Professional services leaders say the thing that is most standing in the way of success is fire-fighting mode – getting trapped in a cycle of reactive customer interventions with no time to plan ahead and prevent fires from happening. It can be a hard cycle to get out of.
Kimble Applications co-founder Mark Robinson and Charles Gustine, Kimble’s product marketing manager, looked at a certain 90s blockbuster about dinosaurs on the rampage and discussed what it can tell us about how organizations get stuck in fire-fighting mode and what steps they need to take to better anticipate requirements and break out of it.
They examined the role predictability, prioritization, people, and process play in helping PS teams stay ahead of customer needs, scaling headcount and strategies in lockstep with the business so that PS can continue to drive customer satisfaction, referenceability, and advocacy as the customer base grows. Drawing upon the experience of growing and advising a wide variety of PS organizations, they provided practical tips on how to pivot from reactive to proactive, enabling PS to avoid burnout, project delays, and customer escalations.
- Getting out of fire-fighting mode in project delivery and into fire prevention mode
- Avoiding project delays
- Anticipating upcoming resourcing needs and proactively addressing potential gaps
- Circumventing customer escalations
Co Founder | Kimble
Mark is a thought leader in the services industry, a serial entrepreneur with 30 years of experience. A co-founder of Kimble Applications in 2010, he has spent a great deal of time over the last decade advising the leaders of hundreds of services businesses and focusing on the challenges they face in a competitive industry.
Having begun his career as a management consultant, Mark went to work for Oracle Corporation in the early 90s and witnessed first-hand their rise from start-up to software giant.
In 1997, with no external investment, Mark founded Fulcrum Solutions and in just under three years it reached 200 staff, with offices in Edinburgh, Manchester, London, and New York. Fulcrum was acquired by Whittman Hart for cash and stock valued at $35M in November 1999.
Following the successful sale of Fulcrum, Mark co-founded a second consulting business, Edenbrook, this time with external investment. At the time of its acquisition in 2009 by Hitachi, Edenbrook had reached over 400 people based in the UK and India.
Product Marketing Manager | Kimble
Charles Gustine is a learning & development specialist focused on helping customers find value in the SaaS software they purchase. After eight years of developing training solutions, he is applying an educator’s sensibility to product marketing. At Kimble, he manages product messaging for the only leading software vendor that focuses exclusively on professional services automation (PSA), and applies Kimble’s understanding of the challenges of professional services organizations to market-leading thought leadership content.