I specialize in consulting with Christian-owned businesses and family-owned businesses on personnel and behavioral issues directed toward promoting, improving and maximizing the efficiency, productivity and success of the business; on providing personal support, advice, and coaching directed toward enhancing quality of life; on succession planning and execution, as may be required to support growth plans and strategies; on structural and people planning and issues directed toward promoting growth in the business and toward addressing any management concerns that may impede such growth; and on people management best practices, analysis of key manager and officer performances, employee incentive and motivation programs, as may be required to support growth plans and strategies.

Christian-Owned Enterprises and Faith-Based Organizations

Christian Business ConsultingIn Christian-owned businesses and faith-based organizations it is not unusual to feel that there is a disconnect between the pressures of the business environment and our Christian faith.

It is also rather common to sense a ‘shift’ in focus and behavior on Mondays that doesn't quite coincide with Sunday. Many Christian businessmen and women seek a truly objective, talented and trustworthy adviser who fully understand the unique challenges of their enterprise or faith-based organization.

My behavioral consulting services, just like your organization, strive to serve the Lord as His ambassador in a unique mission field, faithfully reflecting the gifts and opportunities He has provided, while seeking eternal significance and fruitfulness.

Family-owned Businesses

Family Owned Business ConsultingThere are more than a few challenges that face the owners of a family business. The first is emotions: family problems will affect the business, and health or financial problems also will create difficult political situations for the family members. The second is informality: the absence of clear policies and business norms for family members can create misunderstandings. The third is tunnel vision: the lack of outside opinions and diversity on how to operate the business may limit the ability of the business to grow and prosper. Often, there is the lack of a clear business strategy: no documented plan or long term planning may exist withinthe company. Yet another is a compensation problem for family members: how are dividends, salaries, benefits and compensation for non-participating family members to be clearly defined and justified? The granddaddy of all family-owned businesses problems is succession planning: most family organizations do not have a plan for handing the power to the next generation, leading to great political conflicts and divisions.