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ROO

Eight Levers That Control the Value of Your Business
RTC Philosophy
Eight Levers That Control the Value of Your Business
If you’re a CEO focused on making an immediate improvement in your performance, which we typically measure by quantifying the amount of value you’re creating in your business (and we call this your ROO%, or Return on Operations percentage), there are eight key actions you can take, or levers that you can “pull,” that will directly affect both your cash flow and your ROO%.
Unlocking the Power of Your Balance Sheet
RTC Philosophy
Unlocking the Power of Your Balance Sheet
Do you understand the power of the information contained in your balance sheet?
RealTime CEO Cash Flow

RealTime CEO Cash Flow

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Using the “Crystal Ball” to validate decisions

Using the “Crystal Ball” to validate decisions

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Predicting the Future of Your Business

Predicting the Future of Your Business

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Are You Riding the Wave or Creating Your Market?

Are You Riding the Wave or Creating Your Market?

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Forecasting Fallacy - It’s Not About the Numbers

Forecasting Fallacy - It’s Not About the Numbers

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Mechanics of RealTime 24 Month Rolling Forecasts

Mechanics of RealTime 24 Month Rolling Forecasts

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Forecasting the Future – Alternatives

Forecasting the Future – Alternatives

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J Curves - Other Considerations

J Curves - Other Considerations

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J Curves - 5 Management Rules of J Curves

J Curves - 5 Management Rules of J Curves

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J Curves - The Risks

J Curves - The Risks

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Mathematics of Pricing - The Impact of Price Increase or Price Discount

Mathematics of Pricing - The Impact of Price Increase or Price Discount

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J Curves - 3 Phases of J Curve Management

J Curves - 3 Phases of J Curve Management

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Sensitivity Analysis

Sensitivity Analysis

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J Curve Management Framework

J Curve Management Framework

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Celebration Culture

Celebration Culture

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What is the Perfect Skill Mix of a RealTime CEO?

What is the Perfect Skill Mix of a RealTime CEO?

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Dominant Competitive Advantage (DCA)

Dominant Competitive Advantage (DCA)

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24 Month Rolling Forecasts

24 Month Rolling Forecasts

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
What are J Curve Investments?

What are J Curve Investments?

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J Curve Investment Ownership

J Curve Investment Ownership

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24 Month Rolling - Resistance to 24 Month Rolling

24 Month Rolling - Resistance to 24 Month Rolling

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
SON Communication – A Process That Eliminates Silo Mentality

SON Communication – A Process That Eliminates Silo Mentality

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Core Management Principle 3W Accountability

Core Management Principle 3W Accountability

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Creating a Culture of Accountability

Creating a Culture of Accountability

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The 4 Business Quadrants

The 4 Business Quadrants

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Modern Monetary Theory

Modern Monetary Theory

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The 4 Business Quadrants - Your Foundation

The 4 Business Quadrants - Your Foundation

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The 4 Business Quadrants - Your Market

The 4 Business Quadrants - Your Market

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Getting the Most Out of the SON Communication Process

Getting the Most Out of the SON Communication Process

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
The 4 Business Quadrants - Your Operations

The 4 Business Quadrants - Your Operations

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Eight Levers That Control the Value of Your Business

Eight Levers That Control the Value of Your Business

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
The 4 Business Quadrants - Your People

The 4 Business Quadrants - Your People

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
How much is invested in your business?

How much is invested in your business?

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Business Differences & Similarities

Business Differences & Similarities

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Unlocking the Power of Your Balance Sheet

Unlocking the Power of Your Balance Sheet

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
‘COVID-Zero’: Can We Afford It?

‘COVID-Zero’: Can We Afford It?

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Economics After COVID: Boom, Bust, or Something In-Between?

Economics After COVID: Boom, Bust, or Something In-Between?

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
Voodoo Finance For Sick Markets: Stock Prices During COVID-19

Voodoo Finance For Sick Markets: Stock Prices During COVID-19

Look into the future and validate decisions in advance asking 2 question: “Should We” and “Can We”.
RealTime CEO
Financial Modeling Tools and Software

Make the best business decisions, in RealTime

The software sits on top of your standard P&L and balance sheet to deliver a powerful set of data that will allow you to make the best business decisions, in RealTime, to increase the value of your business.

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