Brick by Brick - Wealth Building Conversations
Sep 17, 2026 · 56 min · 12 segments
**What Works at $18M Breaks at $100M — Here's Why** In this episode, Loren Wernette sits down with David LaDue, owner of LA Management Consulting, Vistage Chair, and an entrepreneur with 35 years of…
And I think I wanna, you mentioned the 18 million to 100 million and specifically the jumps in revenue or valuation up there.
So as you think about that business and how it grew, What were some of the moments that you realized, hey, how we're doing stuff right now isn't going to get us to where we want to go next? And how did you adjust how you thought about things or how you did things to reach that next
When you think about that business, it was fairly small in a mature industry in one of the top three markets in North America.
We were under pressure from the manufacturer to perform at a higher market share level.
And what we did is we got very, very intentional about setting a very clear vision communicating our mission, and creating a winning culture.
They all knew their part and how their part contributed to the overall value of the enterprise.
We began to, and not only did we begin to win more, we began to celebrate our wins more.
Now, what was pivotal in that process? We learned that we needed to get hyper-focused on the 20% of accounts that were either buying or leasing 80% of the equipment in the market.
And I think I wanna, you mentioned the 18 million to 100 million and specifically the jumps in revenue or valuation up there.
So as you think about that business and how it grew, What were some of the moments that you realized, hey, how we're doing stuff right now isn't going to get us to where we want to go next? And how did you adjust how you thought about things or how you did things to reach that next
When you think about that business, it was fairly small in a mature industry in one of the top three markets in North America.
We were under pressure from the manufacturer to perform at a higher market share level.
And what we did is we got very, very intentional about setting a very clear vision communicating our mission, and creating a winning culture.
They all knew their part and how their part contributed to the overall value of the enterprise.
We began to, and not only did we begin to win more, we began to celebrate our wins more.
Now, what was pivotal in that process? We learned that we needed to get hyper-focused on the 20% of accounts that were either buying or leasing 80% of the equipment in the market.
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