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UID:2212-1779886800-1779890400@actionpath.directedaction.com
SUMMARY:Risk Focused Business Continuity with Kevin Keane
DESCRIPTION:Risk-Focused Business Continuity is a 45-minute working session designed to help participants surface hidden risks and dependencies that could interrupt critical work. \n\n\nThis is not a “build a full continuity plan” session (that comes later). Participants will learn a fast\, repeatable way to identify and prioritize continuity risk using a disruption scenario and a real workflow. \nWhat participants can expect: \n\nA practical\, fast-paced session focused on uncovering the risks and dependencies that threaten continuity.\nA guided “scenario sprint” where they map key workflow dependencies\, flag surprises\, and prioritize the top risks.\nFocused work-time and a structured debrief that turns findings into clear\, usable insight (not theory\, not long lectures).\n\nWhat participants will walk away with: \n\nA risk snapshot: top dependencies\, one highest-risk gap\, and one first move (with owner and date).\nA clearer understanding of where BC risk actually lives: systems\, vendors\, handoffs\, people\,and process points of failure.\nTwo simple next steps to keep momentum: an immediate 10-minute risk scan with a manager/leadership team and a strategic dependency map for one core workflow.\n\nReserve your spot now!
URL:https://actionpath.directedaction.com/event/risk-focused-business-continuity-with-kevin-keane/
LOCATION:Zoom (information sent upon confirmation)
ORGANIZER;CN="Action Path":MAILTO:actionpath@directedaction.com
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DTSTART;TZID=America/Los_Angeles:20260506T080000
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UID:2234-1778054400-1778086800@actionpath.directedaction.com
SUMMARY:From Founder to Force Multiplier: The Real Work of Business Transformation
DESCRIPTION:Action Path COO Kevin Keane was interviewed by Everett Sands\, CEO of Lendistry on May 6\, 2026. Here’s a summary of that discussion. \nEntrepreneurs are often celebrated for their courage—the leap\, the risk\, the willingness to start. But starting a business and growing one into a mature\, durable enterprise are fundamentally different challenges. What gets you off the ground will not get you to scale\, sustainability\, or significance. \nIn my work supporting transformations across enterprises and small businesses alike\, I’ve seen one truth repeated over and over: real transformation begins long before a strategy deck or capital raise. It begins with clarity—about why you exist\, who you are becoming\, and how you will navigate the path ahead. \nThis paper explores five essential themes every business leader must confront as they evolve from founder to mature business owner: \n\nKnowing your why\nGrowing into maturity as a leader\nUnderstanding Big “T” vs. little “t” transformation\nLearning to talk to bankers and capital partners\nDefining—and committing to—your path for success\n\n1. Knowing Your Why: The Anchor of Innovation and Growth\nInnovation without purpose is noise. \nWhether you are a startup founder or a Fortune 500 executive\, transformation only works when it is anchored in a clear and authentic “why.” When leaders can articulate why the organization exists beyond making money\, decision‑making sharpens\, priorities align\, and innovation becomes focused rather than frantic.  \nWhen organizations lack this clarity\, they chase opportunities indiscriminately—new markets\, new products\, new trends—without a unifying logic. Money becomes the only metric\, and culture bends to whatever produces short‑term gains. \nBy contrast\, leaders grounded in purpose can say: \n\nThis opportunity fits who we are.\nThat one doesn’t—even if it looks lucrative.\n\nPurpose is not a branding exercise. It is an operational filter. \n2. Growing Into a Mature Business Owner\nThe entrepreneurial mindset that sparks a company’s birth often becomes its biggest constraint. \nEarly‑stage founders succeed by doing everything themselves—selling\, building\, managing\, deciding. But growth demands a different posture: letting go\, delegating\, and redefining personal value. \nAt a certain point\, leaders must ask a hard question: \nWhat is my personal value proposition beyond being the founder?  \nMature business ownership requires: \n\nShifting from “doer” to “architect”\nInvesting in people who can execute faster or better\nAccepting that control must give way to capability\n\nThis transition is uncomfortable. It requires humility\, mentorship\, and often a third‑party voice willing to speak candid truth. But without it\, growth stalls—not because of the market\, but because leadership has not evolved. \n3. Big “T” vs. little “t” Transformation\nNot all transformation announces itself with a strategic initiative or reorg chart. \nBig “T” Transformation \nThese are visible\, formal\, enterprise‑level changes: mergers\, restructures\, system overhauls\, market pivots. They require governance\, capital\, and disciplined execution. \nlittle “t” transformation \nThese are quieter but equally powerful: a side venture that becomes core\, a leadership habit that changes culture\, a community impact that reshapes purpose.  \nMany of the most meaningful transformations happen without being labeled as such. Leaders experiment\, test\, and adapt—sometimes without realizing they are fundamentally changing the trajectory of their business. \nThe mistake is believing transformation must always be big\, disruptive\, or dramatic. In reality\, sustained success often comes from a series of small\, aligned shifts grounded in purpose. \n4. Talking to a Banker: A Reality Check Every Leader Needs\nFew conversations reveal more truth than one with a banker or capital partner. \nWhen you sit across from someone who must assess risk—whether for a loan\, investment\, or partnership—you are forced to confront reality: \n\nDo you have a coherent business case?\nAre your financials credible?\nCan you articulate your growth path?\n\nThis is not about approval. It’s about clarity. \nEven if you never take the money\, these conversations sharpen thinking and expose blind spots. They force leaders to reconcile vision with execution timelines\, ambition with operational capacity.  \nImportantly\, bankers and advisors are not there to validate optimism. Their role is to test assumptions. Leaders who embrace this process mature faster—and make better decisions. \n5. Knowing Your Path for Success\nGrowth is not binary. Not every business should—or wants to—become massive. \nThe real question is: \nWhat are we trying to accomplish\, and what is the most effective path to get there? \n  \nFor some\, success means scaling nationally or globally. For others\, it means remaining intentionally small\, profitable\, and culturally intact. Both are valid—but only if chosen deliberately. \nLeaders must define: \n\nTheir desired scale\nTheir appetite for risk\nTheir personal and organizational values\nThe constraints they are willing to accept\n\nOnce that path is clear\, leaders can make aligned choices about talent\, capital\, partnerships\, and growth strategy. \nThe Role of Truth in Transformation\nAcross enterprises large and small\, one element is constant: leaders need truth. \nTruth comes from: \n\nTrusted advisors\nMentors and “kitchen cabinets”\nDisinterested third parties\nCapital partners who challenge assumptions\n\nTransformation fails when leaders surround themselves with agreement instead of insight. Growth accelerates when leaders invite candid feedback—and act on it. \nFinal Thought: Transformation Is Personal\nAt its core\, transformation is not just organizational—it is deeply personal. \nLeaders do not transform companies unless they are willing to transform themselves: how they think\, how they lead\, and how they define success. When purpose\, maturity\, and disciplined execution align\, businesses don’t just grow—they endure. \nAnd that\, ultimately\, is the goal. \n 
URL:https://actionpath.directedaction.com/event/from-founder-to-force-multiplier-the-real-work-of-business-transformation/
LOCATION:Online
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DTSTART;TZID=America/Los_Angeles:20260423T100000
DTEND;TZID=America/Los_Angeles:20260423T110000
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LAST-MODIFIED:20260414T131806Z
UID:2136-1776938400-1776942000@actionpath.directedaction.com
SUMMARY:Stop Guessing\, Start Seeing: Process Mapping to Enable Efficient Processes
DESCRIPTION:https://actionpath.directedaction.com/wp-content/uploads/2026/03/DAI-PM-Vignette-1.mp4\nListen to a brief introduction of Stop Guessing\, Start Seeing. Kevin Keane\, Directed Action COO and  \nRuss Bankson\, Continuous Improvement Subject Matter Expert discuss how companies are solving problems \nnow and a better way forward.  \n  \nMost organizations don’t have a productivity problem\, they have a shadow process problem. \nThe shadow process is the unofficial way work actually gets done: \n\nThe workaround that became a standard procedure\n\n\nThe redundant check-the-checker email chain\n\n\nThe duplicative data entry because the systems don’t talk to each other\n\n\nThe patch-the-leak-just-to-keep-things-moving scenario\n\nBecause these steps aren’t part of the official process flow\, we’re just treating the symptoms by hiring more people or working longer hours (or using duct tape on leaks!)\, rather than addressing the root causes. \nWhen you solve for symptoms\, the shadow process stays in control. It’s time to stop patching the leaks and start looking at the pipes. \nReserve your spot now
URL:https://actionpath.directedaction.com/event/process-mapping-the-shadow-process-why-business-as-usual-is-costing-you/
LOCATION:Zoom (information sent upon confirmation)
ATTACH;FMTTYPE=image/png:https://actionpath.directedaction.com/wp-content/uploads/2026/03/Process-Mapping.png
ORGANIZER;CN="Action Path":MAILTO:actionpath@directedaction.com
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