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Justin Joffe

CEO Coach | Search Fund Investor | Founder --> 2 Exits

Justin Joffe is a seasoned CEO Coach with a focus on providing scale-up support for companies within the revenue range of $1m to $20m and with staff sizes of 10 to 100 employees, typically those backed by VC/PE/Search. With a robust 15-year professional background, Justin has led as CEO in three companies, including two as acquisition turnarounds and one as a Founder. He has extensive experience reporting to CEOs, coaching numerous high-growth company CEOs, handling businesses ranging from $0 to over $100m in revenue, and overseeing teams exceeding 200 individuals. Justin's educational background includes an HBA from the Richard Ivey School of Business (where he graduated as an Academic Gold Medalist), an MBA from Harvard Business School, and a Coaching Certificate from Stanford Graduate School of Business. Beyond his professional pursuits, Justin is a global citizen, originally from South Africa and raised in Canada, currently splitting his time between New York and France with his family. An active sports enthusiast, he has participated in several competitive events, such as marathons, half marathons across nations, Ironman 70.3 races, and multiple 100-mile charity rides.

Highlights

Sep 11 · linkedin

Many companies are designing their incentive/bonus plans as they start preparing for 2025. Here are some principles for designing an effective compensation incentive plan:

1.    Aligned: align the incentives of each individual with the thing that matters most for the company. Avoid a situation where someone’s earning a bonus (e.g. on volume) but cashflow or margin is actually what matters most to you.

2.    Consistent: as much as possible, try to align the incentive goals across everyone in the company. The more consistent the incentive goals, the more everyone will work together as a team to meet the goal. Ideally, make everyone’s bonus based on the same drivers.

3.    Simple: limit the incentive drivers to a maximum of 1 to 3 factors.

4.    Measurable: the incentive calculation should be objective, black-and-white, and easily measurable (by the person earning the bonus, and the person doing the calculation/payout). Try to avoid vague discretionary bonuses.

5.    Controllable: the person earning the incentive should have direct (or at least partially direct) impact on the thing(s) being measured.

6.    Transparent: the person earning the incentive should have full visibility to the numbers they’re being measured against.

7.    Realistic: set ambitious goals but make sure they’re achievable. I like to have a Tier 1 and Tier 2 goal built into the plan.

8.    Enticing: the payout number should be large enough that people are motivated to hit it (but not so high that you will resent the payout). If the incentive amount is too small, it won’t change behavior and you’ll just land up paying more for no change in results.

9.    Frequent: monthly or quarterly incentives are way more motivating than annual goals/payouts. The further away the incentive is from the action, the less likely people will believe the incentive is real. It’s extremely motivating to get an incentive bonus each month.

After designing the incentive plan, take a step back and ask yourself the following questions: -      Will this plan motivate each person to drive the metrics that matter most to the business? -      Will each person be able to track the metrics and know what the company still needs to achieve to hit the goal? -      Will everyone on the team feel rewarded when the goal is met? -      Will you be happy with the payouts when the goal is met?

Incentive plans are hard to design well. Ideally the plan should stay in place for many years; so be really thoughtful about the plan and how it will scale with the business. Roll it out with care; you should always take people’s compensation very seriously, and treat it with respect.

Aug 28 · linkedin

I’ve been helping a few CEOs recently with Board reporting. The Board is not your operating team. They are usually investors, who sit on a bunch of Boards. The benefit is that they have perspective across multiple businesses, but the reality is that they don’t know (nor should they know) every detail of your business. The role of the Board is to provide governance and guidance for major decisions, such as your budget (comfort with revenue growth and expense growth), major leadership team hires, M&A, capital raising, and other things that are fundamental to the outcome of the investment and business success. They can be a sounding board for major questions, but they aren’t there to be an extension of your management team.

To me, an ideal Board meeting (1) informs the Board of major updates across key functions of the business (wins and challenges), and (2) gets their input on major strategic questions (if relevant).

I like a Board cadence of: ·        Quarterly meeting (2 to 3 hours): Q1 presents prior full year Actuals, Q2 presents mid-year status, Q3 provides year-end guidance, Q4 approves the budget and plan for the following year ·        Optional interim updates 6 weeks between each Quarter (mid-Quarter update, 1 hour, mainly focused on financial and KPI reporting)

I put together a Board presentation template here, just as a sample for how you might think through a Board package. I hope this is helpful!

https://lnkd.in/gFG_puHU

Justin Joffe
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Location

New York, New York, United States