Company OVERVIEW

About Us

Trimway Consulting is a vault of 30+ years of extensive business experience that can be unlocked if you are seeking help to move the needle.

At this point, I work alone. However, I do active networking and often look to collaborate, if beneficial. This helps me stay to up-to-date with the rapid evolution in the market.

After pursuing a long career, mainly within the IT industry, I decided in 2021 to become my own boss. Nowadays, I offer my aggregated business skills and my aptitude for B2B selling to, predominantly, smaller companies, scale-ups, business units. Depending on your situation, you can apply my services across a wide field of sales and business development tasks. Reach out to me for a quick talk to see if I can help!

TRANSITION

Transitioning from a reactive mode of operations to a more proactive mode requires a:

- shift of mindset
- modification of the internal organization
- refining of processes and strategies

Here, from the top of my head, are some basic changes a small B2B firm can implement to support such a transition:

  • Strategic Planning => Start by developing a clear, strategic plan that outlines long-term (5 year) goals, objectives, and the steps needed to achieve them. This plan will serve as a roadmap for your proactive initiatives.
  • Market Segmentation => Define selected/target markets in terms of specific customer characteristics (“firmographics”), to better understand how to compose, position and efficiently sell competitive offerings.

  • Reputation Management => Invest in building a Marketing vehicle to generate awareness and a powerful brand identity in the market. Create marketing “drum beats”, PR activities, and customer advocacy programs to drive brand visibility and credibility.

  • Customer Relationship Management (CRM) => Implement a CRM system to track customer interactions, gather feedback, and anticipate their needs. This data can be used to personalize offerings and provide proactive customer service.

  • Training and Development => Invest in employee training and development programs to enhance skills, knowledge and capabilities. Empower your employees to take initiative, make decisions and contribute to proactive actions.

  • Cross-functional Collaboration => Work to encourage collaboration among different departments within your organization to share information, insights, and ideas. Cross-functional/integrated teams can work together to develop proactive strategies and solutions.
  • Continuous Improvement => Foster a culture of continuous learning and improvement within the organization. Recruit accordingly and encourage your employees to seek out new opportunities, suggest innovative ideas, and adapt to changing circumstances.
  • Innovation and Adaptability => Focus on innovation and encourage your employees to think creatively and adapt to changing market conditions. Proactively seek out new opportunities, technologies, and business models to stay ahead of the competition.
 
 
Scale/Growth Inflection Point

The S/G inflection point is what I call the point at which a small company, seeking to grow, should adopt an organic growth strategy to expand its business reach.

This point varies depending on several factors such, as:

- industry
- market conditions
- specific business objectives

However, in general terms, small companies or units often reach a certain stage in their development where they need to consider organic growth strategies - as they have maximized their growth potential through existing resources and capabilities.

Here are 4 key indicators I have come across, telling me when a small company or unit may need to adopt and drive an organic growth strategy:,

1. Market saturation => When a small company has succeeded to capture a significant share of its target market and further growth through existing channels becomes limited, it may need to explore organic growth strategies to reach new customers or markets.

2. Resource constraints => If a small unit is struggling to scale due to limited resources, such as financial constraints or human capital limitations, it may need to focus on organic growth strategies that allow for sustainable expansion.

3. Competitive pressures => Increased competition in the market may require small companies to differentiate themselves and attract new customers through organic growth strategies, such as product innovation or market development.

4. Customer demand => Changing customer preferences or market trends may signal the need for small firms to adopt organic growth strategies to meet evolving customer needs and expand their customer base. 

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