Grow or die.

For most companies, that's both an aspirational mandate and an economic reality influenced by market conditions.

So when a company's growth stalls or falls short of expectations, the impetus for action is clear. Something must be done. . . and fast.

Typically, a company in this situation will focus on the quality of it strategic plan and how well it is being executed.

However, the “silent killer” of growth is one that goes beyond strategy and plan. More than likely, the root cause is the lack of a disciplined adherence to processes that are necessary to establish a performance-based culture.

Meet the Expert

About Jim

  • Expertise in KPIs and performance-based cultures gained across 5 companies as president, CEO or COO.
  • Has re-engineered marketing information services of 5 companies to maximize growth and value.
  • Helped position for sale: Authentic Response to reInvention, Medsite to WebMD, NOP World to GfK.


Chief Executive Officer (CEO) • Trebuchet Impact Advisors, Inc.
2013 — Present
  • Founder of consulting practice that formulates growth strategies for companies providing technology-enabled insights, marketing information and market research services.
  • Serves as a strategic partner to CEOs, executive teams and boards of directors to help them maximize the value of their companies or re-engineer their service delivery and product suite to better meet the demands of the market.
  • As consultant to SHC Universal, worked with the CEO and leadership team to develop a management measurement system and reporting process consistent with new strategic plan. Currently, lead director for the company's board.
  • Currently serving as a board advisor to Luminoso Technologies Inc., a customer feedback management services provider. Working with CEO and team to clarify strategic direction and market positioning.
Chief Executive Officer (CEO) • Authentic Response Inc.
2009 — 2013
  • Recruited to board of directors and subsequently appointed CEO of this global, technology-enabled B2B and B2C respondent panel and data collection solutions company ($15M in revenues).
  • Succeeded in securing a Series A initial funding round.
  • Created a new leadership structure, developed a strategic plan, established key performance metrics with the leadership team that became the basis for management meetings, board and company reporting, bonus compensation.
  • Re-engineered a business turnaround that increased revenue, margin and EBITDA through improved productivity management, technology platform improvements and head count reductions.
  • Led sale process of the company to reInvention LLC.
Chief Executive Officer (CEO) • Survey Sampling International
2007 — 2009
  • Hired as CEO and board director to transform this U.S.-centric company with marginal global presence into the premier global provider of online respondent access and data collection services to the global survey research market ($105M in revenues).
  • Formed new global leadership team, developed new global strategy and established global and regional metrics for performance.  This became a key component of aligning the leadership team, the board and company performance.
  • Grew overall revenue by 24 percent over two years. In 2008 alone, grew revenue in the EU and APAC global regions by 33 percent and 74 percent respectively, increasing non-U.S, revenue to 38 percent of global revenue (+10 points in two years).
  • Continued to grow global expansion and revenues through strategic partnering, global management reorganization, and establishing common global technology platforms.
Chief Operating Officer • Medsite, Inc.
2006 — 2008
  • Hired as COO to drive operational improvements and eventual sale of this leading pharma-focused eMarketing agency ($24M in revenues) delivering online programs to targeted physicians for pharma clients.
  • Improved physician participation 56 percent by reorganizing the recruitment marketing process.
  • Increased revenue by doubling the size of the physician contact database, thus offering clients more targeted clinician recruitment based on therapeutic classes and specialties.
  • Tenure concluded upon successful sale of the company by WebMD.
Interim CEO | COO • NOP World (acquired by GfK)
2003 — 2005
  • Hired initially into a newly-created COO position to consolidate six independent research companies and three brands into one centrally-managed enterprise for this 10th largest global survey research company ($418M in revenues).
  • Later appointed acting CEO.
  • Established a new leadership team and developed a new measurement system to measure performance against strategic plan initiatives and critical success factors.  Each leader was given specific performance metrics for which they were accountable; leadership team together all were responsible for EBITDA. This formed the basis for leadership team meetings, performance reporting and compensation.
  • Generated 18 percent growth in 2004 and the first organic growth in two years of 5 percent.
  • Introduced a Key Account Management process  that achieved  client growth exceeding 22 percent  in the first year.
  • Other directly-attributed innovations included developing a Centers of Excellence portfolio management team generating revenue of $24 million in year one.
  • Further revenue increases and cost reductions were achieved through a global rebranding strategy, realignment of global management and the creation of offshoring support functions.
  • Facilitated the sale of the company to GfK, the fourth largest global research company at that time.
President, U.S. Client Services and Consulting • Information Resources, Inc.
1990 — 2003
  • Responsible for U.S. revenue growth and expense control at third-largest global secondary research company ( $420M portion of  $550M  globally  in revenues).
  • Grew revenue in a declining market by implementing a new industry vertical and client engagement model.
  • Led strategic reorganization of client service model and aligned the team to this new process, establishing a management measurement system to evaluate progress and performance.
  • Used new strategic framework to measure client engagement and satisfaction and key account manager performance, in addition to traditional revenue performance measures. 
  • This work was done in conjunction with a sales force reorganization to establish a more strategic alignment of resources to client contribution and potential. Account management leadership for the 7 of the top 20 accounts was replaced.
  • New metrics for performance were established in concert with the leadership team to measure progress towards generating growth.
  • IRI was acquired by Symphony Services in 2003.
Director of Marketing • Nestlé Waters North America
1988 — 1990
  • Managed marketing and PR with $620M in revenue, $23 million budget. 
  • As group product manager (1988–1989), managed four brands, $270 million revenue, and $8 million budget.
Director of Marketing • Mott's USA
1985 — 1988
  • Managed 11 brands, $110 million revenue, $25 million budget.
Product Manager, Meals Division • General Foods
1980 — 1985
  • Product manager for Ronzoni Dry Pasta; Open Pit BBQ Sauce .
  • Associate product manager for Stove Top Stuffing Mix; Shake ‘n Bake Coating Mix.
Sales Representative • Procter & Gamble Distributing Company
1976 — 1978
  • Packaged soaps and detergents division


Columbia University
MBA, Marketing, 1980
Williams College
BA, History, 1976
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