Focal Point Business and Leadership Coaching

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Focal Point Business and Leadership Coaching Leadership and Business Coach - Providing proven tools and experience enabling breakthrough success for business owners and leaders

The right people don’t just support your business. They help shape it.We want to take a minute to recognize Justine and ...
10/07/2026

The right people don’t just support your business. They help shape it.

We want to take a minute to recognize Justine and everything she has brought to The Point Advisors.

Justine is our Executive Assistant and Office Manager, but that title only tells part of the story. She keeps me and the team organized, supports us, helps with clients and business development, and has a way of seeing what needs to be done and jumping in to make it happen.

More importantly, she represents the kind of company we’re working to build.

As The Point Advisors grows, we’re becoming more intentional about the values that define us: Faith. Integrity. Results Driven. Simplicity. Trust.

Those values only mean something when you have people who live them.

Justine cares about people. She follows through. She simplifies things. She gets results. And she’s someone our team and our clients can trust.

You can teach a lot of skills. Finding someone who genuinely fits the culture you’re trying to build is much harder.

We found one.

Justine, thank you for everything you do. We're grateful to have you alongside us as we continue building The Point Advisors.

Strategy • Clarity • Impact

Don't be this guy.That was my first thought at the airport this week, watching a business owner loudly take three calls ...
10/01/2026

Don't be this guy.

That was my first thought at the airport this week, watching a business owner loudly take three calls back to back over 45 minutes until we boarded.

Every caller knew the details. They just needed his okay on simple decisions. So he walked through every one with them while his wife waited nearby, visibly upset.

I didn't get annoyed like the others sitting around me. It actually made me sad, thinking about the price of success he was paying by not being present with his family on what was likely a well-earned vacation.

He picks up every call because he cares about his business and his people. I recognize it because I've done the same. I've held on to decisions my team was ready and willing to make, and it cost me time better spent elsewhere.

Sitting there, I wondered how much further his business could go if his people felt trusted to decide. I hope he gets there. It's a common problem, and a fixable one.

Where do you still hold on to decisions your team is ready to make?

09/22/2026

Sometimes silence says it all.

I recently spent time with a leadership team that had been through some difficult changes.

As we looked ahead to the next 90 days, I asked a question I often use with teams:

What was good about this quarter that we need to intentionally protect?

The conversation quickly turned to two things: teamwork and communication.

Both had become real strengths for this team. But after some recent changes, they also recognized how easily those strengths could be put at risk.

Then the room got quiet.

Not awkward silence. Thoughtful silence.

People were reflecting on what they valued about the team, what they didn't want to lose, and what they personally needed to do to protect it.

We didn't rush to fill the space.

And out of that pause came some of the best conversation of the session and, more importantly, some clear actions they could carry forward.

It reminded me that core values aren't most important when things are going well. They're most important when circumstances put them under pressure.

And sometimes, as leaders, our job isn't to have the next answer or fill every pause.

Sometimes our job is simply to create enough space for the team to find the answer themselves.

Do you allow silence? Do you create space for those quiet moments that can lead to breakthroughs with your team?

I don't usually post about client work, but this one stayed with me.Nine months ago, I started working with a business t...
09/17/2026

I don't usually post about client work, but this one stayed with me.

Nine months ago, I started working with a business that was one of the weaker performers in a larger organization. There was no single fix that turned things around. Two things made the real difference: the leaders had to stop doing everything themselves and actually trust their team to run things, and they had to put the right people in the right seats and then back them with support and growth opportunities.

Fast forward nine months, and that same business is now one of the strongest in the entire organization.

This week, at our last session together, the team surprised me. They have an internal recognition program, and the highest honor is a gold pin. In all this time, they had never given one out, until this week. They told me that because of the guidance I'd given them, they considered me part of the team, and they handed me their very first gold pin.

That one got to me. Not because of the pin itself, but because of what it represented: a leader who learned to let go, people who grew into bigger roles, and a team that built something real together.

The pin is going on my desk. Not as a trophy, but as a reminder of what's possible when leaders make room for other people to lead.

A lot of owners review their numbers once a month.By then, it’s mostly hindsight.Nothing wrong with reviewing.But that’s...
05/07/2026

A lot of owners review their numbers once a month.

By then, it’s mostly hindsight.

Nothing wrong with reviewing.

But that’s not where the value is.

The value is in using your numbers while you’re operating:
- Seeing patterns early
- Adjusting before things drift
- Staying in control of direction

Numbers aren’t just for reporting.

They’re there to guide decisions as you go.

Pricing isn’t isolated.It shapes how the entire business runs.When it’s off, you’ll feel it in:- Delivery that always fe...
05/05/2026

Pricing isn’t isolated.

It shapes how the entire business runs.

When it’s off, you’ll feel it in:

- Delivery that always feels rushed
- Margins that never quite hold
- Decisions made under pressure instead of clarity

The work doesn’t suffer because people aren’t capable.

It suffers because there isn’t enough room to do it well.

Most of the time, this isn’t the market pushing back.

It’s hesitation around setting the right level.

Most owners don’t worry about more sales.They chase them.More clients. More work. More activity. It all feels like progr...
04/30/2026

Most owners don’t worry about more sales.

They chase them.

More clients. More work. More activity. It all feels like progress. Like things are moving in the right direction.

But here’s the pattern I see over and over:

The business gets busier.

The team gets stretched.

The pressure goes up.

And profit doesn’t follow.

Because more sales don’t fix a model that isn’t working. They amplify it.

When margins are thin, growth doesn’t create relief. It creates strain.

And over time, it gets harder to step back and fix because everything feels too busy to question.

Is your growth strengthening the business, or just adding more weight to carry?

I don’t think debt is good or bad.I think it’s a signal.Sometimes it’s a sign the business is stepping into growth.Other...
04/28/2026

I don’t think debt is good or bad.

I think it’s a signal.

Sometimes it’s a sign the business is stepping into growth.

Other times, it’s a sign something underneath needs attention.

The difference isn’t the number.

It’s what the business is doing with it.

Ask yourself: If things stay exactly as they are today, does this debt become easier to carry… or harder?

Most owners don’t plan to delay paying themselves.They just do.The reinvestment. The expense that feels necessary. Leavi...
04/23/2026

Most owners don’t plan to delay paying themselves.

They just do.

The reinvestment. The expense that feels necessary. Leaving a little more in the business “for now.” It all feels responsible. Disciplined. Even smart.
But there’s a pattern I see over and over.

The business keeps running.

Revenue comes in.

Everything looks like it’s working.

But the owner isn’t being paid in a consistent, intentional way.

And that gap stays hidden longer than it should.

Because paying yourself isn’t just about taking money out. It’s what shows whether the business can actually support you. It puts pressure on pricing, on margins, and on how the business is being run.

If it keeps getting pushed out, those issues stay in the background.

So here’s the real question: What would need to change for paying yourself to become part of how the business runs, not something that waits?

You can be profitable and still feel tight.That’s where a lot of confusion starts.Profit tells you the business works.Ca...
04/21/2026

You can be profitable and still feel tight.

That’s where a lot of confusion starts.

Profit tells you the business works.

Cash flow tells you if it can run.

They don’t move the same way, and relying on one to answer for the other creates blind spots.

Most of the stress I see isn’t from a lack of success.

It’s from not having a clear view of timing.

So the question becomes:
Where are your numbers saying things are working, but your cash is telling a different story?

Address

10875 S 540 E
Ferdinand, IN
47532

Opening Hours

Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

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