Process As A Growth Strategy

Long gone are the days when running a family or closely held business was as simple as handing control over to the next generation, who had worked at the feet of the previous generation, learning as they went.

Today, successful leadership of family or closely held businesses is complex and takes effort, planning, and guidance. Businesses must proactively position themselves to seize opportunities and achieve sustainable growth. Strategic planning is the foundation of resilience, enabling leaders to anticipate change, align resources, and drive success even in uncertain times. This empowerment from strategic planning can inspire and motivate leaders to take charge of their business’s future.

Many made resolutions as the calendar changed from 2024 to 2025. The new year is generally a time for renewal and regeneration; many turn inward to focus on bettering themselves or their situation. Some decide to focus on educational goals. Others on health. Some on family. Business. Financial goals.

For the first two weeks, it is easy to keep the resolution. We are excited about our goal, the possibilities of a new season, and where we envision we will be by the same time next year. We are motivated and eager. Then, it becomes a slog. We start to make excuses for not signing up for those continuing education credits. We hit a drive-through for lunch. We skip the gym. Our goals begin to seem unattainable. We are not seeing results as quickly as we would like. It is beginning to feel like hard work. Our discipline and focus fade.

For a moment, let’s reframe our situation. We did not put on those extra pounds overnight. Over time, they were slowly added by delicious meals with clients, friends, and family. We spent less time in the gym and more time at work. We began to live to eat instead of eating to live. We were not taking care of the details that would take care of our health and fitness.

To lose those extra pounds, we must focus on the goal and align the tactics to help us achieve it. It takes 3,500 calories to gain a pound. Therefore, we must create a calorie deficit of the same amount to lose a pound. If we create a 3,500-calorie deficit each week, we will have lost more than 50 pounds in one year. We must reduce the calories consumed and increase the amount expended to do that. It can be done if we are focused, committed, and follow the process. The goal, strategy, objectives, and tactics are laid out. This disciplined approach brings relief and satisfaction, knowing that we are on the right path.

Using this same mindset, JACO Advisory Group, with its unique protocols, is dedicated to helping family-owned or closely held businesses meet their goals and objectives. Recognizing that problems do not crop up overnight, nor does the need for strategic business planning suddenly occur, JACO emphasizes the need for constant attention to thrive and stay successful.

By following a defined process that is disciplined, focused, and intentional, JACO maximizes value for all stakeholders by creating a culture of continuous transformation to maximize enterprise value. As in the example above of losing 50 pounds in a year, JACO ensures businesses have the discipline to stay with the plan, the focus to keep working toward the goal, and remain intentional by working the plan each day.

A “growth as a process” in business refers to optimizing and continuously improving internal business processes to drive growth, typically by increasing efficiency, reducing costs, and enhancing customer satisfaction, ultimately allowing a company to expand its market share and revenue.

To work the plan for growth in any business, but especially one that is family-owned or closely held, there are several key elements of a process-based growth strategy:

• Identifying key processes – Analyzing the company’s core operations to pinpoint critical processes significantly impacting customer experience, production speed, or cost structure.

• Process mapping and analysis – Creating detailed diagrams of the process flow to identify bottlenecks, redundancies, and areas for improvement.

• Continuous improvement methodologies – Implementing frameworks like Lean or Six Sigma to systematically identify and eliminate waste, streamline operations, and optimize performance.

• Data-driven decision making – Using data analytics to monitor process performance, identify trends, and make informed adjustments to improve outcomes.

When working a plan to lose weight, looking in the mirror to see the benefits is simple—or slipping on a pair of slacks more easily than before. Realizing the benefits of a process-based growth strategy may or may not be as quickly noted, but they are still there.

• Increased efficiency – Streamlining operations can lead to faster production times, reduced waste, and lower costs.

• Improved customer satisfaction – Efficient processes can result in faster delivery times, fewer errors, and better customer service.

• Enhanced innovation – Continuous improvement fosters a culture of experimentation and creativity, leading to new product and service development. This sense of achievement from continuous improvement can make the audience feel accomplished and successful.

• Competitive advantage – Companies can gain an edge over competitors with less efficient operations by optimizing processes.

Jeff has over 30 years of strategic planning, business development, and business transformation leadership experience. Having worked with mid-market, closely-held and family-owned businesses his entire career Jeff has a unique understanding of how these enterprises operate and the challenges they face.

He is passionate about working with business leaders to build strong cultures while developing and executing strategies that deliver exceptional results that benefit all the company’s stakeholders. Jeff’s hands-on approach to working with companies begins with a commonsense approach to strategy development.

With extensive experience in organizational turnaround and growth Jeff follows a defined process (disciplined, focused, intentional) to guide clients from strategy to execution. His experience covers a multitude of industries, with an in-depth understanding of automotive manufacturing.

Jeff holds a Master’s in Business Administration from the Capital University School of Management and earned a Bachelor of Arts in Business Administration and Management from Ohio Dominican University.