In trying to increase their value, businesses take on many different initiatives. They introduce lots of changes. Some of these changes are aimed at cutting costs. Others are supposed to increase sales or open new markets.
Why is that? Why do well-meaning and important changes fail?
For a change to work, two factors must be present:
– The change must be comprehensive.
– The change must benefit EVERYONE involved.
What do I mean by “comprehensive”? Too often a change is made in one area of the business without understanding how it impacts other areas of the business. When the change is made, a ripple is felt through the organization, leaving those touched by the ripple worse off. A comprehensive approach looks at each area impacted by the change and seeks to improve all areas, not just the origination point.
What do I mean by a change must “benefit everyone”? Many times, the changes contemplated are for the benefit of the shareholder. There is nothing in it for the people, the customers or the community. So, the change doesn’t stick.
When you get it right, work gets easier for the people and engagement goes up, customers end up with better products and services, the community has a stable employer that supports the community and the shareholders have a more valuable business.
At Pozzo Consulting, I’m an expert at creating change that sticks, because it is both compressive and benefits everyone. I understand how each of the parts of the company should work together because I’ve worked in nearly every area of business from the front line to the C-suite, both strategically and tactically. Because of my depth of insight, I’m able to give specific recommendations for each area of the company to work in concert to achieve the organization’s overall goals.
I am a contributing author in the Vancouver Business Journal and have been quoted in US News & World Report and Fast Company. My work as CFO of Longview Fibre Paper and Packaging was recognized by the Portland Business Journal as “CFO of the Year—Large Company.” The transformation was called a “textbook example” of restructuring an old line business and “may be the best turnaround case study we have seen in the past 25 years,” according to Deutsche Bank analyst Mark Wilde.
“Heidi was a breath of fresh air. She was able to wrap her arms around the business very quickly and identify the human capital needs required to affect change. Her approachable style, level of communication and transparency enabled rapid progress and cross departmental buy-in.”
Managing Director, Confidential Private Equity Firm
“Heidi has worked with Arnerich Massena on a number of initiatives and has become a trusted advisor to me and the rest of our management team. As an experienced finance officer, we called on Heidi to help us address structural, staffing and technical issues in our finance function. More importantly, her counsel on strategic and business planning has been invaluable. Heidi worked with us to not only help define our strategy but also to implement a framework where the strategy was tied to organizational, departmental, and even individual goals and metrics.
And more than once we’ve picked up the phone for a quick chat and then come away from the conversation with insights that have fundamentally impacted our approach in a positive way. A number of her insights have become standard parlance in how we do business. I consider Heidi to be a key partner in our firm’s success.”
Scott Dunbar, Senior Managing Director, Arnerich Massena, Inc.