Resources to run a better business.

Let’s talk about data. First of all, I love it. I’ve been using scorecards to track business performance since I was 20 years old. I review a robust financial reporting package every month. I've pushed my team to slice and dice our available data a hundred different ways. We know our CAC, our churn rate, our billing by consultant, and many, many other metrics. When you can get data, it helps you make better decisions. What happens when you can’t?

Something breaks. An employee didn’t show up for work. A client churned out unexpectedly. A machine went belly up and ground production to a halt. When something breaks, you’ve got to figure out why. And it’s honestly that simple. Ask, “Why did this happen?” Then ask it again. And again.

Crews & co. has been awarded on the Financial Times list of America’s Fastest Growing Companies for the second consecutive year.

One relationship I have figured out: my business partnership with Chris Sullivan. I spend most of my time talking about Crews & co., so you may not be familiar with Chris. He’s my partner in CE Painting, the commercial painting company I also run. There are three main reasons Chris and I work so well together—and have for the last 20 years.

It was a dumb decision. My work schedule was overbooked. My personal schedule was the same. No way should I be going to Disney World with a client’s leadership team. The objective analysis said “don’t go.” But my gut told me that the best thing I could possibly do was say yes. When in doubt…I trust my gut.

‍Join Eric Crews of Crews & co. to learn why financial planning is the lifeblood of any growing business—and how to integrate financial planning to drive the success of your company.

I have to be honest.‍I don’t know who came up with the idea of breaking the business year into quarters.‍And I can’t find much scientific evidence behind the value of 90-day time periods.‍But I have seen, over and over, that 90 days is a “goldilocks” time frame for company goal-setting.‍

I realized something the other day. I keep getting older. And the older I get, the more I am certain of exactly two things: 1. There are a few things I know in life, but especially in business, for sure. These are the things I’ve experienced firsthand; seen with clients over and over (and over). The things I get paid to know as an executive, get paid to know as a consultant. The hills I’m willing to die on, so to speak.

9 months.‍ That’s how long my client gave himself to make the transition.‍He had a key employee who was underleveraged. This team member was “good enough” - but not really.‍ $10 million in business was underutilized as a result. ‍My client has been around long enough to know: as much as he loved this team member, it was time to move on.