Hollywood is brilliant with how they tease us months in advance of releasing a movie. Long before we can do anything about it, they create anticipation and demand with star-studded previews and special TV productions on the filming of the movie well in advance of its debut. The lifecycle of a movie in the theatre is short-lived so this is their mandate. The music industry follows similar tactics by producing and airing videos before the CD is commercially available.

In the next 3 editions of eMERGE, I'm going to risk GrowthANSWERS reputation to do something similar. We will publish a 3-part editorial series on how this team of experts will rebuild an emerging company. The difference between Hollywood and this article series is clear: the movie and music industry already knows their production work is a box office hit, we don't. We have no idea how we'll re-invent this company to compete and win more new business or how they'll serve their customers better and keep them longer. This is our mandate. We know where to begin and how to get there, but we do not know the outcome. We do know budget parameters and timeline to complete the project. And we have the confidence of the business owner they will be in a better place as a result.

This will be a true test of our internal systems: to analyze and assess the business, to innovate and create a more compelling brand, to serve cohesively and deliver an uplifting customer experience and ultimately provide a business development system to execute on their revenue goals. To be public about this project adds additional pressure to a small budget and tight timeline, but we may all learn for this adventure. That's the objective of this series.

The name of the business and the business owner will be revealed in the 3rd article, but I will openly share the industry, their current value-to-customer and what we've learned of their first 3 years existence.

The owner is a charming lady with 2 young children and supportive husband. She invested most of her professional career in the banking industry, but became disillusioned with the practices of this large institution with respect to their commercial lending operations. With limited knowledge of running a business, she elected to launch a brokerage firm with a vision to better serve commercial investors and business owners desiring to invest in commercial real estate.

The commercial lending industry is often referred to as the Wild, Wild, West. Unlike the home mortgage industry, qualifications for commercial funding are much higher and should be as requirements range from under $1 million to over $50 million. Sources of funds are also less than traditional. Banks are the first place you would go because of "relationship," but they are the last resource to embrace risk. So a commercial mortgage lender must manage both supply and demand forces, packaging the borrower for the optimal terms and conditions to a lender with an appetite for risk/reward. If you think this is easy, think again.

• Year 1--typical start-up phase with a 2-prong concentration on building lending resources and establishing processes to serve clients with a personal touch primarily as a solo-entrepreneur. Deals closed: 1.
• Year 2--early stage development with the addition of another consultant, good growth in referrals and successful transactions. Deals closed: 2
• Year 3--growth is elusive, but size of deal is increasing and the team is gaining structure to more effectively manage detail and complexity. Overhead increases with new office space and additional personnel. Deals closed: 4.

Measure of success varies with each entrepreneur. This business owner has every right to be discouraged. While economic uncertainties are testing everyone, she chooses to learn from the past, understands strengths and weaknesses, seek outside counsel to fill gaps.

In December of 2008, I met this lady at a Georgian Club networking event. She was so proud of two successful closings during the absolute worst quarter in 6 decades of the financial industry. Of course, I was intrigued and had to find out more. After the holidays passed, we met for breakfast and that's all it took. I was inspired by her character, her faith and her conviction to get deals done for her clients.

GrowthANSWERS provides business strategy, tactical marketing and sales execution services for emerging companies. For this commercial brokerage firm, our scope of service includes:

1. Analyze and Assess (Benchmark current state)
2. Brand Strategy (to include architecture and messaging)
3. Corporate Identity (new logo and tag-line for on-line and off-line media)
4. Website and Blog (to create on-line community)
5. Video production (Viral and Corporate)
6. Search Engine Optimization (for new qualified opportunities)
7. SFA/CRM system (to manage prospect and customer relationships)
8. Alliance Partner Program for referral network and enhance education and ethics.

We have just 2 months to execute on this growth plan. In the April edition of eMERGE, I'll report on our progress at the half way point. In May, you'll be part of the big reveal and you'll hear directly from the business owner. It will be what it will be--the good, bad and ugly may all show up, but this article series will be an accurate portrayal of this story as it unfolds.

Re-Building a company for natural organic growth begins with a look in the rear-view mirror. It advances through understanding of customer desires and delivering on a brand promise that's compelling, unique and easy to choose. This is far more authentic than Hollywood hype. This is real. The outcome of this innovative process is what makes our economy sing.

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