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James Fischer-Myall · Sign out

3 | Working with the Owner and General Manager

How I would work with the owner and general manager

The business works because of the owner, and it grows because of the work the general manager brings in. During the 30 days my job is to help both of them get the committed pipeline delivered, without adding a layer of process.

With the owner

Level 1 In week one, agree the list of committed jobs and what "complete" looks like for each
Level 1 Understand what he wants to keep close and where he wants support, and respect what he's built
Level 1 Weekly one-on-one: no surprises, bad news early, options with a recommendation
Level 2 Take the day-to-day chasing on live jobs off his plate so he can focus on clients and the business
Level 3 At day 30, put the next-stage options in front of him so the timing is his decision

With the general manager

Level 1 Understand exactly what's been promised to each client in the pipeline, and keep him updated on delivery
Level 1 Protect the pipeline by checking capacity before new work is committed that could stretch current jobs
Level 2 Turn completed jobs into material he can use: photos, client feedback and case studies
Level 3 Once the pipeline is delivered, use actual job costs to sharpen quoting, and plan capacity ahead of growth together

How we work together during the engagement

Meeting	Who	Purpose
Weekly one-on-one	The owner and me	Pipeline status, decisions needed, risks, people
Weekly live-jobs check-in	Job leads and me	This week and next on each committed job: blockers and actions
Fortnightly pipeline catch-up	The general manager and me	What clients expect, what's coming, and capacity before new commitments
Week-1 and end-of-week-1 reviews	The owner, general manager and me	Confirm the plan, then agree what comes next and when

If I disagree with a decision, I'll say so in the room with the evidence, and then back the decision outside it.