Robert D. Bosic III
This is not a framework I read about.
Thirty years as a senior executive, the last of it as Chief Operating Officer of a publicly traded company of roughly one and a half billion dollars in revenue, 100 business units and more than fifteen thousand people. I have carried the number, sat in the board meeting, and made the call with incomplete information and no good options.
Earlier I ran divisions across time zones and countries, including a fully remote workforce of teachers teaching about forty thousand students online, which is why a distributed team of contractors does not worry me and a founder who has never met half the leadership team in person does not surprise me.
The six elements are not a model borrowed from a book. They are what I found breaking, repeatedly, in companies that had outgrown their own structure, and what had to be rebuilt before anything else worked.
One person, by design
You met the partner and you work with the partner. There is no team of analysts learning your business at your expense, and you are never handed to anyone else. The research, the drafting and the scoring instrument sit behind me, not beside me, and none of it forms a judgment about your business.
Four at a time
Past fifty million the work runs deep enough that a fifth engagement is where an operator starts sending someone else. I do not take a fifth. The first thirty minutes is how the open seat gets chosen.
The exit is the product
Every engagement has an end date written in on the first day. What is left behind is a system your team runs without me, rescored at day ninety against the same instrument it started on. A firm that stays forever is selling dependence.
From people who sat across the table
In a market full of executive coaches who do not actually have the operating experience the job requires, Bob has it in spades, and he can advise on the business, the strategy, the tactics, and the emotional read of a room with equal authority. There is no downside to calling Bob.
Kelly Thooft, Chief Financial Officer, Kelly Thooft Consulting
Over the last 16 months together we have taken Sendblue from $500k ARR to $19M ARR. There is a night and day difference between the way I manage my team now and how I operated before working with him.
Sam Queen, Chief Revenue Officer, Sendblue
Thomas Geib, Founder of The Entrepreneur House, on what changed in how he hires and how he holds a team to account since we started working together.
Book thirty minutes