Ridgeline
Ideal participants:
Owners, C-suite, and senior leaders of <$25M companies.
You’ve built the business, now fortify the foundation through theories specific to $1M-$25M companies.
Watch for free: “Transferable Asset Theory:“
Learn four organizational theories:
Transfer Theory
Learn laws that explain and determine current and potential company value.
De-risking Theory
A trustworthy, low-risk Ops paradigm that opens growth and reduces pain.
Margin Theory
Reduce casualties by understanding your risk tolerance and your margins.
Vital Signs Theory
Measures that reflect a company’s true health.
Tiered Pricing
| Licenses | Cost/License | Total Cost | Total Savings |
|---|---|---|---|
| 1 | $879 | $879 | — |
| 2 | $747 | $1,494 | $264 |
| 3 | $703 | $2,109 | $528 |
| 4 | $659 | $2,636 | $880 |
| 5 | $615 | $3,075 | $1,320 |
| 6+ | $571 | $3,426+ | $1,848+ |
Ridgeline includes these assets:
A foundation in Transferable Asset Theory (free deliverable up above)
Do what most executive teams don’t do – unite around a common operating mindset. Enter – Transferable Asset Theory. Studies show 80% of a company’s value is found within the intangibles – the non-material aspects of the business. Transferable Asset Theory will begin to identify these value drivers and their effect on your company. You will begin to learn core, executive level concepts that should be part of every CEO’s academic database: the value gap, the profit gap, the relevancy of EBITDA, tax value vs real value, the intangibles that increase company value, and more.
Margin Theory Part I - Stay out of the helicopter
We explore a reliable operating mindset for managing leadership risk. Pulling from core values garnered from expedition leadership, in Part I we discuss how to evaluate leadership risk and find appropriate risk margin, and stay out of trouble. In part II, we place ourselves on the Rescue Spectrum, we learn about the Experience Bell Curve, and we discuss an 8 part action sequence to mitigate leadership risk.
Margin Theory Part II - How did I end up in this helicopter?
Let’s continue…
De-risk your company using the Customer Lifecycle
A strategic way to get organizational alignment inside your company. It’s a path leading to efficiency. We unpack a multi-week process aimed at identifying and removing bottlenecks and increasing throughput. It’s time to get everyone on the same page, going the same direction.
Understand labor markets and the suffocating effect of wage compression
An academic lesson on two market forces that surged and created CEO fatigue during the COVID era; they drove many out of business and crippled countless others. These two market dynamics have always impacted us, but now they are responsible for a disproportionate share of business-owner headaches. Reduce their impact through understanding. Knowledge, in this case, is truly power.
Increase influence through investing in your leadership brand
Our leadership brand has everything to do with how we are received. And how we’re received controls our level of influence. After 25 years of reflection and observing, Ridgeline will share habits of admired leaders who have built great brands. It will feel very much like an action list; “do this” and “don’t do this.” We won’t over-explain each one…we’ll clip through well over a dozen behaviors.
The Org Chart - use it right for the first time
Get an energy drink – this one is not that exciting. But it’s really effective. I give you a list of questions….my system for determining if your org chart is working. Please make it yours if you’d like. Re-frame your mindset and use Org Charts to de-risk and create change.
The frustration/ambition paradox – understand how these opposing forces affect our odds of success
Growing companies will eventually ask their leaders to leave behind the traits they used to build the company in exchange for ones that will take the company forward. Most can’t do it. We will identify the reason. We will also connect “business valuation” to this discussion and why it should matter to you.
Vital Signs Theory: Measure and control your company health indicators
Are your departments healthy? Begin to measure company key capitals, de-risk, and leverage them. Influence behaviors through scorecards.
Increase company value through a performance culture
Our culture is a reflection of our leadership. This entire discussion rests upon our common, agreed upon definition of culture. We will define it and discover how the right culture – a performance culture – can be a great means to an even better end. We’ll brainstorm the C-level’s role in grafting proper culture elements into your company’s DNA.
Attract and keep talent through Incentive pay
A short and sweet lesson on “incentive compensation” – a catch-all term for bonuses and benefits. We work under the assumption these programs are designed to either: encourage and reward results you would otherwise not get OR attract and retain talent. Are yours working? Do they result in increasing net cash flow? Should we expect incentives to change behaviors? Ridgeline will bring some straight-forward talking points for your consideration.
Set your true North - A look at Core Values
A friend insisted this may be the most important topic, so I put it in. I get personal and share my core values for work, family, and faith – not to convince you of their merit, but to spark within you the desire to discover your own.
Increase net cash flow - a study in employee capacity
We’ll be walking through a story of an entrepreneur – someone who begins a painting business from scratch. We’ll work through the expansion conundrums he experiences. We’ll then apply our observations to a larger company where similar conundrums exist but are harder to see; bureaucracy, minutia, and distractions bury their effects. Don’t just hire another person – know what to look for relative employee capacity before you pull the trigger.
Executive teams: believe the same things and speak the same language.
Learn. Unite. Sleep well.
The Ridgeline Purpose:
- Learn proven business theory, build your belief system and core values, and lead your teams with conviction and confidence – turn foundational theory into leadership action. Period.
It’s simple. It’s direct. And it’s designed for the leader who wants to take BOTH their acumen and company to the next level.
Ridgeline teaches MBA level material through a very relaxed delivery.
These topics are heavy in the sense much of your company’s fate rides on your ability to understand and perform in them. But require more than knowledge from Ridgeline – expect this methodology to help you execute.
Ridgeline will challenge you to decide what you believe about certain business theories. This is important – our beliefs guide our behaviors. So in the context of this course, you MUST:
- Obtain an academic understanding of essential business theory through Ridgeline
- Personalize what you believe about those theories
- Turn theory into strategy
- Decide if anything will change – and start doing it.
A Ridgeline goal is to build senior leader acumen that results in an increased net profit; you’re spending money on this course – expect a return. You will learn to pull profit levers. Yet I hope they have impact beyond increased profit. The most awesome impact Ridgeline can have is the positive cascading effect on the people within your company through a more equipped you. That…is truly tremendous.
It’s an executive level development course. Welcome.
Be curious.