Author Archive

Bob Bradley

Bob is a specialist in running high value added service businesses, having run five such businesses as General Manager, Managing Director or Chief Executive. His last employed role was as Chief Executive of a £16M, 200 person family owned business having previously been Chief Executive of an AIM listed company for which he raised £5M funding and which he grew from £4M to £12M in three years through two acquisitions and organic growth, and a corporate PLC subsidiary where he was Managing Director responsible for delivering £10M profit on £45M turnover through 450 staff.

Bob is now following a portfolio career providing entrepreneurial business leaders with mentoring and coaching around business leadership, business growth, merger integration and exit planning.

Core to his portfolio is MD2MD. Having experienced for himself the value of having a strong sounding board of fellow Managing Directors he founded MD2MD to provide groups of business leaders with a confidential environment within which they can support and challenge each other to raise their game as leaders and by doing so improve the success of their organisation.

MarketingSales & Marketing

Many speakers at MD2MD meetings and I suspect most coaches and mentors discuss with their clients how they stand out in a crowded marketplace.  And during the sales and marketing process it’s especially difficult as it can only be about perception at that stage.  Even if the experience you deliver is exceptional potential buyers haven’t yet experienced it so how

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Entrepreneurial ambition & growthStrategy & Leadership

An interesting article by INC on adolescent businesses includes the following guidance.  I’ve just extracted just a relevant element of the article, so please refer to the full article (linked here) for the full insight. Don’t hate your company’s awkward middle phase. Embrace it. Keep these four points in mind when things get tough. 1. You can afford an interesting, smart leadership team.

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Strategy & Leadership

Today’s executive directors are increasingly juggling more and more tasks. Perhaps you’re looking for ways to be more productive or manage your time more effectively? As you will often hear, there is indeed an app for that – in fact there are many!  To help you be “an even better you”, here are six of the best smartphone apps for

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Effective managementEntrepreneurial ambition & growth

An interesting article by INC on adolescent businesses includes the following guidance.  I’ve just extracted just a relevant element of the article, so please refer to the full article (linked here) for the full insight. Surviving your company’s adolescence means making some changes. Here’s what you need to know. 1. Recognize that management is a skill Evernote’s Phil Libin observes that, in startups,

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Entrepreneurial ambition & growthStrategy & Leadership

In his book, Leading in the Middle (available by clicking this link) Robert Sher of CEO to CEO, an American consulting firm specialising in mid sized, often adolescent, companies shares what he sees as the seven silent growth killers of Medium sized companies. As usual I summarise and interpret the key points in my words below and encourage readers to

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Entrepreneurial ambition & growth

Many many businesses fail to get beyond small – however you define small.  They plateau or even fail rather than keep growing.  So why is that? Having done some research (actually some googling) I haven’t found a massive amount on the leadership behaviours that make the difference. Having spent my own business leadership career turning around plateauing (or declining) post-startup, pre-corporate

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Effective managementEntrepreneurial ambition & growth

As usual this article is to share briefly some valuable thinking to save busy business leaders the task of reading the book themselves, but with the caveat that you’re reading my summary and my interpretation so if you wish to dig deeper please read the original thoughts of Michael Gerber by buying his book ‘The E-Myth Revisited: Why Most Small Businesses

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Effective managementOperations & Quality

In his book The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It (click here to buy a copy) Michael Gerber suggests that to grow a business to maturity requires a Business Development Process – A continuous process focused on building a sustainable business model by combining three key approaches which he defines as Innovation, Quantification and

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Clear leadership vision
Uncategorised

One of the many values of the MD2MD model is simply that membership enables and encourages business leaders to take time out of their business regularly to put the day to day in context and look up at the bigger picture. Indeed one member once said that membership would be worthwhile if we did nothing other than drag him out of

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Effective managementEntrepreneurial ambition & growth

Lots of business leaders visit the BBC and one intrepid journalist took it upon himself to ask them all for one tip they would share.  And the answers boiled down to three points which I summarise as: Connect and network – so you can learn from the real world – As also recommended by Richard Branson here Build a great team –

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