Managing Partner at Fisher Cut Bait

Andrew C. Harvey has over thirty years of business experience. During that time, he's served as an operating executive; Chief Executive Officer (three times), a Chief Financial Officer and/or Chief Operating Officer (twice – different businesses). Separately, he's consulted or advised businesses both thriving and struggling. Occasionally, this has involved serving as an interim executive or Chief Restructuring Officer. In recent years, much of his work has been performing turnarounds and restructurings for middle-market businesses. He's industry agnostic having worked in just about any industry sector you can imagine. Andrew doesn't hold himself out as an “industry” expert, though there are a couple of sectors he can legitimately do so. He considers himself a Business Architect. He has a degree in Bioengineering from the University of California, San Diego followed by five years in research geophysics at Scripps Institution of Oceanography. 

Superior performance and sustainable advantage requires being smarter and his job is to make business leaders smarter. Andrew devoted the last two years to writing a serious business book: The Business Odyssey – the Journey a Business Takes to Grow Up. His conclusion: the most important challenge confronting the middle-market business is how to grow-up. The Business Odyssey is a product of his effort to understand this challenge.

Navigating business complexities, overcoming obstacles, and producing superior performance needs critical and experienced thinking. He combine business theory with business experience. Good theory provides guidance while experience provides context. Together, theory and experience produce good choices.  

Expediency is never a constructive substitute for substance. For this reason, he avoids prescriptive or dogmatic solutions. This doesn’t prevent a business from acting quickly or opportunistically. Quite to the contrary, context and homework combined enable businesses to use speed and opportunities in ways competitors can only dream of.  

Thinking is valuable; expedience is dangerous. 
Extraordinary is possible but takes hard work and sacrifice.
Sometimes, short-cuts produce mediocre results; most of the time only disappointments.
Fear is always present.  Courage is about confronting not avoiding fear. 
It takes courage to ignore common practices or common wisdom. 
Facts in the absence of principles are useless and dangerous.
Meaningful competitive advantage requires being smarter.

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