David Ratner, CEO of HYAS, joins us to discuss the CEO role in company turnarounds. He shares his experience helping organizations that are declining in revenue, experiencing customer loss, or employee churn, starting with identifying the root cause for the crisis and then managing the speed of change.

When a CEO steps into a turnaround situation, investors and board members are anxious for change. Employees expect change. All eyes are on the CEO and the big question is, “What’s coming next?”


David Ratner, CEO of HYAS, joins us to share learnings from his experiences in executing turnarounds. In the last segment, we talked about the first step: root cause analysis. Today, we discuss what comes next. As a CEO begins implementing a turnaround strategy, speed and communication are critical.


Click here for the podcast version of this interview.


Segment 2: The Speed of Change for Turnarounds


  1. Determining when to begin implementing your turnaround strategy. minute 3:57


  2. Managing the Boards expectations for your turnaround. minute 5:49


  3. How to choose and track the right indicators during your transition. minute 8:06


Skip to minute 4:41 to hear David share the importance of setting the pace of implementation:


“It’s okay to have your roadmap of what you’re going to go change. But when you know what you want to change now, whether it’s people, whether it’s the process, whether it’s the organization, you got to just rip the Bandaid off and just do it.”


Discover more of David’s interview:


How a Turnaround CEO Diagnoses the Real Problems


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Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.


Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.


Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.



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