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Matt Sharrers
Managing Partner- ETJ Advisory, Board Advisor & Chairman, CEO Coach
Professional Background
Matt Sharrers is an esteemed executive and business advisor renowned for his strategic insights into private equity (PE) backed environments. With a career that spans nearly three decades, Matt has assumed various pivotal roles that highlight his expertise in CEO coaching, board advisory, and organizational leadership. His journey commenced as Vice President of Sales at Cintas, where he honed his sales and managerial skills. His proficiency in navigating complex business terrains led him to join SBI, The Growth Advisory, where he excelled first as Partner and subsequently as CEO.
In 2018, while leading SBI, Matt took an impactful step by joining his first board of a PE backed portfolio company. This marked the beginning of a transformative career shift that saw him transition from the operational role of CEO to a full-time board advisor and CEO coach. His passion for mentoring high-achieving CEOs to reach unprecedented goals inspired him to establish ETJ Advisory, where he actively engages with a select group of executives, ensuring alignment in driving sustainable outcomes for both employees and shareholders.
Education and Achievements
Matt Sharrers holds a Bachelor of Arts in History from The University of British Columbia, where he cultivated critical thinking and analytical skills that have proven invaluable throughout his career. He is not only an accomplished leader but also a prolific author. His recent book, "The Second CEO - Accelerating Scale When Following the Founder," addresses the unique challenges faced by successors in PE backed firms. This work fills a significant gap in literature, focusing on the delicate balance of managing founder succession and establishing effective governance within private equity settings. Matt’s contributions to this field have made him a sought-after speaker and thought leader, further amplifying his influence and expertise.
Through his extensive experience in board governance, Matt has had the honor of serving as a three-time lead independent director and chairman, enriching his understanding of what makes boards thrive. His tenure on various boards has equipped him with a profound appreciation for the intricate dynamics that drive value creation in collaboration with CEOs and PE sponsors.
Notable Achievements
Over the course of his career, Matt has been instrumental in guiding organizations through significant liquidity events and strategic transitions. His unique blend of operational understanding combined with insightful advisory skills allows him to empower CEOs, particularly those following a founder, to navigate challenges effectively and seize opportunities for growth. Matt's professional philosophy is centered around alignment, and he exemplifies this by investing both his time and resources into the ventures he supports. This commitment to shared objectives not only enhances executive performance but also fosters a collaborative environment where innovative ideas thrive.
As a testimony to his expertise, Matt's insights and methodologies in CEO effectiveness have positioned him as a go-to resource for emerging leaders and seasoned executives alike in the private equity space. His focus on practical strategies and outcomes-oriented coaching has garnered him respect and recognition across various industries. Matt Sharrers continues to lead by example, inspiring a new generation of business leaders to achieve their fullest potential while navigating the complexities of ownership transitions and growth strategies effectively.
Highlights
I wanted my personal network to be the first to know about my new book, The Second CEO: Accelerating Scale When Following the Founder. The book is now available for pre order and will be released on June 11.
I wrote this book for four reasons:
1. Market Need- There have been hundreds of books written about being a founder and about being a CEO. But nobody has written about following a founder CEO, especially in a private equity environment. 2. Second CEOs- Your job is difficult. You have the honor and responsibility of being the person chosen to accelerate a founder's vision to the next level. This succession hand off is like no other in corporate America. 3. Founders and Investors- You are the groups who are making the decision of who to choose and how to enable the successor in their first year. Too often, you are making mistakes that I believe can be avoided. 4. Employees- You made a decision to join a founder led company because of the mission and the culture. Helping you ensure your career path will continue to accelerate is critical to scaling these founder led businesses.
Each chapter explores critical aspects of the transition process, combining practical advice with real-world examples. These examples come from two decades spent advising CEOs and investors and sourced directly from my personal second CEO journey at SBI. This isn’t just about the mechanics of transition but about embracing the mindset and strategies that make for a thriving second CEO.
Complementing the book, I’m also launching a new website. www.etjadvisory.com I hope it will serve as a hub for ongoing insights, resources, and support for leaders taking this challenging yet rewarding next step. The site will feature regular updates, including thought leadership articles, media appearances, and practical tips for both emerging and established executives.
The process of becoming a second CEO is unique to each person, but the underlying principles for success are universal. My goal is to show all successors how these principles apply to their stories so that they can overcome the challenges that lie ahead.
SBI launches Annual Planning Helpdesk in response to CEO market demand to gain clarity in their value creation strategies. According to SBI’s Annual CEO Growth Planning Survey, this year’s respondents indicated a startling decline of nearly 50% in strategic clarity than 2021 (24% in ’22 compared with 41% in ‘21). Even with this sharp decline, 65% percent of CEOs claimed they were taking explicit actions to prepare for an economic recession in late ‘22 or early ’23, with a majority leaning towards a strategy of cutting operating expenses.
“In these uncertain times annual planning is more critical than ever. Our research revealed that the majority of CEOs need far greater clarity in the annual planning of their value creation strategy,” explained SBI CEO Mike Hoffman.
https://hubs.li/Q01nrWfH0
#revenuegrowth #growthlevers #annualplanning #revenueplanning
