Sourcing Capital

  • Move over extraverts: why introverts are more powerful than you think

    This year sees some landmark anniversaries. Bill Gates, frequently cited as the wealthiest person alive, turns 60. J.K. Rowling, whose fortune is valued at approximately $830 million, turns 50, and we recognize the 150th anniversary of the death of Abraham Lincoln.

    While there can be little doubt as to the inordinate successes of these individuals, each also shares a characteristic that we don’t commonly associate with prominence and power: Introversion. The trait of introversion has been misunderstood for as long as we have had a language to describe it. At best, introverts are often branded as “shy” or “socially awkward,” at worst they are “uncooperative,” “neurotic” and “problem children.”

      Read More >
  • Build Supply Chain Resilience to Prevent Potential Crises

    By Rob Carey

    A middle market firm needs cash flow and supply chain resilience to maintain daily business operations. Whereas most companies can predict the cycle of available funds and use 12-month planning to maintain liquidity, supply chain integrity is less predictable and not entirely within a company's control. For proof, look no further than the recent labor "strike with pay" at West Coast shipping ports as reported by The New York Times, which hurt companies across hundreds of industries that import raw materials, components or finished goods.

      Read More >
  • Maximizing Employee Recruitment Efforts With LinkedIn

    By Rob Carey

    Business success primarily hinges on having talented personnel employed at your company. Put another way, every position occupied by an employee of lesser quality than what's possible in the role causes some type of drag on organizational performance. At midsized companies in particular, the effects of suboptimal talent are magnified. Because of the smaller numbers at midmarket firms, employees are more keenly aware of their colleagues and their potential to contribute, meaning a lack of proficiency in even one spot may cause frustration that damages morale and productivity across a wide swath of the organization.

      Read More >
  • Test Your Company's Cyber Security to Protect Important Data

    By Rob Carey

    It's an unfortunate reality that can't be ignored: Although committed successfully against only a small percentage of the millions of businesses in the U.S., data theft is lucrative to perpetrators and damaging to corporate finances and reputations. On another front, the system paralysis caused by denial-of-service attacks is a satisfying turn of events for anti-corporate activists, unscrupulous competitors or even disgruntled former employees.

      Read More >
  • Keys to Properly Onboarding Executives Who Come From Larger Companies

    By Rob Carey

    The skills and experience possessed by an executive who learned and matured within a large corporation bring significant value to a middle market company. However, executives who come from such a different structure and culture are probably not going to be able to "plug and play." In other words, they'll need guidance during the onboarding process in order for them to fit usefully among the people and processes of their new middle market firm.

      Read More >
  • On Being Lean and Mean

    For Middle Market CEOs, there is not a dollar to waste in Operations. Waste of any kind, in fact, is the bane of their existence. That’s why lean business principles are ideally suited for Middle Market firms.

    Put simply, being lean means having a constant focus on finding and eliminating waste, wherever it happens to be lurking in your organization. Mr. Shawn Kaul, President of Lean Synergy International, an ROI Strategic Partner, explains “Waste is anything that doesn’t add value. If your customer doesn’t pay you to do it, it’s waste.”

      Read More >
  • Why Passive-Candidate Recruitment Is Vital for the Coming Talent Wars

    The entire U.S. economy is seeing continued hiring growth, and the middle market is heavily involved. Recruitment must be more than a haphazard activity as more companies compete for the best talent. One of the keys to successful hiring is an understanding of how to reach so-called passive candidates: the qualified people who already have a job but may be interested in new opportunities.

      Read More >
  • Best Places to Work in the Middle Market: How Culture Breeds Success

    Fortune publishes an annual list of the best places to work, which is complied by Great Place to Work. If the most recent list is any indication, the best middle market companies thrive by having strong organizational cultures that retain talented employees. They offer incentive-based compensation, work-life balance, training and development opportunities, cultures of sharing and transparency, and consistent leadership. While middle market companies don't have the instant brand recognition or financial resources of giant companies, middle market companies often offer a distinct advantage in the form of a more family-oriented and tight-knit culture.

      Read More >
  • Own Your Pricing Strategy: How to Stop Big-Customer Bullying on Price

    Developing a workable pricing strategy is one of the most important decisions of every seller/supplier in the middle market. Your price reflects a return on investment, not only covering your costs but indicating your profit margin, too. To describe pricing as sensitive would be an understatement. Middle market companies need to get their prices right to maximize market share and profitability.

      Read More >
  • Changes in Business Structure Can Be a Strategic Asset

    Business structure may seem to be a necessary but ultimately uninteresting part of middle market business on the surface: Build a company, create the necessary departments and chains of command and then focus on the real work. Yet, if you look at the world of large corporations, you'll see businesses periodically reorganize to address problems and strategic needs.

      Read More >

In Collaboration With