The reality
The friction often shows up before the financials do.
A company can keep growing while decisions slow, priorities compete and follow-through weakens. These are signs to examine, even when financial results remain strong.
Everything feels important.
Too much still depends on you.
Strategy is clearer at the top than across the company.
Meetings produce discussion, but not enough movement.
Growth keeps exposing the same weak points.
You have reports, but not a clear view of what needs attention.
The business has outgrown its leadership capacity.
More people and capital are at stake.
Our starting point: Identify what is actually limiting the business. Then decide what deserves action.
What we look for
The first problem you see is not always the real constraint.
Revenue, talent and execution problems rarely arrive in isolation. We examine how the business works as a whole before recommending where to focus.
Clarity
Does the team agree on the destination, the priorities and what it will not pursue?
Leadership
Do leaders have the roles, authority and capability to lead the business being built?
Strategy
Does the strategy make economic sense, and can the company deliver it with the people and resources available?
Execution
Does each priority have an owner, a measure of progress and a regular review?
Growth & Scale
Can the organization meet more demand without weakening margins or relying more heavily on key people?
Enterprise Value
Is today’s work building an asset that is more resilient, transferable and valuable?
How we partner
The right partnership depends on the work ahead.
We partner with leaders over time. As our understanding of the business deepens, we can recognize patterns earlier, challenge assumptions and stay connected to execution.
Board & CEO Partnership
Confidential CEO advisory and board-level counsel for leadership challenges, major decisions and transitions.
Explore Board & CEO Partnership02 / Next stageGrowth & Scale
Set growth priorities, strengthen sales execution and build the capacity to grow profitably.
Explore Growth & Scale03 / Operating disciplineTBI Performance System
Proprietary frameworks that help leaders review priorities, identify blockers and follow through.
Explore PerformancePartnership model
The work continues
after the decision.
We stay engaged as priorities move into execution, results become visible and the operating picture becomes clearer.
Understand reality
Learn the business, its economics, its people and the leader’s objectives.
Identify the constraint
Separate the visible symptom from the condition limiting progress.
Set direction
Agree on priorities, choices and what success should look like.
Build cadence
Connect the plan to owners, measures and regular review.
Stay engaged
Review what execution reveals, adapt where needed and help leadership maintain focus.
Clear roles: TBI advises, challenges and supports. Client leadership retains decision-making and execution responsibility.
A QUESTION FOR EVERY LEADER
Who are people
becoming because
they are being led
by you?
Strong leadership develops people while delivering the results the business requires.
Performance
Make the signals that matter easier to see.
The TBI Performance System helps leaders see what requires attention, understand why it matters and connect the response to clear ownership and follow-through.
APR focuses attention on priorities and emerging blockers. Our leadership frameworks examine how leaders build trust, capability and accountability. Clarity to Action connects an agreed priority to an owner, a next action and a clear definition of success.
Decide deliberately.
Follow through.The measures and conversations change as the business does.
Enterprise value
Perform today.
Build a more valuable company for tomorrow.
We look for progress that improves the business now and strengthens what it can become. That includes leadership depth, trustworthy information, repeatable execution and economics that stand up over time.
- 01
Clear direction
- 02
Stronger leaders
- 03
Better decisions
- 04
Disciplined execution
- 05
Scalable growth
- 06
Greater enterprise value
How progress is reviewed: Agree on the priorities, capabilities and measures that matter. Review progress against those expectations, taking execution and market conditions into account.
Who we partner with
The strongest partnerships require alignment on both sides.
Our strongest fit is with established privately held and middle-market businesses whose leaders are willing to confront reality, make choices and stay engaged in the work.
Owners & Founders
Build leadership depth, reduce key-person dependence and prepare the business for its next stage.
CEOs & C-suite Leaders
Gain an independent perspective on strategy, leadership and the decisions affecting the enterprise.
Boards & Chairs
Connect oversight and strategy to the operating questions leadership must answer.
Leadership Teams
Align on priorities, roles, accountability and the discipline required to execute.
TBI provides industry exclusivity to each client relationship. Before accepting a new engagement, we review potential conflicts against our existing clients. If a conflict exists, we do not pursue the engagement.
Selective by designThe Board
Experience matters when it improves the next decision.
The Board was built for decisions that affect the whole enterprise: its people, strategy, capital, execution and future value.
Dave McLurg brings the experience of an entrepreneur, investor and Chairman to those conversations. He connects board-level priorities with the operating decisions leaders face every day. The standard is consistent: speak the truth, protect the relationship and create movement.