an app developer

A very creative entrepreneur, generating new concepts and companies regularly.

the problem

Our client was overwhelmed and stressed at the start of our work. Produced his results from sheer force and many hours in his home office. His family complained of not seeing him enough, and when they were seeing him, he seemed absent and focused on what was left on his list of things to do.

He tried many productivity systems, and none worked. More hours seemed to be his default solution. He did not have a singular place to initiate his next most important action on any given moment. He spent a considerable amount of time shuffling papers and thoughts not being focused, never knowing if the one action he chose to do was the most optimal for his overall well-being.

The way his space [physical and mental] was organized was inefficient at best. Too much time was spent searching for documents on his google drive, or his emails, or his calendar or text messages. He compensated his lack of systems with more hours and more stress.

He started having physical symptoms, weight gained, elevated heart rate, insomnias. Emotional symptoms, snapping at his wife and kids over nothing. Mental symptoms like lack of clarity and a harder time coming up with original solutions. Marital issues, like his wife showing less and less understanding over his absence in their family life.

His business was growing, so in some respect, he was successful. But he was miserable. His ego was the lead in the decisions he was making: will this phone call make him more money? Or making the decision to not take that call so he could go to his daughter’s school play?

Although his company was in the high 7 figures revenue, he only had one assistant. She was even more stressed, and unable to catch all the balls he had in the air. They had no common system or place to park their projects and actions to be accomplished.

His affiliates and clients started to question his ability to keep up and a few started choosing other companies to partner with. His revenue started to show the decline and he panicked adding more and more hours to his schedule to try to mitigate.

the approach

The challenge as we saw it, was his lack of personal productivity system to contain his projects. We focused on setting that up for him. And extended it to his assistant.

phase one
auditing his current multiple systems.
phase two
implementing becurrent for him.
phase three
implementing and integrating becurrent for his assistant.
phase four
setting up weekly meetings for them both.
phase five
putting in place ‘weekly reboots’ until new habits were in place.

the result

In three weeks,

  • becurrent was in place for both of them and a couple of their associate.
  • His medicals vitals improved almost immediately.
  • His family reported great changes in his ability to be present.
  • He repaired 3 relationships with clients he was losing.
  • Revenue went back up.
  • His assistant was relaxed, and her vitals improved greatly too.
  • They purged and updated all documents.
  • They created a shared drive.
  • He started enjoying himself again.
the client’s words

I’ve always been interested in productivity. Little did I know, becurrent gave me answers to questions I didn’t know I had.
It changed everything.

a consulting firm

An international consulting firm – with offices in NY, LA, and London – growing to 25 employees in the past year, specializing in team building and leadership training.

the problem

With all consultants working remotely, no centralized office, and no in-person connection, tension between consultants and the rest of the staff started to affect team efficiency. Not having agreed upon protocols of communication, relationships became strained. Random meetings were prompted only to manage crises, so no proactive actions were generated.

In addition, the company had no sales department to speak of, relying exclusively on referrals – which due to more aggressive competition – had dried up.

And to further complicate the situation, the training and consulting industry was changing from printed material to digital content, leaving them stuck with high printing costs – rent, staff, equipment, and shipping. Adding insult to injury, they lost this important additional revenue stream, as they had been up-charging their printed training material.

The team had no coherent productivity tools or habits whatsoever, so deadlines and sales opportunities were missed, relationships were damaged. Trust eroded almost to the breaking point.

the approach

We identified the challenge to be cross-departmental, so we made the decision to deploy becurrent to all staff in 6 phases:

phase one
auditing their current systems and identifying productivity bottlenecks.
phase two
designing a customized use of the becurrent system.
phase three
coaching entire company to use becurrent.
phase four
implemented protocol and practices for efficient meetings.
phase five
adjusted all systems [travel, scheduling, email, intranet…].
phase six
set up weekly calls to monitor and accompany the change with key players.

Asked by the staff, we added what we affectionately call phase seven, a celebration of the successful implementation of the first six.

the result

In less than five weeks,

  • Sales taskforce was formed and generated 20% of their previous annual revenue in 5 weeks.
  • Sales team now follows a rigorous agreed-upon strategy to expand sales reliably without depending on referrals trending a growth of 15% per month.
  • Customer satisfaction as reported in post training feedback has increased by 28%.
  • Production expense reduced by 78% by partnering with a nearby print shop.
  • becurrent is used by the entire company for communicating, delegating, making decisions, debriefing and documenting.
  • Company’s content is centralized in 1 place, saving every 1 employee 1 hour per 1 day, no longer searching for the latest version of a document in multiple locations.
  • Meetings are now efficient, focused on goals and identifying matching actions [and who is going to execute them].
  • Corporate culture has shifted from crisis management to accountability.
  • Internal relationships are well on their way to being repaired and trust being rebuilt.
  • Creativity and innovation are off the charts as the team feels safe to propose new ideas.
the client’s words

We were led to strategize and improve execution by setting up a system that increased the 4C’s [coordination, cooperation, communication, commitments] at unparalleled speed.

an innovative wellness concept

A chain of day spas with multiple locations. Most staff are gen Z spa attendants.

the problem

The company scaled very rapidly due to a wide exposure to media as lots of celebrities endorsed the innovative concept almost immediately after opening. Staff was very inexperienced – first job for most of them – but some needed to acquire managerial skills before they were ready.

There was no chain of command per se, so decisions were made on the fly, often not aligned with the founder’s principles, only to be radically changed the next day, creating a lack of trust among staff. Because of the rapid growth, staff was hired without discernment and let go after a few days of training causing a large turn-over and a lack of enthusiasm for new hires. There was no clear on-boarding process causing a lack of consistency in knowledge and training level among them.

There were no regular meetings and information was passed on verbally – somewhat randomly. Sales were inconsistent, depending exclusively on customers asking to purchase and not staff selling.

Alone in the market initially, competition started appearing causing organic growth to slow down. PR and media exposure started drying up. The company was initially built without a proper foundation and solid systems to sustain the growth. As new stores opened, it was harder and harder to maintain consistency and clients complained of having a very different experience depending on location.

the approach

The challenge as we saw it, rested almost solely on a complete lack of systems, so the initial focus was placed on establishing consistent protocols.

phase one
interviewing most experienced staff to download best practices.
phase two
facilitating the creation of SOPs to establish consistency among locations.
phase three
assisting in clarifying regulations and training the entire staff in all processes.
phase four
coaching entire staff to use the methodology as the main channel of communication.
phase five
putting in place quarterly meetings for information sharing and team motivation.
phase six
setting up weekly calls with founder until all systems were delineated and streamlined.

the result

In four weeks,

  • The methodology was being used by all staff, centralizing all communication in a single platform.
  • SOPs were defined and implemented across all locations.
  • Sales went up 40% as scripts were put in place.
  • Yelp reviews were now posted almost daily getting mostly 5* ratings.
  • Occupancy increased on average by 25%.
  • Monthly membership sales grew by 30%.
  • Turn-over reduced by 40%.
  • Management now spoke with one voice and decisions were made with necessary parties involved.
  • Inexperienced staff was being trained to a common level of competence across locations using the training boards of the methodology.
  • Proper documentation was gathered to respect legal requirements.
  • Meetings increased camaraderie and teamwork dramatically on shifts.