The Musto Method

M // Mentality of success

Mentality of success to identify where you are, where you want to go, and how we get there 

U // Understanding

Balancing daily priorities and constant improvement, participating in execution every step of the way 

S // Structure, not limitations

Adding structure and discipline to standard operating procedures, without limiting growth opportunities

T // Time: face-to-face

Time with you and your team to discuss the issues and create an actionable plan 

O // Orchestrated

Orchestrated, natural schedules with detailed tracking to know what was done for every hour 

Discipline ≠ Constraints

Do you feel like the business would fail without you? Or maybe you’re lucky enough to have a couple of key people… How can we make the company “run itself” with sustainable processes and sustainable people into the future? The goal is not to rely too heavily on meetings. Instead, it is to provide a mutually set-aside time to discuss things in an organized, formatted way.  A disciplined structure to discuss what it takes to be next level.
Learn more about the 5 S format

Sounding Board

One-on-one time to discuss anything with an unbiased, experienced executive.

No judgment. No rules. No B.S.

While discipline and structure is always an important element, so is the fact that no business is like your business. And if it were easy, everyone would be doing it.

Understanding the need for a flexible framework allows us to always adapt and maximize opportunities while still be systematic.

The Deep Dive

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Part assessment, part strategic look-ahead. Understanding the business from an outsider’s perspective. And goal-setting for a practical future. Providing an actionable analysis based on your historical information – no matter what format in which it currently exists.  Ultimately reaching a baseline to validate your gut feelings, provide recommendations moving forward, and identifying cost savings opportunities.
Learn about the Financial Deep Dive

Discipline ≠ Constraints

Do you feel like the business would fail without you? Or maybe you’re lucky enough to have a couple of key people… How can we make the company “run itself” with sustainable processes and sustainable people into the future?

The goal is not to rely too heavily on meetings. Instead, it is to provide a mutually set-aside time to discuss things in an organized, formatted way.

A disciplined structure to discuss what it takes to be next level.
Learn More

Sounding Board

A full day on-site with you and your key team members to dive into your biggest challenges, opportunities, and goals for the near- and long-term.

Includes prior preparatory work and deliverables

Learn More
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Day of Discovery

Part assessment, part strategic look-ahead. Understanding the business from an outsider’s perspective. And goal-setting for a practical future.


Providing an actionable analysis based on your historical information – no matter what format in which it currently exists.

 

Ultimately reaching a baseline to validate your gut feelings, provide recommendations moving forward, and identifying cost savings opportunities.

Learn More

Contact Info

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Disciplines

  • Discovery
  • Financial Analysis
  • Capacity Analysis
  • Pipeline Formation

Musto Management

We’re here to kick the tires and get real results.

Website by DataDay Design.

Growth Concerns​

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  • Analyzing the ideal customers and ideal projects so that the company can focus on growing appropriately and profitably, rather than casting an unnecessarily wide net
  • Create tracking mechanisms and metrics to ensure proper understanding of the sales pipeline and full visibility into the areas that need more attention to hit goals
  • Create revenue goals based on existing costs structures (beyond break-even) and work backward to ensure proper goal-setting at each preceding pipeline stage

Capacity Challenges​

  • Analyzing the existing structure to determine if past growth in overhead or capacity has resulted in return on investment yet OR what growth in capacity is necessary to keep up with the increases in volume
  • Creating Standard Operating Procedures that are on-brand for the company (i.e., the PIERCE way) and also duplicatable/scalable as the company continues to grow
  • Developing and coaching key operations managers to become the leaders of a new way of doing business at a higher expectation
  • Setup sustainable training mechanisms (Know, Show, Do, Review) to provide continuous reinforcement of “the right way” to do every process in the company

Key Person Dependency

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  • Creating sustainable processes for reporting to allow the “Key Person” (KP) to get the appropriate information in a concise, consolidated, and timely manner
  • Identifying agreeable metrics that translate the KP’s “gut feeling” into tangible, real numbers … reported regularly and proactively (often via dashboards or scorecards)
  • Developing and coaching second-level people (maybe executives; maybe just managers for now) into autonomous leaders that can take the reigns more and more over time