How You Can Create Extraordinary Results Too

A skeptical reader asks, "How can you create such extraordinary results in such a short time for your clients?"  They went on to tell me how young I look (old picture) and that they don't believe that anyone can create what I'm promising.  Here is how I've created more than $52 million in new revenue for my clients since 2000 ...

First, let me remind you that I've been doing this since 1991, just started keeping track of returns in 2000.  So while I might be blessed with a youthful appearance (my mom says I'm quite handsome), I have more than a decade of experience.  But the real secret is the "setup" ...

One of the reasons I only accept clients with $1 million or more in revenue is because of the "Principle of the Slight Edge" -- it's essential to the successes I create at every level.

The "Principle of the Slight Edge" says a 1% increase in gross revenues for a $500,000 company is only $5,000 dollars, but that same amount of improvement for a $10,000,000 company is $100,000.  The same amount of effort produces a 1900% increase in results.

When I work with a client, I look for firms who consistently create a positive cash-flow, have the production capacity to double or triple volume, and where small improvements can create large swings of results.  I "setup" for results BEFORE accepting an assignment.

That means the client that has 4 areas to improve; each netting a 1% improvement then I can create 4% of potential growth -- that same $10,000,000 company now produces $400,000 in results.  After talking with most sales and marketing managers we can identify 20 and 30 areas for improvement.

Can you see how things will add up quickly?

You have access to the same points of leverage where small improvements in several areas adds up to large results.  The big problem is that most of my clients are so close to their problems they don't see these points of leverage and need fresh eyes to help discover these hidden profit points.

After initial improvements, I work directly with staff to improve their own areas.  This multiplies my efforts, but leaves clients with improvements that continue after I'm gone.  Unlike most consultants, I don't stay around more than a few months -- why would I turn down this revenue?

Because I'm not a crutch for clients ... I come in when I'm needed most, FIX the problems, then leave the company with tools to sustain the improvements.  This is critical when you hire any outside support, they should make you stronger for the decision -- not addicted to them.

I discuss this whole methodology in my upcoming book "The Magic One Percent Principle of Implementation and Growth" -- currently available in parts to my clients at http://iunctura.com/tutorials/magic-one/ -- in this tutorial you'll also learn about "incremental improvement" and using micro-actions to create more sustainable results.

Since I've found a good "setup" -- a client with lots of potential -- I know I can invest the effort in focusing on larger contracts.  Not all prospective clients are a good "setup", that's why I require an initial consultation and will often require pre-assignment surveys that include financial information.

Because I qualify my clients, review their profit and loss statements, look at their financial statements, and study their solutions -- I can help them secure multi-year contracts larger than their current gross revenue.  Supporting their selling functions I help their customers have the same level of confidence that this company can handle the opportunity. 

There will always be growing pains when pushing this kind of volume into a company.  However, I've worked in this type of environment for years and can help soften the growth in a stable fashion.  Most of my clients continue to grow years after my initial on-site work, now we focus on small projects to help sustain efforts.

I don't think what I do for clients is extraordinary.  You could learn to do the same for your organization.  However, my clients continue to hire me over anyone else because I'm consistent with what I do for them -- and they know I only take on projects where I'll make significant improvements.

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