Here's What Happened with Jonathan
(5-minute read)
“You need to meet Loaay,” Charles said. “He knows how to help you find the right problem.”
“But I tried everything.”
I trust my friend, not consultants … but what else can I do?
So here I am. 11 AM, Tate Modern's Level 5, enjoying London's skyline from the outdoor seating of the Members’ Bar meeting a
stranger. He is supposed to figure out why my business is failing; why our revenue has not grown in two years. As I approach, Loaay takes a step towards me. This is it. He stands tall, extends a welcoming smile; elbow-bump (safety matters). I glance at my watch; hope this isn’t going to be another hour I can’t get back.
At the table Loaay urges me to talk. Reluctantly I tell him about
my grandfather; how he started the perfumery business eighty-four years ago. I picture him now as I explain how the business grew from one small store to seven stores nationwide, with dealers in select international markets. I feel the pride lift myself and … then … slowly deflate when I realise that I could be the one to break it. I take a tentative sip of my coffee. I’m the CEO. I know that almost 90% of family owned businesses cease to exist beyond the third generation. It could end with me. I picture my son, what will I tell him? I slowly lower the cup onto the saucer.
“We are still profitable,” I say, muted – like a confession, “but I
can’t work out why our revenue hasn't grown since 2014.” Loaay watches me but doesn’t speak. “I examined every department, operations to marketing, I couldn’t find an explanation or an opportunity,” I say. Again no response. So now I talk about my Brexit and pandemic fears and that I don’t want my children to talk about how the family once owned a high end perfumery business. I falter; take another sip of coffee, avoiding Loaay's gaze.
Finally Loaay speaks. But how can he help? What does he know
about my business? “The transition period of Brexit is nothing but another business challenge,” he says. “Your challenges did not start with Brexit and will stop with the pandemic. There will always be something going on.” He has a point. I don't know why I was thinking of it as it's my first ever obstacle. “Have you spoken to customers?” he asks. “Our customer satisfaction and NPS surveys didn’t trigger any alarms.”
“Surveys reflect current performance, they don’t reveal why
customers buy, what’s important to them and where the real opportunities may be.” I reply, “That’s the job of our marketing team.” Loaay’s gaze turns to the waitress. He asks me to look at her. “Jonathan, this waitress will go to that table over there, watch her—now.” So I do; I watch as she calmly walks to the table just as he said. She talks to the customers. I don’t hear what she says, but I see the way they smile as she walks away. So she can read the customers’ body language? Knew they were missing something and immediately engaged? Okay. When I glance back, Loaay says, “What can you take away from that and apply to your business?”
I slowly sip the last of my coffee, he waits for my response. I am
not sure how to answer, so I fumble with a spoon, look away. I guess he senses my apprehension and politely excuses himself; giving me more time to think. Which I do; glancing once more to see the waitress return to the table in the corner.
A few moments later Loaay is back, I think I know the answer. I
smile, tell him “You are good.” He is. “I need to focus on customers,” I say. He nods. “By observing their attitudes and behaviours we can figure out their needs and develop new products and services that can generate extra profit.” With a smile, Loaay says, “Exactly. You are good too.” I realise that I looked everywhere but where it counts. I can’t depend on marketing alone. I need to drive this forward. As excited as I am I wonder if I have the knowhow. That’s when Loaay leans across. “There’s more to it than observations and research, we will explore it together.” I see why Charles recommended him. “You’re in good hands. My style is collaborative and I believe that you and your team can learn a lot from this experience. There are multiple ways we can get involved, which we can discuss next week.”
As I get ready to leave, Loaay asks me to organise a casual online
session for staff, under three conditions: First, no management. Second, only one employee per department. Third, every voice matters; no mockery of any idea. “The purpose of the meeting,” he says, “is for them to address the obstacles each department faces and to collaboratively suggest ways to solve them.” We never tried this before. We nod and he says he’ll stay as he’s waiting to meet a director of a paper mill to help them figure out how they can differentiate themselves from cheap competitors. I’m grateful I’m not in that industry.
How short an hour is – and yet how much can change. I think
about my son and smile.
IMPORTANT
The event described above is based on Loaay Ahmed’s memory of various real client situations. However, the location and names of all clients discussed in this short story above have been changed. In addition, the nature of the clients’ industries have been changed out of respect for client’s confidentiality. Any resemblance to persons living or dead resulting from changes to names or identifying details is entirely coincidental and unintentional.
