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20 FEDA News & Views DISPOSERS • FOOD WASTE SCRAPPING SYSTEMS • FOOD WASTE COLLECTING SYSTEMS Contact Salvajor today to learn more. salvajor.com • (800) SALVAJOR All Salvajor Collector systems include exclusive HydroLogic controls with water and energy saving technology. As a matter of fact, you could say we've been Collector experts for 70 years! In 1944, Salvajor began producing the fi rst pre-fl ushing, scrapping, and food waste collecting system. Called the "Salvajor Senior", our Collector was quickly accepted and soon found its way into restaurant, hotel, hospital, factory, and university kitchens all over the country. S a l v a j o r C o l l e c t o r S y s t e m s are the perfect solution for scrapping and pre-rinsing trays and dishware while collecting food waste solids for com- posting. The recirculated plume of water increases the speed of scrap- ping while using only a fraction of the water consumed by other methods. Collector ™ systems aren't anything new to us and food waste collecting system. Called the "Salvajor Senior", our Collector was quickly accepted and soon found restaurant, hotel, hospital, factory, and university kitchens all over the country. S a l v a j o r C o l l e c t o r S y s t e m s are the perfect solution for scrapping and chasm. It makes sense to create higher shareholder value and value for the fi rm after the founder exits. To an outsider this seems like an easy decision. If this is true, why do so many lifestyle businesses fail to make the transition? For some, the answer is that they don't want to cross. Many enjoy what they are doing, they are good at it, and they have achieved more success than they ever expected. It is good to be a king. For others, they decide that their employees aren't entrepreneurial enough or that they are lazy and incompetent. Even worse, some have large egos and will not allow others to be more successful then themselves, especially if they are doing something dif- ferent. Several years ago one of our clients had out- grown the life- style approach to growth. In a particularly fi erce conversa- tion, the CEO said, "Why do I need to change? I have got two airplanes, and you can see that I haven't missed many meals." He sold his business three years later to a consolida- tor at a lifestyle-business multiple. It was his money, and he was very happy with the way everything worked out. This exit met the owner's expecta- tions. It is often the exception rath- er than the rule. Many other CEO- entrepreneurs know there is something more and they try to cross the chasm themselves. They hire MBAs, consultants and coaches. They go to seminars and sometimes become concept junkies. They end up adopting practices and tools but never confront the underlying challenge of management style. We had a CEO client who went to the Harvard Advanced Management Program (AMP). This is one of the best programs of its kind in the world. When we interviewed his direct reports and asked them what was different, a common response was, "He still makes lousy decisions, but now he makes them faster." This is a tough transition. Our AMP exec tried to cross the chasm and fell into it instead. If you decide to cross, recognize it's a one-way trip and will take several years. About the Author Mike Marks is managing director of Indian River Consulting Group which specializes in helping distributors and manufacturers accurately diagnose problems and identify risk-bound alter- natives so they can take their next steps confi dently. Call IRCG at 321-956-8617 or visit the website at ircg.com. Crossing the Chasm continued Why do so many lifestyle businesses fail to make the transition? Some do not want to cross because they enjoy what they're doing.