Mark represents the talent and experience required for strategic and operating guidance;
the focus to contribute to more effective operations while managing under challenging circumstances;
and the integrity to ensure we adhere to the following principles from Rotary:

Is it the truth?
Is it fair to everyone?
Will it build goodwill?
Will it be beneficial to all concerned?

Mark has worked as a commercial pilot and in management driving strategy in the financial services/ capital markets arena for over 20 years.
Mark has the knowledge and experience  working in a strategic role, managing risk, communications, people and problem solving which add value to your business.


Studies indicate that 75% of US workers believe that what they do each and every day while at work has NOTHING to do with the corporations' stated vision or mission.

Add to this one of the leading causes of bankruptcy is the failure to execute against the business plan.

Studies further indicate companies which align where they are going with how they will get there, and hold their business accountable through a plan around who is doing what and when, have almost 30% greater return in the marketplace.

We also believe Values play a very significant role in improving rates of return. The reasons that Values play such an important role are simple: Failure to understand where values fit into the firms structure and culture leads to people problems which can bring the corporation to it's knees. A corporation can only ever be the the sum of its people.

When the culture, leadership and strategy are aligned with each other, the business reaps the rewards because the people in it have increased commitment beyond imagination combined with increased clarity of purpose. Values glue these elements together.  Studies have demonstrated that 70% of the variability in performance between people at work is the direct result of the environment or culture created by the boss.

This is a very persuasive argument for taking action and being accountable.

Mark Overbury has designed systems around creating actionable plans which generate the necessary alignment and accountability that drive success.

"What I've found over time, is that small and medium sized businesses are VERY good at what they do. They are full of smart people and typically have wonderful talent on board. This combination of smarts and talent along with the strong, ingrained belief that 'they can do it' creates a typical problem and the disconnect manifests itself in strategy implementation.
SME's get that they should have a strategy and they will often work at one, but then after a while things just pop up, more important issues arise--like cash flow or large contracts typically, and the strategy gets put on the shelf. I've seen CEO's so busy doing day to day operational stuff they can't get their heads above water for more that a few breaths. And this is just where the plans start to fall off. Year One comes and goes, milestones get missed and they just keep plowing ahead with their heads down, determined that 'everything will be alright.' I've seen it many times---I personally feel the frustration watching and living it is just plain hard."

"What we do is set up an Advisory Panel with Management, we take a specific time frame somewhere between six and twenty four months and we look to the End Game. We undertake a full assessment of the business including the values the business portrays, and we build a plan that can integrate the current (sometimes dusty) business plan. We then have some facilitated discussions around Where We Are Going and How We Will Get There and follow that up with Who is Doing What and When. We then monitor and manage the process and find success through the alignment and accountability we've created."