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AIM Enterprises

AIM Enterprises is a medical billing company which learned how to maximize receipts from medical diagnoses and procedures, typically on behalf of profusionists who operated equipment in hospital operating rooms. When a patient came in for surgery, physicians and hospitals contracted with these specialists to keep the patient’s blood circulating and away from the area of surgery. {LEARN MORE}


Arizona Dental Association: The Western Regional Dental Convention

MHG helped a relatively small state conference of dentists expand their presence and visibility nationally by coining and branding a regionally themed dental convention – as a source of high-quality continuing education and opportunities for exhibition, sponsorship and destination adventures in this potentially lucrative community. By naming the convention Western Regional, visibility among 14 western states mirrored the standardized dental tests states use for licensure.
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CASHE: Central Arizona Society For Healthcare Engineering,
a chapter of ASHE


MHG helped cultivate executive and board member visions after the organization’s inaugural year. These visionary discussions explored what was possible among nonprofit membership organizations, both in terms of overall communications and ways to engage the constituency through online newsletters and a sophisticated web portal.
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ComputerPREP

The first online educational company of its kind, ComputerPREP became a success when its products demonstrated vast improvements in knowledge retention, transfer, and application. Aiming at the corporate marketplace, the company amassed a strong sales force which suffered from lack of marketing material and conflicting sales approaches. A widely diverse set of market segments and customer levels within its primary umbrella market also confused the sales team.
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Devenney Group Architecture, ltd.

For more than 40 years, this healthcare design firm had been a mainstay in regional, mostly smaller medical facilities. While the work was fairly consistent, it failed to inspire many of the firm’s architects. Eight principals constantly argued about operations, the difficulty of profiting from the work they won, mistakes made in the past, and lack of a shared picture of the ideal future. Many of the customers experienced challenges with the project personnel, leading to lost work and stunted growth. {LEARN MORE}

Enterprise Network

This premier executive networking association was founded in 1985 as a crucible in which new growth companies and fledging entrepreneurs would present a business plan to attendees with the expectation of constructive feedback and help. In the mid-90’s, the non-membership organization found itself mired in a marketplace where new networking organizations diluted the participation of attendees. {LEARN MORE}


KEYAH Construction

Facing new competition from larger general contractors whose own clients have dried up in the economic meltdown, this small but viable American Indian-owned contractor servicing 100% of the Native American community has come under mounting pressure to win new projects and clients. {LEARN MORE}


Langdon-Wilson Architecture

A year-long process of mission and vision facilitation, combined with strategic planning and practice development, helped this group of 35 professionals realize true opportunities to leverage their core competencies in public works to other markets with similar needs. Personal interviews with all employees yielded no fewer than 15 target markets to penetrate.
The group facilitation helped the team come to consensus on which 5 held the most promise and which 3 would become the focal point to the Phoenix office’s strategic marketing plan.
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LEADS (Land Entitlement And Development Services)

This site selection company in downtown Phoenix helped mostly retail companies find new locations and perform the myriad due diligence necessary to select the most promising site. Its founders spoke of many discoveries for clients, finding something that made a site unpalatable well before being acquired. Marketing and business development eluded them; while they enjoyed a healthy stream of projects, it came from two main customers. When one of these suddenly halted their expansion plans, they became quite concerned for their financial survival. {LEARN MORE}


Mosaica Education

MHG helped launch this national charter school company’s second foray into the Phoenix marketplace, a market already crowded with private and semi-private primary educational opportunities. Mosaica acquired a struggling school near South Mountain where the demographics supported the growth of a charter school for elementary grade children. While the national organization enjoyed a great reputation in excelling schools, it failed to differentiate its brand in the Phoenix metropolitan marketplace. {LEARN MORE}


NAI Horizon

NAI Horizon, headquartered in Phoenix, became the largest independent commercial real estate brokerage in the country in 1995. The CEO, John Schottenstein, knew that growth depended on attracting brokers from other, more established firms, along with their complement of clients and properties. This was an especially onerous objective, as well-established players were the rock stars of competing firms, and those relationships were regarded as impenetrable. {LEARN MORE}

Peter Lendrum Architecture, Ltd

Peter Lendrum was Phoenix’s most prolific and flamboyant architect and city planner between 1965 and 1990. He created the city’s largest architectural practice, with over 200 employees. He literally transformed the land in the expanding metropolitan area, as head of the Phoenix Planning Commission, the agency responsible for planning large swaths of land for public, residential and commercial use. {LEARN MORE}

Southwest Behavioral Health Services, Inc.

Constructed a business development guide helping senior management mine, identify, and analyze revenue opportunities for strategic growth for this largest nonprofit behavioral health provider in the Southwest. Facilitated intelligence gathering for several opportunities, helping shape proposals and improve presentations and materials to new prospects, ultimately yielding successful closes of substantial gains, and saving the organization thousands of dollars in unproductive use of executive crisis management. {LEARN MORE}

Swift Transportation

During an interview with CEO and Founder Jerry Moyes, I discovered that in order to populate America’s roads with 10,000 Swift trucks for 364 days of revenue-generating power, the company needed to recruit 16,000 drivers annually. The reason given for the 160% turnover level in the driver pool... {LEARN MORE}

Southwest Network

In 2001, a new nonprofit business was born in Maricopa County, responding to the need for better health care delivery and oversight of the hundreds of providers of mental health services for the community. Southwest Network became one of four Provider Network Organizations, which brought a consistency of care and ensured all eligible persons in need received the best opportunity for recovery. As the most prominent PNO, Southwest Network connects more than 30 providers in its comprehensive pool of behavioral health agencies. {LEARN MORE}

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