This document outlines a four step process for analyzing and improving a business: discovery, analysis, developing recommendations, and implementing recommendations. It then analyzes the strengths and challenges of the business. The business has experienced strong growth but faces challenges including being understaffed, lacking dedicated financial management, and not having clearly defined processes, vision, and goals. The document recommends addressing these challenges through developing strategic plans, dedicated personnel, clear branding, and defining what the business wants to be.

2. I. INTRODUCTION
 My Charge
 Philosophy
“The strong take from the weak, but the
smart take from the strong.” – Pete Carril

3. II. OVERVIEW
 Four Step Process
Step 1. Discovery (First 30 days)
- Data collection, culture, look, listen, learn
Step 2. Analysis (First 30 days)
- Evaluate findings, organization’s historical performance,
market place, ID current “place” in market
Step 3. Recommendations (First 60/90 days)
- Develop vision for future
- Develop Business Plan and Strategy
- Identify and prioritize initiatives
- Project time line for implementation
- executive briefing
Sep 4. Implementation of Recommendations
- six month
- 12 month
- Five year
- Ten year

4. III.
STRENGTHS/POSITIVES
 Family
 Profitable
 Fast Growth
 Huge opportunity
 Elite Brand
 91
 LaxFest
 Events/Recruiting
 Passionate, energetic, hungry, competitive
 Strong staff
 Coca-Cola Analogy
 Not just 91
 Not just lacrosse brand
 Can do more, which ultimately can increase revenue

5. DID YOU KNOW?
 Staff Growth
○ 2010 = roughly 225 employees
○ 2015 = projected over 1,300 employees
 Event Growth
○ 2010 = 2 tournaments / 200 teams overall
○ 2015 = projected 13 tournaments / 1,100 teams overall
 Participants Growth
○ 2010 = over 4,000 participants overall at events
 Club teams = 12 teams (91 only)
○ 2015 = approx.. 30,000 participants overall
 Club teams = 68 teams (91, 91 Girls, Empire, Hurricanes, Tri-State)
 DLT/Headliner Clinics
○ 2007 = $32,000 revenue
○ 2014 = $300,000 revenue
 (New 2015 Business) Empire/Fall Classic/Hurricanes
○ 2015 minimal revenue expectation $825,000 (gross)
 WE’RE A STEP AWAY FROM BEING A $5 MILL. COMPANY

6. IV. CHALLENGES
 Personnel
 Understaffed
 Concern about intensity & amount of energy it takes to run day
to day operations
 Finance Operations
 $3 Mill. company without bookkeeper
○ Ray : has Bobby and Mel – only job is to manage financial
accounts, not getting new business, manages books
○ Mel does as good as she can do, 8-10hrs/week, we love her, but
reality is we need more
 Functionality
 Business Philosophy
 Maintenance
 FRAGILE

7. A) PERSONNEL
 “Hit by bus” theory
 Efficiency
 Burn out - spread thin
 Lack of defined roles
 Professional work environment
 Professional Growth
 Need for management and leadership
 Accountability

8. B) FINANCE
 No point person for finance
 No defined overarching budget
 No defined individual budgets
 No DSM budget
 Lack of procurement process
 Inefficient / confusing
 lack of accountability/transactions
 # of bank accounts

9. C. FUNCTIONALITY
 OFFICE SPACE - TRUCK STOP -
boundaries
 Website/online presence
 Office supplies
 Privacy
 IT Support
 Phones
 Professionalism

10. D) BUSINESS PHILOSPHY
 REACTIVE management vs. PROACTIVE
management
 No VISION Statement
 Ask 6 guys what the vision statement is, you’ll get 6
different philosophies/goals/answers
 No MISSION Statement
 Defined Core Values
 Need for Business Development Strategy (non-lacrosse)
 Goal Setting
 Evaluations
 Accountability

11. E) OTHER
 Branding
 Marketing / PR / Social Media
 Maintain current trajectory at current
commitment of operation:
 Funding, Staffing, etc.
 Diversity brands/departments/business -
Coca-Cola Analogy

12. V. ANALYSIS
 Finances
 $3.5 Mill. company with no dedicated
manager of the accounts
○ ex. Bobby and Mel
 Issue
○ Lack of Dedicated book keeper
 Inefficiency = less $$ in your pockets

13. C) BELL CURVE
 Plateau
 Decrease
 Increase
 Avoid professional, personal, financial
(potential) growth plateau
 Areas of Fragility
○ Venue loss
○ Competition investment
○ Be proactive
○ Re-investment in organization
○ Hit by bus / burn out
○ 91 vs. DSM

14. BUSINESS GROWTH
TIME

15. D. BUSINESS
DEVELOPMENT
 Active strategic plan for business
development
 What's the plan?
 What's the goal?
 LI Company vs. National?
 Diversity of business plan
 Difference between growing business vs.
making money
 Find a focus point for growth

16. E) WHAT WE ARE vs. WHAT WE
CAN BE
 Small Business vs. Major Thriving Corporation
 Do what makes you happy
 Do what makes you money
 Identify who we are…. Lax and/or other ventures
Maintain - $
Scale - $$
Sell it - $$$
$ = money invested and money earned
Do you know what this can be?!?

17. F. WHO are YOU?
WHAT do you WANT to be?
 Team 91?
 Sports management business
operation?
Make a decision and go!
What’s next? Next Steps…