Revealing Passion, Uncovering Purpose and guiding YOU on the journey to being YOUR best self.

With fifty years of experience in business leadership and ownership, Bobbi can help you navigate past the  pitfalls and sidestep the quicksand of costly corporate errors.  Her marketing knowledge will produce results through connectivity, innovation and out of the box thinking. 

• Focus on the real Purpose of your business, Establishing a mission
• Discover your TRUE Product
• Identify Profit centers and how to increase the bottom line
• Analyze your people and how to help them shine in their roles
• Book a 30-Minute Clarity Call to discuss your #1 Challenge in your business today!  

Each month Bobbi offers a 4-5 hour workshop covering timely topics that will help you and your business become more productive, more focused, more relevant in today's marketplace or Personal subjects that will help you address issues like Imposter Syndrome, Time-management, and Networking.

Teaming up with your peers and learning together adds so much more to your abilities.  Lifting as you climb has always been the mantra of truly Good to Great Thinkers like Napoleon Hill. 

You can join a Mastermind group with women peers, facilitated twice a month with Bobbi as your MC.  

You can benefit by joining a Membership that offers one monthly private session with her, inclusion in all "In-Depth" Workshops, a Mastermind Group of up to twelve peers that meets twice a month, a private Facebook Group and office hours for your Q & A and check-ins weekly.  

Bobbi has mentored and coached Corporate Executives and Entrepreneurs to make the adjustments necessary in their personal life to happily grow to their purpose.  Her tools will allow you to visualize your potential and take the necessary steps to achieve it. 

• Identify your passions
• Discover your purpose
• Establish markers for achievement (Goals for each area of your life)
• Support decision making and order priorities.

The following clip from the Harvard Business Review might help you decide where you or your organization needs guidance and what you want from a coach.  Bobbi will never overpromise or underdeliver.  The more you strategically approach what YOU want to achieve the better for all concerned.

A Hierarchy of Purposes  by  Arthur N. Turner

excerpt from the Harvard Business Review September 1982 Issue

Management consulting includes a broad range of activities, and the many firms and their members often define these practices quite differently. One way to categorize the activities is in terms of the professional’s area of expertise (such as competitive analysis, corporate strategy, operations management, or human resources). But in practice, as many differences exist within these categories as between them.

Another approach is to view the process as a sequence of phases—entry, contracting, diagnosis, data collection, feedback, implementation, and so on. However, these phases are usually less discrete than most consultants admit.

Perhaps a more useful way of analyzing the process is to consider its purposes; clarity about goals certainly influences an engagement’s success. Here are consulting’s eight fundamental objectives, arranged hierarchically (also see the Exhibit):

Exhibit A hierarchy of consulting purposes

1. Providing information to a client.
2. Solving a client’s problems.
3. Making a diagnosis, which may necessitate redefinition of the problem.
4. Making recommendations based on the diagnosis.
5. Assisting with implementation of recommended solutions.
6. Building a consensus and commitment around corrective action.
7. Facilitating client learning—that is, teaching clients how to resolve similar problems in the future.
8. Permanently improving organizational effectiveness.

The lower-numbered purposes are better understood and practiced and are also more requested by clients. Many consultants, however, aspire to deliver a higher stage on the pyramid than most of their engagements achieve.

Purposes 1 through 5 are generally considered legitimate functions, though some controversy surrounds purpose 5. Management consultants are less likely to address purposes 6 through 8 explicitly, and their clients are not as likely to request them. But leading firms and their clients are beginning to approach lower-numbered purposes in ways that involve the other goals as well. Goals 6 through 8 are best considered by-products of earlier purposes, not additional objectives that become relevant only when the other purposes have been achieved. They are essential to effective consulting even if not recognized as explicit goals when the engagement begins.

Moving up the pyramid toward more ambitious purposes requires increasing sophistication and skill in the processes of consulting and in managing the consultant-client relationship. Sometimes a professional tries to shift the purpose of an engagement even though a shift is not called for; the firm may have lost track of the line between what’s best for the client and what’s best for the consultant’s business. But reputable consultants do not usually try to prolong engagements or enlarge their scope. Wherever on the pyramid the relationship starts, the outsider’s first job is to address the purpose the client requests. As the need arises, both parties may agree to move to other goals.