Business Management

Unlocking Profit: The Case for Hiring a Fractional COO in Small Businesses 

In the world of small businesses, sales performance, efficiencies, structure and product/market fit are keys to unlocking profitability and growth. Yet, many business owners and CEOs find themselves struggling to capture the profitability they believe their business should have. This is where the value of a fractional COO

In today’s fast-paced corporate world, mergers and acquisitions are commonplace. These strategic moves create opportunities for increased revenue, broader market reach, and improved operational efficiencies. However, they also often overlook background checks in mergers and acquisitions – a crucial oversight that can lead to undesirable results after completing the process.
<br/>https://glucroftinvestigations.com/importance-background-checks-mergers-and-acquisitions/

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.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:#69727d;color:#fff}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap{color:#69727d;border:3px solid;background-color:transparent}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap{margin-top:8px}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap-letter{width:1em;height:1em}.elementor-widget-text-editor .elementor-drop-cap{float:left;text-align:center;line-height:1;font-size:50px}.elementor-widget-text-editor .elementor-drop-cap-letter{display:inline-block} Here’s a short list of some product launches that, on paper, had all the elements needed for success, but were total failures none the less. I’m not listing head-scratching new products like Juicero, but thoughtful, strategic innovations that could have been successful.Is there a common

Given today’s relentless pace of business disruption, the expectations are enormous for board performance. Board members are asked to nimbly steer their companies in the right direction, constructively advise C-suite leadership, and diligently drive long-term strategic growth. How can boards best govern for today and tomorrow — and grow their individual and collective contributions?
We posed this question to Lisa

/*! elementor – v3.19.0 – 28-02-2024 */
.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:#69727d;color:#fff}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap{color:#69727d;border:3px solid;background-color:transparent}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap{margin-top:8px}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap-letter{width:1em;height:1em}.elementor-widget-text-editor .elementor-drop-cap{float:left;text-align:center;line-height:1;font-size:50px}.elementor-widget-text-editor .elementor-drop-cap-letter{display:inline-block} A primary reason I see many small businesses fail to grow, or even fail completely, is the reluctance of their founders to embrace sales as the most critical function for their success. When acting as a fractional leader, I’m frequently introduced to companies with excellent