Welcome!
My Name is Marcus Fulker.
I built and ran a contracting business for 24 years, scaled it to 20 staff, and sold it. Now, I want to help trade and service founders install the exact operational board and the systems needed so their business runs without them having to fight daily fires.
I read all the books, went to the courses, had the business coaches, but still had ever growing lists of things to do and fix. I was going in circles and drowning under growing pains and staffing issues.
That was until I found the exact system that I now want to teach others to gain their small business freedom.
Now having sold my business, taking 2 years off to rediscover my purpose, I am ready and passionate about helping other business owners grow a great business.
And I fully believe that bigger isn’t better, better is better. So no matter your size, I know I can help you fast track where you want to go.
Work with me and I can make you better!
You can:
Change your story
Change what you stand for
Change what is worth fighting for
Change how much freedom you are seeking
Lets work together to make it happen!
Marcus Fulker
BOOK A SESSION
Your business should work for you – not the other way around. My 1 day strategic planning session gives you a clear direction and actionable plan for the next 3–5 years.
The Offer
What You Get
With limited spots available (I work with only four small businesses each year), this strategic planning day is designed to give you maximum value and personalised attention. It's a powerful first step on your journey to small business freedom.
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Contact
Marcus Fulker
📍 Perth Hills, Greater Metro Area, South West Region
🔗 LinkedIn Link
Recommended Books
Every entrepreneur should know about this book. The fatal assumption it spells out is if you understand the technical work of a business, you understand a business that does that technical work. However, the technical work of a business, and a business that does that technical work are two totally different things. The technician is forced to learn how to make the business work, rather than do the work himself.
Every technician suffering from an Entrepreneurial Seizure experiences the same thing:
Further the book helps spell out how a good business is structured
BUSINESS DEVELOPMENT PROGRAM
PRIMARY AIM: What do I value most? What kind of life do I want? What do I want my life to look like, to feel like? How do I wish my day-to-day to be? What would I like to be able to say I truly know in my life, about my life? Who do I wish to be? How would I like to be with other people in my life : my family, friends, business associates, customers, employees? How would I like people to think about me? 2 years from now? 10? 20? End of life? What specifically would I like to learn during my life : spiritually, physically, financially, technically, intellectually, about relationships?
Begin living your life as if it were important. Take it seriously. Create it intentionally.
STRATEGIC OBJECTIVE:
Your strategic objective is a very clear statement of what your business has to ultimately do for you to achieve your primary aim.
The first standard is gross revenues. How big will your company be when it's finally done? Know your gross profits, pretax profits, after-tax profits. You can't know all this, but any standards are better than no standards. Does the business I have in mind alleviate a frustration experienced by a large enough group of consumers to make it worth my while? Central demographic model : a most probable customer.
ORGANIZATIONAL STRATEGY
The organizational development reflected in the Organizational Chart can have a more profound impact on a small company than any other single business development step. More companies organize around personalities rather than around functions. (& the result is chaos) Make a chart of positions : COO, VP Marketing, VP Operations, VP Finance, Sales manager, Advertising/Research manager, Production manager, Service manager, Facilities manager, Accounts receivable manager, Accounts payable manager. (clear tree of who reports to who) A position contract : a summary of the results to be achieved by each position in the company, the work that position is accountable for, a list of standards by which results are to be evaluated. Sign off on it. Not a job description, it is a contract between the company, employee, and a summary of the rules of the game. It provides each person with a sense of commitment and accountability.
Look at each position as a franchise prototype of its own. When one goes to work in a position, one goes to work ON a position, implementing the business development process of innovation, quantification, orchestration.
Don't hire someone with experience. Not a master technician. A novice, a beginner, an apprentice. Someone eager to learn how to do it right. Willing to learn what you've spent so much time and energy discovering. Someone who is open to the possibility of learning skills not developed yet, skills he/she wants to learn.
MANAGEMENT STRATEGY
You may think your plan depends on highly skilled people. It doesn't. You don't need such people. You can't afford them. They will become the bane of your existence. What you need is a mangement system. The system will become your management strategy, and produces the results you want. The system will become your solution to the problems of unpredictable people, by orchestrating the process by which management decisions are made, while eliminating the need for such decisions whenever possible.
A management system is a system designed into your prototype to produce a marketing result. The more automatic that system is, the more effective your franchise prototype will be. Management development - the process through which you create your management system, and teach up-and-upcoming managers to use it, isn't a management tool - it's a marketing tool. Its purpose is not just to create an efficient prototype but an effective one : one that finds and keeps customers, profitably, better than any other. (HOTEL STORY HERE)
PEOPLE STRATEGY
"How do I get my people to do what I want?" You can't get your people to do anything. If you want it done, create an environment where "doing it" is more important to them than not doing it. Where "doing it" well becomes a way of life. The work we do is a reflection of who we are. If we're sloppy at it, it's because we're sloppy inside. If we're late, it's because we're late inside. If we're bored, we're bored inside. The most menial work can be a piece of art when done by an artist. So the job here is not outside of ourselves, but inside of ourselves. Make sure they understand the idea behind the work they're being asked to do. An idea more important than the work itself. Everyone who works here is expected to work towards being the best he can possibly be at the tasks he's accountable for. When he can't do that, he should act like he is. If unwilling to act, leave. A business is like a martial arts practice hall - a dojo - a place you go to practice being the best you can be. A game to be played in which the rules symbolize the idea you, the owner, have about the world. The degree to which they buy into your game doesn't depend on them but on how well you communicate the game to them - at the outset of the relationship - not after it's begun. Your People Strategy is the way you communicate your idea.
The hiring process is the first and most essential medium for communicating the Boss' idea. HIRING:
Awards & Publications