Gets Results - Consulting Accelerator

Gets Results

I’m Rev Vaughn. I am an entrepreneur.

Over the last 25 years, I’ve founded or helped start 12 different businesses in Japan, Korea, Taiwan, China, the UK and the US and helped introduce thousands of products into 25 countries.

During the first dotcom boom, I worked with a struggling tech startup on the verge of going out of business. The real problem was that the team didn’t work well together. No one was on the same page.

It was like herding cats.

Facing the reality of having to fire friends and close down the company was one of the most difficult things I’ve ever done.

With 3 days to go before burn-out, I did a post-mortem and wrote down all of the things we did wrong and all of the reasons we were failing.

Through that process, one thing became incredibly clear…

Without better organization, every tech startup is doomed to fail.

Out of this list came the beginnings of an Agile Goal Achievement Method that helps entrepreneurs align their teams so everyone focuses on the company’s most important objectives and works towards the same results.

Over the last 15 years, I’ve used this Agile Goal Achievement Method as the guiding force to help grow 2 tech startups from the ground up to over $20 million in annual revenue.

After many requests, I started sharing this method with the tech startups I advise so they could more successfully grow their business while avoiding many of the pitfalls that come with rapid growth.

Continue on to get an overview of this Agile Goal Achievement Method and discover how you and your team can consistently achieve your most important business goals.

The Big Idea

​The Big Idea

Have you ever wondered why some companies like Google, Oracle and Intel are able to go from start up and no matter how big they get, they just keep growing and growing… while other companies just seem to “hit the wall?”

They all have something in common…

It's not their product or service.

Their products and services are all different.

The thing Google, Oracle and Intel have in common is that they all use an Agile Goal Achievement Method.

The companies that “hit the wall” use traditional goal setting methods, or worse, no goal setting method all… and traditional goal setting doesn't work well for today's tech entrepreneur.

Today's tech entrepreneur needs a simple and easy way to get their teams to work better together. They need an Agile Goal Achievement Method.

The most effective Agile Goal Achievement Method focuses on 4 main things: Mission, Objectives, Results and Evaluation. I call it MORE.

MORE is an Agile Goal Achievement Method that helps today’s tech entrepreneur align their teams so everyone focuses on the company’s most important objectives and works towards the same results.

If you want your team members to work better together and grow your business, I'll show you how to implement the MORE Agile Goal Achievement Method... read on to find out how.

This report is for entrepreneurs, founders, and executives who lead and manage teams and need to clarify their goals so their teams understand what they are trying to accomplish and how their individual and team goals relate to the company’s big picture goals.

This Agile Goal Achievement Method is for leaders who need to align their teams so everyone focuses on the company’s most important goals and works towards the same results.

This process is for innovators who need to develop organizational agility to rapidly respond to market changes.

What You will Discover

Here’s what we’re going to cover in this report:

  1. Why traditional goal setting doesn’t work and what to do about it.
  2. Introduce an Agile Goal Achievement Method for Entrepreneurs.
  3. Give you a high-level, pilot-test implementation Roadmap
  4. The top two things you can do to improve your team’s performance.

To get your copy of the report, contact me here and I'll send it to you.

During the height of the first dotcom boom, a friend of mine recruited me to help a tech startup expand into Asia.

Before joining the tech start up, I worked for Costco Wholesale.

Costco is a membership warehouse club where you go to buy toilet paper and detergent only to come out with $500 worth of gadgets, gizmos and stuff you never knew existed before because it was such a bargain… while forgetting to get the toilet paper you originally came to get.

I worked as a key member of a small team that opened the first Costco in Korea. It was a nearly impossible task, but through planning, hard work, blood sweat and tears and a little luck, we made it happen.

Costco Korea consistently ranked as the number one or number two location for sales company-wide… that’s a whole lot of kimchi and toilet paper flying off the shelves.

I then went on to help open the first Costco Wholesale Clubs in Taiwan and Japan, introducing thousands of new products into Asian markets along the way.

Startup was a lot different than expected

When I got to the startup I realized that things were a lot different than expected.

Instead of expanding into Asia, the company really needed funding so I went to work with the CFO to raise funds from venture capitalists, investment banks and strategic investors. We closed four rounds and raised over $20 million.

But there was a problem.

There was a problem inside the company. Nobody was on the same page.

The CEO wanted to grow the company fast, but didn’t want the small company culture to change.

The CFO wanted everyone to come in under budget.

The CMO wanted to reward people for going over budget… I guess that’s what chief marketing officers do.

The CTO wanted to take the company in 16 different directions… none of which were on our product roadmap.

The COO was pulling his hair out and just wanted everyone to get along.

But it wasn’t just the executives who weren’t on the same page. It was our team members as well. If you asked each of our 80 team members what the company did, you’d get 80 different answers.

It was like herding cats!

When the dotcom bust hit, funding dried up, our customers went out of business and the market collapsed.

We went from 80 people down to eight.

We thought we had a chance to pull out of this death spiral and all 8 of us agreed to go on minimum wage.

With three days to go before we had to wind up the company, I got together with the COO and we did a post-mortem on the company and listed out everything we did wrong.

I could see it was going to end badly

I took that list of everything we did wrong and turned it upside down, and turned that list into a “must do” list.

So if we didn’t have clearly a communicated mission, then having a clearly communicated mission became a “must do.”

If we didn’t have company, team and individual objectives, that became a “must do.”

If we didn’t have measurable results describing how we would achieve our objectives and determine success, that became a “must to.”

If we didn’t continuously review “progress against plan”, that became a “must do.”

And out of this list, parts of the Agile Goal Achievement Method I’m about to share with you were born.

And with three days to go before burnout, with three days ago before we had to wind up the company and with three days ago before we had to shut down the company, something happened that would change the course of my business career forever.

And I’ll tell you all about that in the report...

To get your copy of the report, contact me here and I'll send it to you.

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About the Author

I’m Rev Vaughn. I am an entrepreneur and a consultant. I help marketing consultants use the Core Four to structure, run and scale their business and break through the 100k and 250k income levels