Better perspective. Better decisions. Stronger businesses.
I work one on one with owners and senior leaders of $1M to $15M companies. You stay in the driver's seat. I help make sure you can see the road clearly.
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The owner's seat
Good leaders don't need someone making their decisions. They need people who help them make better ones.
As the person responsible for the final call, there are conversations you can't have with everyone around you. Sometimes you need one trusted person who understands business, asks good questions, challenges your assumptions, and is willing to have the conversation others avoid.
The goal isn't to make you dependent on an advisor. It's to help you become a more capable, confident, and intentional leader, and to build a business that improves your life instead of consuming it.
Ways to work together
Not every leader needs the same thing. I meet you where the need actually is.
Ongoing perspective, strategy, and accountability.
We look at the complete picture: you, the company, your leadership team, the numbers, the opportunities, the obstacles, and the life you're trying to build through the business. Some days we coach. Some days we challenge or strategize. Sometimes I connect you with someone who knows far more about a subject than either of us.
Start with a conversation →Come in with complexity. Leave with clarity.
For the important decision sitting on your desk. No long-term commitment. You leave knowing what to do next, why, and what could get in the way.
Better leaders create better organizations.
Growth eventually becomes a leadership challenge. Tailored workshops, DiSC behavioral insights, and programs for executives, emerging leaders, and sales teams. The test is simple: what does each leader do differently tomorrow?
Talk about your team →Lessons from home
Raising my sons keeps reminding me of the same truths I bring to every advisory conversation. Here are a few.
That's how our evening walks started. A few weeks in, the same boys were racing up a hill to salute passing planes and telling me, “This is fun!” The walk didn't change. They did.
A weekly numbers meeting, real one-on-ones, a written plan. Every one of them feels awkward at first. My dad used to quote Heber J. Grant: That which we persist in doing becomes easier, not that the nature of the task has changed, but our power to do has increased.
Accountability is how you stay with it long enough for that to happen.
The school asks for 20 minutes of reading a day. We push closer to 45 or 60. This fall, two of my boys were recognized with Academic Excellence Awards. The boys did the work. The results just showed up long after the effort did.
Revenue is a lagging number. Calls made, proposals sent, people developed: those are the minutes of reading. We'll find the handful of leading indicators that actually move your business and build the habit of tracking them every week.
Screens down. What went well, what was hard, what's coming up. Some nights it's laughter, some nights it's a real problem getting solved. It works because it happens consistently.
Most owners hear about problems too late because there's no predictable time for people to raise them. A steady meeting rhythm, where people are actually listened to, surfaces issues while they're still small and cheap to fix.
After a wild football game with touchdowns, interceptions, and onside kicks, I asked the boys their favorite part. It was the brothers teasing each other and laughing together. They'll forget the turnovers. They'll remember belonging.
Pay and goals matter. Culture is what keeps your best people when a competitor calls. It gets built in small shared moments, and an owner who creates them on purpose has a real retention advantage.
Rewatching Beauty and the Beast as a dad, I noticed Maurice. Everyone called his daughter odd for asking questions. He believed in her anyway and never tried to squeeze her into the mold.
The employee who asks too many questions is often the one who will see what everyone else missed. Part of an owner's job is spotting gifts before the rest of the company does, and saying so out loud. A leader's belief becomes a team member's confidence.
A friend walking by saw my office light on at 11 PM and sent a two-word text. It turned into an hour-long walk and a promise to connect more often. One text. That's all it took.
A quick call to a key client. A note to an employee who's had a hard month. An introduction that helps someone else win. None of it is dramatic, and all of it adds up. The owners with the strongest networks simply reach out more often.
“By small and simple things are great things brought to pass.”
It's a line I've leaned on for years, and it's the thread through every lesson above. Faith, family, and service shape how I lead. In my experience, the same quiet consistency that builds a family builds a company.
What we can work on
I help with both. Every engagement is different, because every business and every leader is different. These are the conversations owners bring to me most.
How it works
Owners often discover that the problem they walked in to solve is a symptom of something else. So we start there.
One confidential hour about where you are, where you want to go, and what's standing in the way.
We separate the symptom from the cause, challenge assumptions, and look at the variables driving the decision.
Options, risks, blind spots, and recommended priorities. Not a 50-page report that sits on a shelf.
Clear action items, the right introductions, and accountability, whether that's ongoing advisory or moving forward on your own.
What should I do next, why should I do it, and what could prevent me from succeeding?
About Jeff
My first real leadership lesson came on September 11, 2001. I was a young manager in Salt Lake City with a team of about 25 people, many of them older than me. I didn't have answers that morning. What I learned was that my team didn't need answers. They needed someone steady who would stay in the room and help them through the uncertainty.
Over the past 25 years, I've led a group of businesses in roadside assistance, battery distribution, customer service, and real estate. That included growing Pop-A-Lock operations from a single location into six major metros (San Francisco, Seattle, Las Vegas, Phoenix, Dallas–Fort Worth, and Charlotte), doubling the book of business, and becoming one of the largest franchisees in the system. At their peak, the businesses I led generated more than $25 million in annual revenue with more than 160 employees.
That chapter has largely closed, and today my focus is advising owners. I'm still involved in running a business, so when you tell me about a key employee who just quit, a slow month, or a decision that's keeping you up at night, I'm not remembering what that felt like. I'm living it too.
Today I lead TRC Success Partners, where I advise owners one on one and facilitate peer advisory groups as a Certified Licensed Partner with LXCouncil. I'm a connector at heart, shaped by books like The Go-Giver and Never Eat Alone. Most of all, I'm a dad to three boys. Like every leader, I'm still working to practice what I preach, and I know firsthand how much easier that is when someone is holding you accountable.
Better thinking leads to better decisions. Better decisions lead to stronger leaders. Stronger leaders build better businesses.
Not sure which path fits? That's okay. Let's start with a conversation about where you are, where you want to go, and what's standing in the way.