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Turning around Operations versus a Football Team

May 13, 20243 min read

I have a deep passion for both College Football and assisting small business owners in enhancing the value of their enterprises. Oftentimes, this entails collaborating closely with the business and adapting our operational and strategic approaches as needed. Consequently, when we embark on an operational or financial turnaround, it parallels the meticulous planning involved in preparing for a football game.

 

Let's delve into the comparison:

 

Setting the Stage:

 

  • Business: When a company is grappling with financial struggles and low morale, it signals the need for significant course correction. Frequently, we introduce a coach to the team to help craft a fresh approach to the business.

 

  • Football: Similarly, when a team is ensnared in a losing streak with players lacking synchronization, a strategic overhaul is imperative for success. Coaching changes are made when the owner deems the current direction unsatisfactory. They diligently vet candidates to find a cultural fit with a solid plan for enacting change.

 

The Game Plan:

  • Business: Crafting a turnaround strategy involves a multifaceted approach. This may encompass cost-cutting measures, product innovation, leadership adjustments, or a blend of these elements. It necessitates familiarizing the team with new concepts and devising the optimal plan tailored to the existing talent pool.

 

  • Football: The coach initiates a fresh game plan, which might entail altering formations, capitalizing on individual player strengths, or refining the team's overall approach. Players diligently study the new playbook, comprehending the objectives of each play and their respective roles within them.

 

 

Execution:

 

  • Business: Executing the devised plan mandates collective buy-in from the company, coupled with decisive action. Strong leadership is indispensable, as is the ability to adapt to unforeseen challenges. It entails persevering through the launch phase and acknowledging that past strategies may not always apply.

 

  • Football: Practice and flawless execution of the new plays are paramount. Overcoming mistakes, effective communication, and cohesive teamwork are essential. The team acknowledges the inevitability of tough days as they strive to master the new strategy collectively.

 

The Comeback:

 

  • Business: As positive outcomes materialize, such as increased sales or enhanced efficiency, optimism and momentum are reignited within the company. Success begets further success.

 

  • Football: Victories begin to accumulate, fostering confidence and camaraderie among team members. They capitalize on each other's achievements, emerging as a formidable force. Other teams may emulate their successful approach

 

Challenges:

 

  • Business: Turnarounds seldom unfold seamlessly and may encounter setbacks, resistance to change, or unforeseen obstacles. It falls upon the coach to maintain team focus and momentum, often necessitating positive and motivational encouragement.

 

  • Football: The opposing team endeavors to counter the new strategy, and challenges such as injuries, unfavorable calls, and moments of doubt may arise. Nevertheless, the coach remains steadfast in navigating these new challenges.

 

The Final Whistle:

 

  • Business: With perseverance and effective execution, the company ultimately reclaims its footing, thriving once more. Turnaround objectives are achieved, positioning the company for future success.

 

  • Football: Whether securing the championship or making significant strides, the team's ability to overcome challenges and achieve greatness is affirmed.

 

In both realms, success hinges on a clear plan, flawless execution, resilience, and unwavering belief in the team's capabilities. So, the next time your cherished team faces adversity, remember—they might just be scripting their own tale of business turnaround!

David Baughman is the consummate Operating professional, who has brought P&L leadership experience to a broad range of sectors, stages of growth, and business environments. His experience includes aerospace, automotive, industrial, and oil & gas. In every engagement, David has dramatically, and profitably accelerated the company’s growth through his deep grasp of all functions and leverage points. Equity participants see virtually immediate acceleration of the topline, gross margin improvement, and EBITDA margin gains. Those quantifiable measures are his keys to unlocking shareholder value.

David is a trained Lean Champion by the Lean Enterprise Institute consulting group and holds credentials for Positive Management Leadership from the Columbia University Emerging Leadership Development program. He resides with his wife in the Fort Worth area, and enjoys reading history, working outdoors, and golf.

David Baughman

David Baughman is the consummate Operating professional, who has brought P&L leadership experience to a broad range of sectors, stages of growth, and business environments. His experience includes aerospace, automotive, industrial, and oil & gas. In every engagement, David has dramatically, and profitably accelerated the company’s growth through his deep grasp of all functions and leverage points. Equity participants see virtually immediate acceleration of the topline, gross margin improvement, and EBITDA margin gains. Those quantifiable measures are his keys to unlocking shareholder value. David is a trained Lean Champion by the Lean Enterprise Institute consulting group and holds credentials for Positive Management Leadership from the Columbia University Emerging Leadership Development program. He resides with his wife in the Fort Worth area, and enjoys reading history, working outdoors, and golf.

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