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CLIENT: E-TEC COMMERCIAL ELECTRICAL CONTRACTOR
OWNER/PRESIDENT: BJ THOMAS
ANNUAL REVENUE (2017): $1.2 MILLION
NUMBER OF EMPLOYEES: 11
FOUNDED: 2005


SITUATION AT-A-GLANCE
Located in East Point, GA, E-TEC had earned an excellent reputation as a commercial electrical contractor. However, by 2015 growth had slowed and the business was at a critical juncture.
GROWING PROBLEM
After growing E-TEC to $800,000 in revenues by 2015, Owner BJ Thomas was feeling seriously overwhelmed. Swamped by an endless array of details and unwilling to delegate, he was quickly losing passion for his business. Employee morale was plummeting and finding quality time for family was getting tougher every day. BJ was thinking of getting out.
ASCENT STEPS IN
In early 2016, BJ enrolled in Ascent’s Executive Coaching Program. “Ascent came to my office, we talked, and I thought, ‘This program can help me,’” BJ recalled. And it did. He and Adam Cooper, President of Ascent, met twice a month for eight months. The results exceeded BJ’s expectations.

PROJECT HIGHLIGHTS AND RESULTS: FIXING A STRUGGLING BUSINESS

Ascent’s coaching program focuses on personal development for leaders which ultimately benefits the individual as well as the organization.


STEP 1: Hire An Administrator

It was obvious to Ascent that E-TEC needed an administrator to handle the tasks that were stealing his time. At first BJ was reluctant. “I can’t afford to add an administrator.” But through a series of exercises, Ascent showed him that he couldn’t grow without adding more resources, and it made sound financial sense.

Ascent helped BJ recruit, interview and hire the right administrator, and also recommended new operational software which further increased capacity and allowed BJ to delegate.

STEP 2: Learn to Delegate

For a hands-on manager like BJ, letting go of tasks was tough, but Ascent guided him through. They examined and determined which tasks BJ should handle and which to delegate. It wasn’t easy for BJ: “I kept thinking, ‘Can I trust anybody else with that job or task?’” Ascent’s philosophy was simple – if you train your people properly and they’re competent, leave them to it and monitor their performance.

STEP 3: Management Turnaround

With Ascent’s coaching, BJ’s management style did a 180. Previously he looked at his people simply as workers and didn’t enjoy ‘dealing’ with them and their personal problems. “Ascent taught me how to communicate with them as a leader, and showed me that we were on the same team,” he recalled.