The Executive Who Fixes Companies Before They Fail
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What is the main topic discussed in this episode?
I think people get too hung up on the didactics of this is my title, this is my department, this is what I do, and they really don't think about you're actually a product. Your career is a product and how you package yourself, how you position yourself, and how you market yourself can exponentially define how much money you make.
Amber Brown is a transformation executive, growth strategist, and the founder of Inside the Fix. Through her work, she helps organizations navigate change, accelerate growth, and build high performing cultures that thrive in a rapidly evolving marketplace.
There is a lot of times when the business starts failing because the leader and their ability to transform and change as a person, as a leader, as a founder. is behind the business. If organizations really don't start thinking about what they're doing systemically and how they're adopting to an ever changing marketplace, they're going to go out of business or face really, truly large failures in how they operate in their business. And so that's what I'm really passionate about. That's what's in my episode.
It spans the globe like a super high school Internet Elvis.
How does Amber Brown define her role as a transformation executive?
Today, Apple is going to reinvent the phone. It's not over until I win. The Living Your Legacy podcast. For those who live to leave a legacy.
That's extraordinary. The impossible. Oh, that is sensational. Open. Chicago with the lead. Usain Bolt is the fastest man on the planet. You can never beat him.
Welcome back, everybody, to another episode of the Living Your Legacy podcast. I am your interim host today. Ray is outside of the studio. So I'm Jason and I am joined today with Amber Brown. So we're on Inside Success TV. Amber, you are the founder of Inside the Fix. So let's get inside. What is Inside the Fix? What's going on there? Yeah, so Inside the Fix is an operator-led venture that really steps in at major inflection points for organizations, specifically CEOs, executives, and boards. Really, their growth has stalled. It's been declining. Or they just look at it and say, hey, my company's not operating in a way that's going to allow me to maximize the opportunity in the marketplace.
Why are leadership and personal growth critical during business transformations?
How can you help? So from what it sounds like, let's say, for example, I'm a business owner. I've founded a couple of different startups. Let's say I'm not seeing the level of growth that I know I should be seeing in year two, year three. Because year one is really just figuring out, getting your feet underneath you, getting your foundation set. Years two, three, four, five. That's where you really start to look at growth opportunities. What is your first step when you come to a business owner to say, hey, this is how we're going to audit what you're currently doing and help you grow to the next level? Yeah, so I think it always begins with people, whether you're a startup or large organizations. Inside the Fix does spend a lot of time in big orgs and usually a founder or a CEO and executive team are calling me and saying,
We have problems. I think I know what the problems are. I have solutions that I want to implement, but nothing seems to be hunting, right? And nothing seems to be going quite the way I want it to be. So we really walk in and diagnose. What I find with a lot of organizations is... what they think the problem is and the solutions they are obsessed with are really not things that are going to drive growth. It doesn't mean there may not be important problems you fix at some point, but I think people really struggle to identify what are the needle drivers, as we like to call them in an organization. When you think about startup year two, year three, what I find is a lot of startup founders say, hey, I have this amazing idea.
I've done a great job marketing it. delivering revenue, but I can't keep my people or my operations don't really allow me to scale. There's not a lot of efficiency. So that next phase of growth is really hard to achieve. And so people tend to come up with ways to address it, which is throw more employees at it, add more to the process.
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Chapters
6 chapters
1
What is the main topic discussed in this episode?
0:00–1:15
2
How does Amber Brown define her role as a transformation executive?
1:15–2:29
3
Why are leadership and personal growth critical during business transformations?
2:29–5:07
4
What challenges do leaders face in adapting to change?
5:07–13:02
5
How can organizations effectively diagnose their growth issues?
13:02–22:27
6
What mindset is necessary for executives to thrive in a changing marketplace?
22:27–25:34