What are the opening hours?

Monday 9am - 6pm Tuesday 9am - 6pm Wednesday 9am - 6pm Thursday 9am - 6pm Friday 9am - 6pm Saturday 9am - 6pm

LeBreck & Co, Gilbert, AZ (2026)

09/05/2026

The next stage of your business may require more than a new strategy. It may also require a new way of leading.

Think back to the early days of your business.

You probably wore every hat (and maybe still do).

You knew every customer.
You made every important decision.
You solved the problems.
You drove the sales.
You knew what was happening because you were in the middle of almost everything.

And at that stage, that level of involvement may have been exactly what the business needed from you.

But every new level of growth changes what the business requires from the person leading it. The leader who successfully navigated one stage may need to think, operate, and lead differently to navigate the next.

As the business grows, the owner's role starts to shift.

Shifts from doing more of the work → to developing people who can own tasks and take on responsibilities.

From solving every problem → to building a team capable of solving problems.

From knowing everything that's happening → to creating systems that give you visibility into what matters.

From focusing primarily on today's needs → to thinking about what the business will need six months, a year, or three years from now.

And that transition isn't always easy.

Sometimes the hardest system in a business to change is your own way of operating.

At LeBreck & Co., we don't just look at how the business needs to evolve. We help owners and leaders identify how their roles, priorities, and leadership need to evolve alongside it.

You've spent years building the business you have today.

Who do you need to become to lead the business you're building tomorrow?

09/03/2026

Every milestone in business comes with a new set of challenges.

The strategies, systems, and ways of operating that helped you reach one level of growth may not be the same ones that take you to the next.

And that's not because they were wrong.

They worked. That's how you got here.

But what helped you grow from $500K to $1M may look very different from what it takes to grow from $1M to $2M or $3M to $5M.

Maybe your first stage of growth was driven largely by the owner's relationships, referrals, and reputation.

The next may require a more repeatable sales process, stronger marketing, and additional capacity to support the growth.

Maybe managing a team of 5 worked through informal conversations, close involvement, and everyone knowing what was happening.

A team of 15 may require defined leadership roles, documented processes, clearer accountability, and more intentional communication.

Growth changes what the business requires from you.

And sometimes, one of the hardest parts of reaching the next milestone is recognizing that something that still works may no longer be enough to support where you're trying to go.

That doesn't mean changing everything. In fact, we believe quite the opposite.

At LeBreck & Co., when we work with a business, we don't walk in looking for everything that's “wrong” or immediately start replacing what's already there.

We first want to understand:

What's working?

What's no longer working as well as it used to?

Where is the business starting to feel pressure?

What will the next stage of growth require that the business isn't yet built to support?

Then we determine what should stay, what needs to evolve, and what may need to be built.

It's about knowing when the business that got you here needs to evolve to support where you're going next.

Every stage of growth asks something different of your business.

The question is: What is your next stage asking of yours?

08/29/2026

Earlier this week, we talked about how, as a business grows, responsibility can't continue to live with just one person.

But if you want your team to take on more responsibility, you have to give them what they need to confidently do so.

It's easy to say:

"I want my team to take more initiative."

"I want them to make decisions without always coming to me."

But before expecting that independence, leadership has to create clarity.

Does your team know:

• What they can decide independently?
• What requires leadership approval?
• When something needs to be escalated?
• What they're accountable for within their role?
• Where to find the information they need?
• What policies and processes they're expected to follow?

Remember, we don't want employees having to rely on someone's memory or track down a manager every time they need an answer.

Give them resources they can use.

An organized SOP library.
HR policies and employee resources.
Training materials.
Frequently used forms, processes, and protocols.

When information is organized, accessible, and kept up to date, your team has somewhere to turn before every question has to become a conversation with leadership.

Give people a strong enough foundation to empower them to critically think, problem-solve, and take appropriate ownership within their role.

At LeBreck & Co., we help create the structure behind the people from defined roles and expectations to SOPs, internal resources, processes, and accountability systems to build stronger teams.

Because the more you equip your team, the more your people and systems can carry the day-to-day, creating the space for you to focus on the larger areas of the business.

And that's the goal: to have your business operate effectively without requiring your involvement at every step.

08/27/2026

Your business shouldn't depend on you for everything.

In the beginning, it's normal for a business owner to wear almost every hat.

You make the decisions.
You solve the problems.
You know the customers.
You understand the processes.

You carry a lot of the responsibility because it's your business, your vision, and ultimately, your name behind it.

But as the business grows, your role has to grow with it.

Eventually, responsibility can't live with just one person.

You need people throughout the business who are trusted and equipped to make decisions, solve problems, take ownership, and lead within their roles.

That doesn't mean giving up control of your business.

It means building a team that can carry more of the responsibility with you.

And that requires more than simply delegating tasks.

People need to understand:

• What they're responsible for
• What decisions they have the authority to make
• When leadership should be involved
• What expectations they're being held to
• What resources are available to help them
• What success looks like in their role

When those things are clear, people have a much stronger foundation to step up and take ownership.

And the owner gains the ability to spend less time carrying every day-to-day decision and more time leading the business forward.

There will always be decisions that belong with the owner. There should be.

But building a business that can grow means developing people, positions, and processes that can carry responsibility at every level.

The goal isn't to make the business need you less. It's to build a business that's capable of more than what one person can carry alone.

At LeBreck & Co., this is a big part of the work we do with our clients. We help create the structure that allows responsibility to expand with the business through clearly defined roles, leadership development, processes, expectations, and accountability.

Because growth shouldn't mean putting more and more on the owner's shoulders.

It should mean building a stronger business around them.

08/22/2026

You Can't Coach a Number. You Can Coach the Behaviors Behind It.

A KPI tells you the result. But the number itself isn't what you coach.

You can't walk into work Monday morning and say:

"Everyone, we need to increase our sales conversion rate by 10%."

That's the goal, yes, but what does your team actually need to do differently to get there?

If your conversion rate is below benchmark, look at the behaviors influencing it.

Are leads being contacted quickly?

Is the team asking the right questions to understand what the customer actually needs?

Are recommendations being clearly communicated?

Does the team know how to confidently handle objections?

Are we consistently following up when someone doesn't purchase right away?

Those are things you can observe, coach, reinforce, and improve.

And this applies to almost any KPI.

If employee productivity is down, what behaviors or processes are slowing the team down?

If customer retention is declining, what is happening throughout the customer experience that may be influencing it?

If profitability is falling, what behaviors around pricing, discounting, labor, purchasing, or expenses are contributing to the result?

The KPI is the outcome.

The behaviors are what your team can actually control.

Strong leadership then translates those numbers into clear expectations and actionable behaviors the team understands and can execute on consistently.

Then you coach those behaviors. You reinforce them. You measure the results.

And you adjust when necessary.

Because telling your team to improve a number gives them a goal.

Showing them which behaviors will move that number gives them a path to get there.

08/20/2026

Your KPI Is Below Benchmark. Now What?

What matters is what leadership does next.

When a KPI isn't where it should be, the conversation shouldn't stop at:

"We need to get this number up."

Leadership needs to understand why it's happening and create a clear plan to address it.

For every KPI that falls below benchmark, ask four questions:

1. What is the root cause?
Is it related to process, people, training, marketing, systems, or something else?

2. What action are we going to take?
Define the specific change, improvement, or corrective action needed. "Do better" isn't an action plan.

3. Who needs to be involved?
Is this an individual, team, or leadership responsibility? Make sure everyone who influences the KPI understands their role in improving it.

4. When are we reviewing it again?
Set a deadline or review date. Give the change enough time to work, then come back to the KPI and determine whether you're seeing progress.

This is where KPI tracking becomes useful.

The number tells you where to look.
The conversation helps you understand why.
The action plan determines what improvements happens next.

KPIs shouldn't just live on a dashboard or get reviewed once a month.

They should drive decisions, create ownership, and give leadership a clear path forward when performance isn't where it needs to be.

Don't just track your numbers. Use them!

08/14/2026

The best leaders look for leverage.

Every week, business owners are faced with dozens of decisions.

What should we improve?

What should we invest in?

What should we tackle first?

The challenge usually isn't a lack of ideas.

It's deciding where to focus.

The best leaders don't ask, "What can we improve?"

They ask, "What improvement will create the biggest impact?"

That's leverage.

Think about onboarding for an example.

At first glance, it seems like an HR initiative.

But a great onboarding process doesn't just help a new employee learn their role.

It builds confidence, establishes expectations, and gives employees the tools to become productive and independent in their role.

That foundation leads to fewer mistakes and greater consistency.

Greater consistency creates a better client experience.

A better client experience increases retention.

Higher retention strengthens profitability.

One improvement. Multiple outcomes.

The same principle applies across every business.

A stronger manager can improve accountability, team performance, client experience, and revenue.

A clearer sales process can increase conversions, improve forecasting, and create more consistent results.

A better follow-up system can improve retention without spending another dollar on marketing.

That's why, at LeBreck & Co., we're always looking for leverage.

Not just asking what needs to improve but identifying the improvement that can create momentum across the entire business.

The businesses that make the greatest progress aren't necessarily making the most changes.

They're making the right changes.

Because one thoughtful improvement can accomplish what ten disconnected initiatives never will.

08/13/2026

As consultants, we look at businesses holistically. Why?

Because the first problem you notice isn't always the one holding your business back.

"We need more marketing."

"Our sales are down."

"We need to hire."

"Our team isn't performing."

Those may be the problems you notice, but they're not always the problems you need to solve.

The reality is that every part of a business influences another.

Marketing brings in new customers.

Operations determine whether those customers have a great experience.

That experience impacts retention.

Retention drives profitability.

Leadership influences every step along the way.

That's why we don't believe in looking at businesses in silos.

A marketing issue might actually be an operational issue.

An operational issue might be a leadership issue.

A retention issue might start with the customer experience.

And hiring another employee won't solve a problem if the systems they're stepping into are already broken and unclear.

Everything in business is connected.

When you improve one area without understanding how it affects the rest of the business, you often create a new bottleneck somewhere else.

So, to truly understand the challenge or opportunity in front of you, you have to understand how the rest of the business supports it and contributes to it.

At LeBreck & Co., we take a step back before jumping to solutions.

We ask questions. We look for patterns. We analyze data and metrics. We evaluate how each piece of the business influences the next before connecting the dots.

Because sustainable growth comes from building a business where every part works together toward the same goal.

08/08/2026

Accountability isn't a meeting.

It's a culture.

Many businesses think accountability happens during performance reviews or when something goes wrong.

But real accountability happens every day.

It's in the conversations managers have with their teams.

It's in the expectations that are reinforced.

It's in the follow-up after goals are set and after conversations were had.

It's in recognizing people who consistently do things the right way.

The strongest teams don't wait until there's a problem to talk about performance.

They create an environment where expectations are clear, progress is discussed regularly, and feedback is part of the everyday routine.

When accountability becomes part of the culture, people don't perform because someone is watching.

They perform because they understand what's expected of them and take ownership of their role.

Systems create structure. Leadership creates consistency.

Together, they create accountability.

And accountability creates a business that can grow and operate without relying on constant oversight.

08/05/2026

A system only works if it lives beyond the training.

One of the biggest misconceptions about bringing in a consultant is that once the training is complete and the new system is rolled out, the work is done.

In reality, that's just the beginning.

At LeBreck & Co., we can help evaluate your business, build systems, train your team, and provide the tools for success.

But we're not in your business every day.

Your leadership team is.

They're the ones reinforcing the process, answering questions, coaching the team, and making sure the new way of doing things becomes part of the culture.

That's where lasting change happens.

We also believe consulting should be collaborative.

Just because we recommend a process doesn't mean it's "our way or the highway."

Your team is living it every day.

If something isn't working as expected or there's a better way to accomplish the same goal, we want to know.

The best systems aren't built around a consultant.

They're built around the people who use them every day.

Our goal isn't to create processes that look good on paper.

It's to help build systems your team will actually embrace, use, and improve over time.

That's when a system stops being a project...and starts becoming part of your business!

LeBreck & Co

09/05/2026

09/03/2026

08/29/2026

08/27/2026

08/22/2026

08/20/2026

08/14/2026

08/13/2026

08/08/2026

08/05/2026

Address

Opening Hours

Telephone

Website

Alerts

Contact The Business

Shortcuts

Share

Category

Listing takedown request

Monday	9am - 6pm
Tuesday	9am - 6pm
Wednesday	9am - 6pm
Thursday	9am - 6pm
Friday	9am - 6pm
Saturday	9am - 6pm