Welcome to the Frisby Group Today!

STRATEGIC PLANNING
&
ORGANIZATIONAL CONSULTING

EXPERIENCE

The Frisby Group, a construction consulting firm, has provided strategic planning and organizational consulting services to the following companies, among others: (For further listings please reference Tom's Curriculum Vitae .)

Company	Nature of Service
Pennsylvania Power & Light	Assisted in managing the mechanical contractor consortium (producing $350,000,000 in annual revenue) and embarking upon energy services (ESCO) markets in the Northeastern United States.
McClure Company	For five (5) years assisted in market planning, organizational improvement, dispute resolution and assisted in the sale of the company to a large Fortune 500 energy company. Company has been ranked Contractor of the Year.
Dillingham of Hawaii	For ten (10) years assisted in market strategy, training, and dispute resolution. Helped develop an Asian market. Assisted Mainland companies and Canadian company in organizational and dispute issues.
Boeing/NASA	Assisted in overcoming obstacles on the Saturn S-1C Program (Apollo—Moon Program).

THE FRISBY APPROACH

The Frisby Approach is:

• To determine the real needs of the customer.

• Then to design the solution to the needs instead of presenting a “canned” program.

• This is accomplished through detailed analysis of documentation and financial records, but more importantly, extensive confidential interviews with company employees, as well as third parties with whom the client does business.

• Findings and recommendations are reviewed with management and a plan of action is developed for implementation.

• Our success is to “eat an elephant one bite at a time”, and not to overwhelm an organization with a flood of new things to do. Our success is also that we recognize that all improvement is change, but all change is definitely not improvement. We focus on the priority issue first—the ones that can truly make a difference and then measure the difference made.

• For the first year, Tom Frisby has quarterly visits (more if warranted) to help implement the action items.

• We generally facilitate the company's annual strategic planning meeting, assisting the company with market research, trends, niches and opportunities to maximize margin rather than attempt to grow by revenue alone.

• “Do not follow where they may lead. Go instead where there is no path and leave a trail.”

SOME OF OUR BUSINESS ORGANIZATIONS CONCEPTS

Business success follows the following P's:

PAIN	Choose one: Not doing things right creates pain.
PLEASURE	Doing them right usually results in pleasure.
PRINCIPLES	Like a mission statement, what are you really about? What is your character, your reputation in the community—inside your own company?
PEOPLE	What is your plan to hire, develop and reward “A” players? Do you have the best work place in the community?
PLAN	What strategic plan have you thought out? Are you willing to be flexible with the strategic plan? What risk are you willing to take? What tactical planning do you do? Daily planning?
PROCESS	Are processes in place? Known by all? Revised as required?
POWER	How is power exercised: thru command and control or by EMPOWERMENT? If empowerment, does ENABLEMENT precede empowerment and do you still maintain the right level of involvement?
PERSEVERANCE	The successful companies hang in there! Failure is not an option!
PROFIT	There is nothing wrong with making a profit; it is essential. The issue is: How do we make it? At the expense of others? Through claims instead of performance, creativity and productivity? Is profit always measured by the bottom line on this project (i.e., are there times when future relationships can be considered “profitable” or to resolve this conflict now rather than after two years of litigation will be profitable resolutions?) For owners who may think that profit is a dirty work, think about this: What would be the quality of the contractors if they did not earn a profit?

FEE

• A one-day complementary interview with management is followed by a detailed scope of work and budgetary estimate.

• Typical fees are set forth below:

Option #1	Annual Retainer Fee (Perform all the functions listed above and be on call to assist in specific issues that may arise, such as claims.) $30,000 to $45,000
Option #2	Conduct initial analyses, conduct strategic planning meeting. $7,200 to $15,000
Option #3	Follow-ups (by the week). $7,200 (includes expenses)