Practitioner Playbook Working ON the Business, not IN the Business - - PowerPoint PPT Presentation

Practitioner Playbook Working ON the Business, not IN the Business

Skylar Lewis CEO Superior Restoration Temecula, CA Kevin Walter Practitioner & Certified Coach The Great Game of Business Chicago, IL

About Us

• Sky

kylar Lewis, Sup uperior Res estoration

• CE

CEO & Founder of f Su Superio ior Res estoratio ion ($ ($10M - 40 EE’s)

• Hav

ave be been wo workin ing less less tha than 2 2 da days a a we week on SR SR si since 20 2016

• Focused on Fait

aith, Fam amil ily (w (wif ife & 2 2 bo boys), & th then Bu Busin iness.

• Founder of a men’s coaching program Rise Up Kings (My passion)
• Cu

Currently wr writ itin ing a a bo book – The 2 2 Day Day a a Week CE CEO

• Man

any fai failures in li life & bus busin iness

• ss. Too man

any to to li list st ☺

• Kev

evin Walt lter, GGOB Coa

• ach an

and Practitioner

• Co
• Fou
• under an

and Pri Princip ipal of

• f Tasty Cat

atering

• Tasty Cat

ateri ring – st state an and nat national aw award win inner as as top top co company an and work rkplace

• Famil

ily bu business, part artners with ith tw two bro brothers rs

• 2019 Rev

evenue $9.5 MM with ith 75 FT em employees

• GG

GGOB practitioner sin since 2011 an and co coach sin since 2012

My Story

• Started Superior Restoration in 2010 with one van.
• Started taking time off from the business too early =

Employee embezzlement.

• Hired a coach for my team & was told I was the

problem.

• Moved on from 40% of my team & focused on

systemizing EVERYTHING.

• Moved to the beach to force myself out of the
• business. Started systemizing & focusing on culture.
• Built the business to $10M as an employee ran
• company. I work 1-2 days a week while business

continues to scale.

My Path

• I let go of everyone that I didn’t trust 100% & that was a

bad cultural fit.

• I built out a small management team with people that had

an “Ownership Mentality”.

• I got clear on our core values & CULTURE. Hired & Fired

based on our core values.

• Started giving my team Auto

tonomy to make decisions. I stopped micromanaging them but still held them accountable.

• Became a delegation & training pro
• Developed metrics & KPI’s for each position to hold them

accountable & put metrics on a dashboard that I review weekly.

The Final Steps

• Wrote out a list of everything that I did and delegated it to

competent people. My favorite thing to do.

• Hired a GM 4 years ago & removed myself from

everything except coaching & oversight.

• Introduced Financial Transparency 2 years ago (GGOB)

What t Lif ife Is Lik ike Now

• w
• I go in once a week for 6 hours & meet with my sales team

& executive team.

• Result: Our net profit has doubled within the last 3 years

each year with our team running it and they love it. (Just got back from a 30 day road trip across the country. I received 1 call from the team)

The Conclusion

• Mindset: You must believe it’s worth it to systemize your

business and have your employees run it. Believe you can do it with the right training.

• Your options as an Owner:

#1 Be an owner who micromanages the team & processes

• n a daily basis. YOU ARE STUCK IN THE BUSINESS.

#2 Be an owner who gives your team the tools & resources to run the company on their own while allowing them to participate in the profitability of the company. YOU ARE FREE FROM THE BUSINESS

Kevin’s Story

• Command-and-Control since the 70s
• Culture Change 2006
• GGOB added 2011
• Certified as GGOB Coach 2012
• Brother Tom’s book 2011
• Brother Larry Leading Caterers of

America 2007

Kevin’s Story

• Transitioned out by successors starting in 2015
• Duties were Human Resources and Purchasing
• Replacements lowered Food Cost by 2 points and

Disposable cost by 1.5 points in first year

• That is almost $250,000 in savings
• Have remained lower since!
• Kicked out to office next door 8/2017
• 99% transitioned out by 12/2017
• Brother’s kicked out to next door in 2019
• 2018 and 2019 most profitable years ever!

HOW?

• Ask 80% - 90% more questions than you answer
• Failures are fine as long as they strengthen the

company

• Mentorship and peer support network for new CEO
• New Leadership - decisions made based on TC

Culture and business acumen gained with 8 years of GGOB and ownership thinking

• Hard to give freedom and let go
• Set parameters for:
• Communication – being “in the know”
• Level of decisions that need to remain with ownership
• Set up Board for company

Bumps in the Road

• Still a work in progress
• Learning swim lanes was difficult
• Sticking to them takes effort
• COVID

$9,000,000.00

Reflection

Stop|Start|Continue

$9,000,000.00

What Can I Do Tomorrow?

Questions?

Evaluations

Practitioner Playbook Working ON the Business, not IN the Business

Skylar Lewis Title Superior Restoration Temecula, CA Kevin Walter Practitioner & Certified Coach The Great Game of Business Chicago, IL

kwalter@ggob.com