For more than 25 years, Ken Gavranovic has powered companies forward as a Fortune 500 executive, business owner, angel investor, and certified executive coach. Ken first found major success when he grew the business he founded into a $200+ million company, eventually taking it to IPO before he was 30 years old. Since that time, he has used his extensive business acumen and innovative growth strategies to transform businesses across a wide variety of industries.
Are you sitting on a game-changing SaaS product but having a hard time getting customer buy-in? When you partner with Ken, you’ll receive actionable, field-based insights into how to improve the product, the marketing that surrounds it, and the way your sales team approaches it.
He’ll help you land more meetings and close more deals, essentially transforming your company into a better version of itself.
Ken is a certified executive coach and works directly with a limited number of top-tier professionals and organizations.
He provides individual coaching for entrepreneurs and people looking for guidance outside of their organization, executive coaching for high-level professionals, and company coaching for leadership teams and/or boards.
Hope is not a strategy. That’s why Ken developed Actionable Growth Strategies and created the annual AGS.EXPERT learning program.
Under his guidance, you’ll have access to powerful online classes, certifications, monthly discussions, quarterly live goal coaching sessions and so much more. Learn to set and achieve the right goals to send your career and potential to the next level.
It doesn’t matter if your company is in the Fortune 100 or a small business that you operate from your home, Risk Management needs to be an integral part of your daily considerations to run a profitable business. Of course, depending on your size and scope there will be different factors that need to be considered. A multi-national company needs to focus on different risk factors than a “mom and pop” business. For example, a large company
For years, companies used to make annual plans to drive more Enterprise Agility. Now they make quarterly forecasts for the same purpose. New tactic, same game. But what if that Enterprise Agility is defined by activity level rather than concrete outcomes achieved that build towards real Enterprise Agility? If annual or quarterly success is measured by activity only, does that actually make a company “successful”? Let’s say the employees were really busy and their “activity level” was high; in fact,
I knew it was time for a change. A time to take my ambitions in a different direction. A time to use my skills and experience in transformation to build something new. A time to create the biggest impact of my career. I like to be bold, and my next audacious goal is to positively impact 1,000,000 lives by helping companies, teams and leaders Grow, Scale and Transform. I have seen it first hand when companies get unstuck their teams thrive, revenue soars, and people are engaged in their job. And when you are engaged with your Job you are happier at work and at home.
It’s 2022. All businesses are digital, right?
That assumption is not only not as safe as you think it is, it’s downright dangerous to the health of a company.
Over these last few decades, we’ve forgotten the bumpy road to digitalization – even as we’re facing another historical inflection point. In the late 1990s, Many businesses went online kicking and screaming. Many more refused to make the substantive changes to accompany their minimal web presence – which is why today nearly 50% of the Fortune 500 from 2000 are gone today.
When your organization faces scary numbers – a weak quarterly report, low customer satisfaction, sluggish time-to-market – the natural instinct is to play the change card. Something decisive. Dramatic. Digital.
Their fingers pointed at the “old” system, so many CEOs want a “new” one.