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GAPWORX HELPS SMALL COMPANIES TO MID-SIZED CORPORATIONS
REDUCE PERFORMANCE-ROBBING GAPS TO ACHIEVE MORE
GAPWORX was formed to help small and medium-sized businesses make positive changes.
Mark Spiers and Jon Halleen met in 2012 and determined they could better serve clients by working together. During conversations with business owners and executives, they concluded that people and process gaps exist in all companies - gaps in knowledge, resources, skills, leadership, communication and so forth.
They witnessed that too many business processes are ineffective. And, because people are emotionally complex, organizations are rife with behavioral challenges, conflicting goals and motivations, and money-wasting interpersonal struggles. These internal employee issues agitate within an external environment of relentless economic change. Employee productivity, organizational performance and customer perceptions of value are hurt. These gaps harm financial performance.
And in spite of these factors, they witnessed that business owners always want more clients, revenue, profit and predictability.
So, Mark and Jon formed GAPWORX to identify and measure business BEHAVIOR and PROCESS GAPS. To help clients achieve "MORE" of what they want, GAPWORX applies processes, practices, and applied learning frameworks, all tailored to each client's business, time frame and budgets.
Mark is steeped in marketing, business process, problem-solving and implementation. Jon is skilled and practiced in behavioral change, facilitation and training. Both have mid and senior-level experiences in field sales, sales management, and general management in small, mid-sized and large organizations. They understand that business owners struggle with the classic business gap of how things actually are - contrasted to what they prefer things to be.
Starting with teenage employment in a family-owned construction business, I remain drawn to design and construction environments - resolving problems and making things around me more functional and aesthetically appealing. I vividly recall my grandfather saying: "That's almost as good as if I had done it!" or "You can do that better, can't you?" Those words had a powerful and lasting impact on my entire life.
The desire to "create and improve" remains central to Mark's life and career goals, albeit less focused on "tool belt" tasks. Now it is far more focused on business strategy, behavior, process, systems and implementing positive changes that drive performance, business growth and serve the client.
Present Day Overview
Mark's proven business acumen is derived from multiple decades of diverse business experiences in construction, manufacturing and service industries - in for-profit and not-for profit environments, and in Fortune 1000 and smaller entrepreneurial business settings. He led teams focused in sales, marketing and operational activities; managed P&L in business units and subsidiary operations; and led board-level task forces and strategic growth in mid-management and senior leadership capacities. He also led record-setting revenue growth multiple times, and optimized high-levels of collaboration, communication and total company performance.
Mark is committed to helping client organizations overcome challenges and fast-track companywide success.
I have almost always been a musician, and in the beginning classically trained in piano and strings. In orchestras and chorales, my role was to read the notes, and play my part. Later I taught myself the guitar and I became a traveling folkie for a time. I read composed music, but I prefer to improvise and play off of other musicians. You could interpret that as a metaphor for other things in my life as well.
My education in the behavioral and social sciences taught me the skills of a therapist and a facilitator- professional practices where there are few scripts. Whether working with one person or a group, I learned to build relationships with people through dialogue and by asking questions. I took my "toolbox" into the marketplace working as a sales professional and a manager.
Present Day Overview
When I work with a small company I feel somewhat like an anthropologist going into a village. Each small company has a unique culture, and many things are working just fine. Other things need to change - for more than business survival, but instead to flourish. By the 21st century we have all learned much about business, but we still struggle with human interactions. We can build great widgets, but we stumble with leadership, communication and working well together. These shortcomings are tangible losses, and they are revealed as losing real money.
Small companies have the same people issues as big companies, but they have less time and money for training and development. I use organizational and workplace research that "big companies" practice, but I reframe it for smaller companies - to help them improve company culture, make them stronger financially, and build value.
"Organization audits diagnose the extent to which an organization possesses the capabilities, or intangibles, to deliver strategic, product, and financial goals."
- Dave Ulrich, Why the Bottom Line Isn't