“Chris Bosh. The Great Enabler. Whatever you wanted to do, he could make it possible. Spacing, passing and poise on one end, speed and length on the other.” 

I came across this story several years ago and it continues to stick with me.  

Chris Bosh was a force to be reckoned with during his career, but he did so in the shadow of Lebron James and Dwayne Wade. He is quoted saying: 

             “LeBron and Dwyane have it going so well, they need somebody to space the floor. I was put in the situation, and I told myself I was going to do the best job I possibly can to bring that to this team.” 

The Miami Heat was already hot in those years, but Chris knew he could add more fire to the team. And he did. The Miami Heat won the NBA Championship in 2012 and 2013. 

In business, the same thing happens. You have your Lebron and Dwayne – strong strategy, capable leadership, and solid growth. But next level execution and performance? That’s when you need Chris. Someone who can give you better execution behind the scenes, smoother transitions, and build versatility across team members. 

If you’re wondering if you have or need this trifecta to take your company to the next level, I am here to get you started. 

I built a quick Operational Process Risk Self-Assessment. No log-in. No data grab. This is your opportunity to determine where your needs are. 

Then, if you find your score to be high, that’s where I step in. I am not the star or the headline; I am there to unlock execution and performance. I create space during moments of urgency or transition, especially when conventional operations have stalled growth, and the cost of failure is high. 

Please feel free to share with your own clients if you think they could benefit from taking this assessment!  
 
Operational Process Risk Self-Assessment Instructions 
Score each statement from 1–5: 
1 = Not true at all 
2 = Rarely true 
3 = Sometimes true 
4 = Frequently true 
5 = Constantly true / high concern 
 
I. Financial & Control Risk 
1.  Our Revenue reporting process depends heavily on manual adjustments. 
2.  Our financial reporting requires last-minute reconciliations and clean up. 
3.  Cash application or reconciliation cannot be tracked on a daily basis. 
4.  We haven’t formally stress-tested controls in the last year. 
5.  Our regulatory or audit requests create internal fire drills. 
 
II. Key Person & Knowledge Risk 
1.  One or two individuals are the single source of failure for critical process knowledge, with no standard operating procedures.  
2.  Our standard operating procedures do not exist or have not been reviewed within the last year. 
3.  If a key operator won the lottery tomorrow, chaos would ensue in the company. 
 
III. Cross-Functional Friction
1.  Major initiatives stall because ownership or decision rights are unclear. 
2.  Our sales team closes deals, but the onboarding is inconsistent across clients. 
3.  Key Performance Indicators do not tie to a common strategy, if they are used at all. 
5.  Governance meetings revisit decisions rather than enforce them. 
 
IV. Process & Workflow Integrity
1.  Exceptions have become the majority. 
2.  Our data integrity is at risk because it’s manually moved between platforms. 
3.  We have escalations that are not defined which makes everything a fire drill. 
4.  Our processes have evolved around personalities rather than documented roles. 
 
V. Growth & Scalability Risk
1.  We have operational processes still be used because “that’s the way we have always  done it” but terribly inefficient. 
2.  Onboarding with our new clients takes longer than a week. 
3.  Our operational costs are increasing for no clear reason. 
4.  Post-acquisition integration (if applicable) feels incomplete or fragmented. 
 
Scoring Interpretation
20–40: Structurally Sound 
You likely have documented governance and defined ownership. Friction may exist but isn’t systemic. 

41–60: Operational Drag 
You have a handle on inefficiency costs including leadership time, margin erosion, or morale degradation. Not urgent yet but will lead to increased risk. 

61–80: Hidden Risk Exposure 
Give me a call – You have material control, dependency, or scalability risks. These may not have surfaced publicly, but one big hiccup and your EBITDA is at risk of being impacted. 

81–100: Structural Fragility 
Give me a call –Your organization is dependent on institutional memory and informal workarounds. Any plans for growth, audit, acquisition, or leadership transition could expose your weaknesses and reduce your value.

 Check out all of my previous newsletters here…
 
Keep turning that chaos into progress, 
 
 ­