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Linnergy targets its value proposition at SMEs (Small to Medium Enterprises) and SMPs (Small to Medium Practices _ professional service firms).

The key factors we take into account in our client selection process are:

• Attitude and commitment (capability) of management to succeed.
• Potential of the business to grow and generate real value in its markets.
• Whether critical mass has been achieved (particularly the capacity to implement or pay for implementation).

Typically, our clients are businesses that have been in operation for at least three years and have achieved some level of success/recognition _ a track record (we do not target start-ups). While we have delivered services across many sectors (including local government, not-for-profits, education etc) our target market is in the private sector. Our focus is service based privately owned businesses (particularly professional service firms such as Public Accountants, Solicitors, Architects, Engineers and Real Estate agents) and family businesses.

We are generally called in by our clients when they feel that the performance of the business is falling behind its potential or when there is a specific issue that is best addressed by an independent and experienced facilitator.

Typically these include:

• Business performance reviews and profit improvement strategies, generally.
• Where the owner/operator is seeking an independent 'sounding board' to explore options, share issues and concerns as well as develop strategies. Typically this will involve assisting the owner/operator with business focus and creating accountability/discipline.
• Where there is a need to develop improved governance processes and clear leadership/management protocols
• 'Professionalisation' of leadership and management processes generally. This is needed where the business is growing beyond the ability of the current leadership and management processes to cope and it is recognised that current processes/attitudes will not be adequate in the future.
• Where there is a need to support the partnership or board to be more effective as a leadership team.
• Leadership and Management restructuring.
• Partner/director performance reviews.
• Partnership, management or family-in-business disputes and dealing with potentially inflammatory or sensitive issues.
• Where there is a need to support the development of a particular executive in a leadership role.
• Where there is a sudden or significant change in the business - e.g. loss of a key person or part of a business/market.
• Where there is a need to develop or review the strategic or business plan. Facilitating annual planning workshops/conferences.
• Where plans are not being effectively and efficiently implemented.
• Development (and implementation) of a management succession plan.
• Leadership and management training - experiential learning.
• Where there are concerns over the level of engagement of people in the organisation - a culture that does not support the future direction of the business. Developing an accountability culture.
• Introducing and managing a significant change in the business e.g. business restructure or capitalising on a significant opportunity.
• Specific problem solving workshops.