Janus think is a consulting company that works with small to medium size businesses to help them operate more efficiently. Janus think becomes the COO of the companies that are too small to have a dedicated operations officer. So what is a COO

A chief operating officer (COO) is the senior manager who is responsible for managing the company’s day-to-day operations and reporting them to the owner, President or CEO, which ever title is preferred . A company needs a chief operating officer (COO) because the CEO is usually too busy to monitor production quotas and other factors on a daily basis.
The COO is responsible for practical goal-setting and establishing strategies and objectives. Depending in part on the size of the company, the COO often plays a significant role in handling the actual operation of the company and makes sure that the company is meeting its short-term and long-term goals.

Janus Think works in conjunction with the CEO/President/Owner of a small to medium size business to help guide a business and support business functions in a number of areas that the owner does   

not want to get involved. This is what Janus Think is all about. With over forty years of experience in retail, wholesale manufacturing and government contracting we understand the needs of business and how to grow them. While there are a number of consultants for a large range of interests from Financial to HR, hiring, training etc. our experience has taught us that it is in the area of operations that most companies falter.

An example of this is: A young man has a passion for bike racing. He saw the tour d ’France at a young age and know this is what he wanted to do. He found out that there was such a thing as Olympic racing, and would love to win a gold medal. He worked on his dream for years only to realize he just was not good enough to compete at the level that would bring him to the Tour d’ France or win a spot on the Olympic team. He had however, over the years made friends with the owners of bike shops that helped support the racers as well as the amateur racer and small children who wanted to ride around the neighborhood.

He found a shop that was in a good location and doing good business and the owner was ready to retire. He bought the business and got to work. The business was doing ok but was not growing, in fact he was losing business and did not know why. He was smart enough to know he needed help so he called on a consultant. When we walked in we found old inventory that was not moving, a purchasing system that was out of date and no marketing plan. The accounting system was barely adequate and the business was just above breakeven.

Within 6 months old inventory had been disposed of through sale or salvage, non-moving inventory was like wise returned to the vendor or auctioned off, all of this provided much needed cash that allowed the other changes to move on. The purchasing system, which was a card file was replaced by a new automatic min/max system. The cash basis accounting system was replaced by an accrual system, since a portion of his sales were to racing teams and schools which would place orders for future delivery, were now carried as assets increasing the value of the company. The owner was introduced to the concept of FIFO vs LIFO accounting. Modern marketing was introduced including Social Media as well as an increase in traditional marketing which included local print, radio and cable ads. Good citizen campaigns were launched which included trail maintenance and funding bike lanes on the local roads There were other problems, such as payroll and taxes that were taken care of but all in all the business was put back on track.

In small business operations sometimes the setting of goals is a problem with the owner. They are passionate about the business and sometimes are overly optimistic on the numbers. This is when we involve the owner in SWOT analysis, which is strengths, weakness, opportunities and threats. That is all that will be said about the process other then it is a way of taking the emotion out of the decision.   

Janus Think zeros in on the most pressing problems and works out the solutions. We don’t always do it on our own and do work with other consultants as problems are identified. We can bring in CFO’s, CMO’s, CIO’s or any number of people to fill in the virtual c-suite of a small business. We work with a very diverse group of clients, from Benefits brokers to startup AIRBNP type companies to being on stand-by for a private equity company who uses us to run business they buy if the current management is not up to the job or, as in most cases are ready to retire on the sale of the company. We are also currently helping a Health and Beauty boutique expand and to begin franchise its brand