitfalls with any single M&A transaction, which I won’t repeat here.  But, when you are rolling-up multiple M&A transactions, the opportunities for pitfalls are multiplied and compounded.  For example, merging two company cultures is hard enough, yet alone merging ten company cultures.  And, although the growth is exciting, the employees may not like the combined Newco company ,as compared to how things used to be at the stand-alone Oldco company.  So, get ahead of those issues and start pre-selling the future vision and culture across the organizations from day one, and make sure each company is involved in the creation of whatever plans are discussed.  And, often times, small businesses are dependent on their founders, so make sure they are locked-up as employees of Newco for some mutually agreeable transition period (e.g., at least one year), to ensure a smooth transition and limited impact to revenues post transaction.


I have previously talked about shooting for 1+1=4 economics from M&A transactions.  For example, two complementary products, selling into two different industries, gives two $10MM revenue businesses the chance to get to $40MM together, after they start cross-selling their products into the other company’s clients.  But, those economics don’t hold up when only rolling-up geographies, as example, where 1+1=2 in a best case scenario of nothing going wrong.  And, as we learned, the opportunity for things to go wrong is quite high.  So, build in cushions into your combined company revenue plans.  Perhaps build in a 50% haircut on the target company’s revenues when building your models and negotiating your deals (giving the seller an earn-out if things go to plan, but not overpaying if they don’t).


Roll-ups are often easier to transact than they are to execute post deal, so get good advice and mentorship along the way from professionals or colleagues that have lived through that battle before.  But, assuming you will get ahead of the potential pitfalls and are successful in your execution, it is a way to quickly grow your business and market share in a short period of time.

For future posts please follow me on Twitter at: @georgedeeb.

Thursday, February 16, 2017

Help Red Rocket Improve Its Product Offering

Posted By: George Deeb - 2/16/2017

We are trying to improve upon Red Rocket's product offering, and we need the input of our users.  Please read to the end of this post...

We are trying to improve upon Red Rocket's product offering, and we need the input of our users.  Please read to the end of this post, to better understand our history and desires, and let us know your thoughts.  Much appreciated!!


Red Rocket was founded in 2010 after George Deeb sold his last company, MediaRecall, where he was CEO.  The intent was to see what interesting companies called looking for help, for George to find a good one to invest in and become CEO again.  The intent was never to build a business.  But, as George began writing this blog in 2011, traffic started to grow with the inbound traffic from Google, now approaching 1,000,000 reads over the last six years (which we are proud of--as many entrepreneurs are finding the content really helpful to growing their businesses).

In Red Rocket's early days, the positioning was all around being a "startup consultant".  That got the phones ringing for sure, with 100-200 companies calling a year.  But, in terms of quality, the leads were pretty low-quality--only 10% of the companies calling had an interesting business, team or idea that were "venture ready for prime-time".  They were mostly starving startups who couldn't afford cash consulting services and weren't exciting enough for us to want to work for equity.


So, if startups were only willing to pay cash for certain expenses (e.g., technology development, digital marketing), we thought we would create a solution which bundled a package of those services together into one-stop shop for startups.  Red Rocket and four other specialist agencies in Chicago launched Ensemble in 2013 to do exactly that, bringing an innovative "startup excubator" model to market.  This "digital services suite" included startup strategy, fund raising, web development, public relations, search marketing and social media marketing, powered by an all-star team of expert agencies in each of those fields.  Everything a "do-it-for-me entrepreneur" would need to succeed in one phone call.

The reaction was very positive, as we had a lot of publicity and 100 calls in our first month.  There was clear demand.  But, again, the problem was the startups didn't have any cash to work with.  And, even with us offering a 40% discount on the bundled service, that wasn't good enough.  Startups wanted to pay us zero dollars, and instead, give us a big equity stake in their business.  But, that model didn't work for the partners of Ensemble, who had lots of employees to pay.  And, we didn't want to raise a venture fund to give the startups the capital they needed to afford the services.  So, Ensemble got shelved and put on the back burner.


The next effort we made was to de-emphasize startup related services, to try and attract more later stage businesses with capital to spend.  We took most of the "startup consulting" words off the website, and replaced it with "growth consulting" (for companies of all sizes).  Our tagline changed from "venture consulting and capital" to "growth strategy, team and capital".  And, we created a one-stop shop for growth--(i) growth strategy; (ii) growth execution from outsourced CMOs; and (iii) access to growth capital through partner VC and PE firms.  We also added in other services like business coaching, M&A advisory and corporate innovation, trying to throw out a wider net of products, appealing to bigger companies.

That certainly helped.  The volume of leads from zero revenue startups materially declined, and we started to get more calls from more later stage companies in the $5-$20MM revenue range, which typically were large enough to afford paid services.  But, it didn't knock our doors down.  And, of the three legged stool of services we offer, fund raising was still the largest driver of leads.  And, frankly, fundraising is the most mundane aspect of our business, and we only like to do it when we think it is a "layup" to getting to the finish line, which isn't all that often.  We would much rather focus on the strategy and marketing execution work, which were like needles in the haystack of leads coming in.  And, even with paid Google marketing support, the phones were not calling as much as we wanted.


Following our own advice, we need a fresh set of eyes to help us assess our offering from a buyer's perspective.  Are Red Rocket's services even ones you want?  What services should we be offering that we are not offering today, preferably from a recurring revenue perspective over time?  As an example, a one-off consulting project (e.g., a business plan), is less exciting than a long-term service you need (e.g., an outsourced CMO or business coach to help you grow you business over the years).  The outsourced or part-time CFO companies seems to prosper pretty well, but we are surprised the demand for outsourced or part-time CMOs hasn't caught on, in comparison, given how important sales and marketing is to driving revenues.  And, what would you be willing to pay for any of the services you are recommending?

We have invested hundreds of hours of work into maintaining the Red Rocket blog, giving the content away for free, as our contribution to the entrepreneurial ecosystem. But, we need to figure out how to scale the business with a winning product offering and revenue model.  Especially, since we don't think putting up a subscription-based pay wall in front of the blog content is the right thing to do.

So, to all of you loyal Red Rocket users that have benefited from our free how-to lessons over the years, now it is your turn to advise us.  Why are you not buying our current services from us?  What products or services do you think we should offer, that we are not offering today?  Do you know any later stage companies that can benefit from our current service offering, and are you willing to make introductions for us?  Depending on the answers we get here, we are also looking for interesting growth-stage companies to buy (over $500K in profits) to get more deeply involved with long-term management--is that something worth talking about together, either for your business or others you know?

Anyway, thanks for putting your thinking caps on, and providing us your feedback in the comments section below.  Or, if you prefer to privately send them, use the email contact form at the the bottom of this page.  Much appreciated!!

For future posts, please follow Red Rocket on Twitter at: @RedRocketVC.

Tuesday, February 14, 2017

Lesson #257: The 9 Types of Leadership

Posted By: George Deeb - 2/14/2017

I recently read a great book called  The 9 Types of Leadership , written by Beatrice Chestnut  ,a licensed psychotherapist, executive co...

I recently read a great book called The 9 Types of Leadership, written by Beatrice Chestnut ,a licensed psychotherapist, executive coach, and business consultant, and an authority on the topic of leadership.  Beatrice was kind enough to let me share a summary of the nine types of leadership styles with you below.  After you are done reading this list, figure out what type of leader you are, and what strengths and weaknesses that brings to your business.  I can see elements of each of these nine types in my leadership style, so it is not necessarily "one size fits all".  But, if I was forced to pick only one, I am a Type Seven.


According to the Enneagram System of Personality, a typology akin to the Myers-Briggs Type Indicator but more textured and multi-dimensional, there are actually nine styles of leadership. Understanding the strengths and blind spots of the nine types of leaders can improve the effectiveness of the leadership within an organization by helping individual leaders become more aware of their gifts and weaknesses—or opportunities for development.  The following is a description of the nine types of leaders in terms of their core characteristics, their key strengths, and the challenges connected to their strengths when they are overused or not leveraged consciously and intentionally.

Type 1: Doing the Right Thing is the Right Thing

Summary:  Leaders who have a Type One style tend to be responsible, honest, reliable, diligent, and ethical. Their main focus of attention is on maintaining a high level of integrity and meeting high standards of quality or correctness in whatever they do. Type One leaders naturally address the “process level,” as structure, rules, and routine help them feel grounded in the basic processes required to create a quality product. Naturally detail-oriented, hard-working and responsible, their central motivation is to strive for excellence and virtue in everything they do. 

Strengths:  Type One leaders specific superpowers include a sincere desire to do the right thing, a strong focus on improvement and ethics, a commitment to clarifying processes to structure work and maintain high standards of quality in the things they do. 

Weaknesses:  While Type One leaders excel at being responsible, reliable, and hard-working, they can also become rigid and critical when they believe others’ aren’t doing a good enough job. While they try hard to behave correctly, they can be overly self-critical and may get controlling of others when they believe their way is they only right way. And, though they aim for high-quality, they may push for unrealistic ideals of perfection and judge or micro-manage people they believe are not working hard enough or producing good enough results. Fortunately, Type Ones’ sincere interest in self-improvement can mean they are open to seeing the downside of some of their personality tendencies. They will often make good use of constructive feedback to correct themselves, especially when the criticism isn’t overly harsh, even when the needed course correction means recognizing that their problem is being too focused on what is correct.

Type 2: The Power of Pleasing People

Summary:  Leaders who have a Type Two style will tend to be empathetic, concerned about the human or “people” aspect of work, and sensitive to people’s needs, preferences, and feelings. They specialize in being charming and kind, powerful and competent, or attractive and exciting. They combine a focus on people with an ability to be productive in the service of the what is needed most by the team, the organization, or society. They seek to impact tasks, work products, and teams through supporting others, cultivating relationships, empowering people they like, and inspiring co-workers through flattery, warmth, and positive regard. 

Strengths: Type Two leaders energetically support others, empathize with others’ feelings, have a natural orientation toward being of service, tend to be upbeat and friendly, and appreciate the good in others. Their superpowers consist of paying attention to delivering on what employees and customers need and creating positive working relationships. 

Weaknesses: When they are not very self-aware, Type Two leaders may do too much for others (at the expense of their own needs) and end up feeling exhausted and resentful. They may focus more on others problems than their own, and they can be so focused on the positive in others that they have a difficult time delivering tough feedback when necessary.  Fortunately, Twos’ sincere interest in the people they work with means that at some point they will realize that in order to really connect with others, they will need to connect more with themselves. When this happens, they balance out their natural inclination to focus on others with a healthy focus on their own experience as a way of creating an even stronger alignment and rapport with others.

Type 3: The Compulsively Productive Professional, or Getting to the Goal and Looking Good Doing It

Summary:  Leaders who have a Type Three style tend to be work-focused, task-oriented, goal-driven achievers. You will find them (in copious amounts) at the highest levels of most organizations, as climbing the corporate ladder or being the best at whatever they are doing is exactly what motivates them. In fact, America itself is a Type Three country, so it’s not surprising that Type Threes do well in the business culture of America. The ideals of success, making a profit, working hard to get things done, and competing to win (and being able to buy things that reflect a winner’s status) is what America—and the Type Three style—is all about.

Strengths:  Type Three leaders excel at setting and meeting goals, executing a plan and getting results, and working non-stop (and actually enjoying it). Three leaders’ superpowers are knowing how to sell themselves and whatever plan or product they are backing and working hard to succeed at attaining whatever goal they set. They also know how to project an image of success and craft the right image for whatever context they find themselves in. They have a sincere interest in collaborating with others to accomplish tasks which motivates them to evaluate how they are doing. 

Weaknesses:  Type Three leaders may also become overly aggressive and insensitive in the process of doing whatever it takes to reach their goals, fail to listen to work colleagues input, work obsessively to the point of breakdown, or stretch the truth in their drive to achieve success. Their talent for creating an image may lead them to value style over substance or a slick presentation over deeper emotional truth.  When they can slow down and check in with their colleagues, they can combine effectiveness with a more reasoned and broad-minded assessment of how things are really going. By learning to moderate their desire for success with an openness to the lessons of failure (or at least some healthy self-doubt or self-examination), Type Threes can put their natural focus on getting the job done to work in support of achieving a worthwhile personal or organizational vision.

Type 4: The Power of Authentic Self-Expression

Summary:  Leaders who have a Type Four style tend to be attuned to people’s emotions, passionate about the things they do, and dedicated to providing an environment where people feel welcome to express themselves authentically. They can be hard-working humanitarians, soulful artists, or passionate visionaries. But, whether they inspire others through their dedication to important human causes or their romantic and idealistic temperament, they combine a sensitivity to emotional experience with a drive to make an impact through the depth, creativity, and meaning they create and promote in the world.

Strengths:  Type Four leaders often display a keen aesthetic sensibility in that they easily see and value the beauty and poetry in everyday life.  Type Four leaders’ superpowers are the ability to automatically sense how others are feeling and readily intuit the invisible emotional connections that exist between people. They tend to be in touch with a wide range of emotions, which means they naturally empathize with the feelings of others and value authentic communication—even if that means talking about feelings at work, which many people would rather avoid doing. 

Weaknesses:  Type Four leaders can become frustrated when others don’t share their comfort with feeling and expressing emotions. They may also prioritize addressing the status of relationships or calling people out as inauthentic over work tasks and pay too much attention to what is missing in a situation and whether or not they are understood and heard fully. Fortunately, Type Fours’ sincere interest in people and forging meaningful connections means that they can often learn that in order to work well together, they may need to temper their requirements for mutual emotional understanding. When they can balance their own needs and feelings with a realistic understanding of what's possible in their work setting, they are able to offer their gifts and talents in a way others can appreciate.

Type 5: The Knowledgeable Observer, or the Quiet Authority

Summary:  Type Five leaders can be the true “thought leaders” of the Enneagram—they enjoy gathering and assessing data and mastering the knowledge related to the work they do. However, when it comes to the human and emotional side of leadership, they may feel more challenged. Often self-deprecating and shy, Type Fives typically avoid the spotlight and are happier with the intrinsic rewards of leadership than the recognition that comes from it. They may be leading experts in their field, or make innovative contributions to new technology, or combine deep knowledge with an original vision of life. Whatever their focus, Type Five leaders readily dedicate themselves to drawing on intellectual insights to help themselves and others understand the world.

Strengths:  Type Five leaders are particularly good at gathering and evaluating information, objective analysis and intellectual understanding, maintaining and respecting boundaries, and working independently. Their superpowers are connected to becoming content experts and locating and assessing the data to support the work they do. 

Weaknesses:  Type Five leaders’ preference for self-sufficiency may serve to isolate them from their peers and workmates. It may be difficult for them to work inter-dependently and have to communicate regularly with others to get work done. They may overdevelop their intellect and underdevelop their emotional intelligence, as they can feel awkward and uncomfortable when they have to deal with other people’s emotions. While they are humble and self-deprecating, they may have a hard time getting out in front and leading in a bold, strong way, when that requires a show of emotion or force.  Fortunately, Type Fives’ sincere interest in drawing on their knowledge and objective vision to have a positive impact on the work often motivates them to overcome some of the obstacles they experience in forming easy and effective working relationships. When they feel valued for the insights they bring and invited to communicate about what they are thinking, they can be active contributors despite their need for personal space and independence.

Type 6: The Skeptical, Vigilant Trouble-Shooter

Summary:  Leaders who have a Type Six style tend to be attuned to assessing threats and risks, solving problems, and analyzing what’s happening with an eye toward planning for the different scenarios that might unfold. Type Six leaders think strategically in terms of all the issues that could arise, and how those issues might be addressed such that goals, plans, projects, and people can be protected. They can be warm and sensitive questioners, intellectual analysts, or assertive contrarians. But, whether they help to solve problems through doubting and questioning, support solid planning through precision and analysis, or rebel against bad authorities with strength, they combine keen insight with a passion for supporting the underdog and so can bring courage and a revolutionary spirit to all their endeavors.

Strengths:  Type Six leaders’ special superpowers include accurately assessing risks and threats, forecasting and troubleshooting potential problems in a plan or project, and performing insightful analyses of work processes. 

Weaknesses:  Type Six leaders can be so good at problem-solving that they become excessively problem-seeking. They can be so focused on what might go wrong that the people around them begin to view them as pessimistic, when they regard themselves as realistic. Type Six leaders can also be slow to take action and make decisions when necessary, as they can tend to get caught up in over-analysis to the point of analysis-paralysis. And, although they are loyal and reliable, they may have a hard time trusting others and having faith in positive outcomes.  Fortunately, Type Sixes’ sincere interest in finding security means they will often do the work it takes to learn to trust people and engage with their team in productive ways, even if this means maintaining a certain level of vigilance for a while. When they can focus on proactively dealing with risks and solving interesting problems, they can usually develop good working relationships where they can put their analytical skills to good use and learn to have faith that things will turn out all right.

Type 7: The Innovative, Optimistic Visionary or Focusing on the Future (and Feeling Festive)

Summary:  As leaders, Type Sevens are gifted at brainstorming and envisioning what might be possible. The Type Seven mind is essentially boundary free, which is what makes them good at generating many ideas—they feel free to come up with many ideas and make connections between ideas almost without mental limits. As future-oriented idealists, they tend to be visionaries who have a talent for imagining new possibilities. They may be pleasure-loving networkers or service-oriented cheerleaders or optimistic dreamers, but whatever their characteristic emphasis, Type Seven leaders possess a free-thinking entrepreneurial spirit that motivates them to keep the mood up and expand the frontiers of usual modes of thinking.   

Strengths:  Type Seven leaders’ superpowers include maintaining a positive attitude, using their imaginations to plan creatively and innovate, and inspiring others through their enthusiasm and vision. 

Weaknesses:  While Sevens can be good at lifting people’s spirits, they may avoid difficult but necessary conversations. While they tend to be optimistic and fun-loving, they may have trouble facing limits and seeing the negative data in a situation. And while they are good at thinking outside the box, they may have trouble working within reasonable constraints and slowing down to attend to the more tedious (but important) details.  Fortunately, Type Sevens’ sincere interest in doing whatever they can to be effective and get results can often motivate them to pay attention to how their relentless positive outlook can sometimes derail things. When they can balance what’s great about their optimism and enthusiasm with an ability to slow down and consider all of the data and potential limitations, everybody wins.

Type 8: The Powerful, Decisive Activator or Moving Things Forward from a Position of Strength

Summary:  Leaders who have a Type Eight style tend to be strategic thinkers, attuned to where the power lies and how they can establish their own power base. They focus on assessing the big picture, mentoring people under them, and making significant things happen. Others may find them intimidating, though they usually find this feedback surprising as they don’t intend to frighten people. But, their energetic presence is large and powerful, even when they aren’t saying anything or explicitly expressing power or aggression. Overall, they combine real strength with a desire to get things done decisively and quickly, whether they specialize in taking control to get what is needed, defending the weak from being oppressed by the powerful, or overpowering people with their rebellious, magnetic presence. 

Strengths:  Type Eight leaders main superpower is superpower. They are good at tackling tough challenges with confidence, taking bold action, being decisive, and empowering people to do their best. 

Weaknesses:  While they are good at confronting situations and people and engaging in conflict, they may dominate others when they fail to moderate their big energy and intensity. Type Eight leaders may be so preoccupied with making a big impact that they don’t have the patience to think through the details, and they may move into action too quickly without assessing the consequences of the things they say and do. They can be so ready to confront tough situations or people they see as incompetent that they actually create unnecessary conflict. Fortunately, Type Eights’ sincere interest in furthering the work—and the best interests of their team or organization—can motivate them to learn to adjust their tendencies to exert power and control as a go-to strategy. When they focus their considerable energy on becoming more aware of the tendencies associated with their personality style, they can often temper their strength with a greater awareness of their impact on others and employ a wider range of tactics for getting things done.   

Type 9: Leading from Consensus, Modeling Inclusion, and Defusing Conflict—or the Consensus-Building Mediator

Summary:  Leaders who have a Type Nine style tend to be attuned to supporting and accommodating others, often in subtle, unassuming ways. Nine leaders typically don’t like being the center of attention, preferring to “lead from behind,” through being likable, making sure work gets done in a way that benefits everyone. They may be practical and strong contributors, hard-working but modest facilitators, or highly relational, sensitive partners. But, whether they take a strong stand for what’s best for their people, work tirelessly to support others without looking for credit, or harmonize with others to support their aspirations, they combine genuine concern for the welfare of people with a willingness to sacrifice their own interests to further their teams, organizations, and communities. 

Strengths:  Type Nine leaders’ superpowers include good-natured support of the efforts of others, making sure everyone is heard and included, diplomatically mediating between contending viewpoints, and leading by consensus. 

Weaknesses:  While Type Nines are friendly, easy-going, and egalitarian, they sometimes don’t express their own opinion forcefully enough or act decisively when it’s time to move forward. They can focus so much on furthering the agendas of others, that they don’t formulate and communicate their own idea of what needs to happen. They can avoid conflict through wanting to maintain the comfort and harmony of consensus, and they may slow the momentum of projects through waiting until everyone is on board. Fortunately, Type Nines’ sincere interest in working harmoniously with others to get things done means they will likely be motivated to be more aware of how their desire for agreement and consensus can get taken too far. When they can focus on recognizing the limits of trying to please everyone and acknowledge that conflict can’t always be avoided—and can even be useful—they can usually more effectively leverage their strengths in a way that allows for both interpersonal comfort and a thriving enterprise. 

Thanks Beatrice, for allowing me to share your wisdom with our readers.  Be sure to read the full book, for more details.

For future posts, please follow me on Twitter at:  @georgedeeb.

Friday, February 10, 2017

Red Rocket's Part-Time & Interim Executive Services

Posted By: George Deeb - 2/10/2017

Just lost an executive and need an immediate replacement in the interim?  Need a longer term executive, but only on a shared or part-tim...

Just lost an executive and need an immediate replacement in the interim?  Need a longer term executive, but only on a shared or part-time basis?  Then, you are in the right place.  Red Rocket has a deep stable of CEO's and CMO's who are proven veterans at leading, managing and growing businesses.  We have experts in both the B2C and B2B space you can virtually plug into your business.

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​Leverage our network of proven executives to fill any of your CEO or CMO needs.  Our "on call" interim executives are ready to jump into any immediate roles you need filled.  Our executives are experts in strategy, business planning, sales, marketing, corporate development, finance and other skillsets needed to successfully manage and grow your business, including turnaround situations.  Our team has hands-on experience running lower-to-middle market size companies (e.g., under $100MM in revenues), and has advised companies as large as the Fortune 500.  We are particularly deep in the digital technology, consumer and business services space, but are quick studies on other industries, as well.

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​Our shared executives (e.g., CEOs, CMOs) are designed for companies on a tight budget who desire part-time costs, but long-term expertise and involvement of a proven executive that can help direct and manage the company on a part-time basis. You decide how many days a week you want the executive involved, and we price it accordingly.  For example, one day a week starts at $5,000 per month and three days a week starts at $15,000 per month (depending on the role and other incentives that may be offered). This model works best for companies with light workloads in those areas, or needing a person to cost-effectively manage and mentor the junior-level execution team members on staff.

Our executives are located across the country, but depending on your needs and our availability, the work may either be completed on-site at your location, or virtually from our team's home offices via web video (with travel as needed to the office).

Contact us today, at the form at the bottom of this page, to schedule a call to see how we can help.

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