Visionary/Integrator Solutions

Helping Visionaries & Integrators Succeed

Reach your goals quicker and with less pain.

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Our Proven Process Will:

To be on the Same Page, it’s important to make sure you have the right people, in the right seats. We’ll help you get your team rowing in the same direction, following the same mission, and striving for the same end goals!

It’s AMAZING how much time, energy, and money are drained because of inefficient use of resources. Wrong decisions, bad processes, and confusing direction leads to feeling overwhelmingly STUCK.

Let’s solve that — we’ll help you get out of the quicksand and propelled toward achieving quicker success by getting you OUT of doing the things you shouldn’t have to worry about!

What REALLY matters for you and your business? The quicker you and your leadership team can dial-in on true clarity of the vision and mission — the faster you will regain the CONFIDENCE you need to proceed without hesitation!

Our Visionary & Integrator Solutions

Whether you're in a V/I duo or not, we have a plan for you.

Same Page Meeting Facilitation

Already in a V/I duo? Great! If you truly want your business to thrive, you must invest in your V/I relationship. If you are looking to maximize your V/I duo, we will work with you to build the necessary infrastructure and process to make it happen!

Visionary Advisory

Interested in the V/I dynamic but don't yet have an Integrator you're working with? No problem! Many of our clients are solo Visionaries who are seeking out guidance to determine if a V/I partnership is right for their business.

Integrator Advisory

Are you an integrator who is growth minded and looking to be the very best you can be? Whether you currently have a Visionary partner or not, we'd love to work with you! We have the experience, tools and insights to get you to Integrator mastery quickly.

Who We Partner With


What’s your Visionary "Kryptonite," that thing that's holding you back from reaching your fullest potential? We find that because Visionaries run so fast and go so hard, they fail to look inward, and solve the real issues preventing their business from growing. Creating a business that gets you what you want, starts with you. If you are open minded & growth minded, we can help.

Business Leaders

If you're a key stakeholder in a business (owner, investor, partner, etc.) and hoping to give your organization the tools and resources needed to succeed, we can help. We jump in and get our hands dirty! Our primary objective is making sure YOUR business gets its long-term vision actualized. We'll help assist your team with anything they might need to turn that vision into a reality.


You are the glue holding the organization together, but it can feel like a constant uphill climb to get there. People issues never seem to get fully resolved, the business isn’t always hitting its goals, and your Visionary may not be on the same page. You want to lead your organization forward, but sometimes you may lack the tools, resources, and support needed to do so. If you want to be a world class Integrator, we'll help you get there.

We Understand The Issues Facing Both Visionaries & Integrators


Do these sound familiar?

  • People Issues: People are making excuses, not accomplishing what they need to do, and pushing the vision forward.
  • You Are Experiencing A Lack Of Control: Your business is running your life, your the person that is making it all happen, it’s hard to delegate and trust that the job will get done the way you want it.
  • Tried Everything And Nothing Is Working: You should have already accomplished your long-term vision, but your team is moving too slow, and your business isn’t living up to its fullest potential.
  • Profit: You don’t have enough, you see the solution, but the bottom line isn’t where it should be.


Do these sound familiar?

  • Does your Visionary Have Eyes Bigger Than Their Stomach: What they want to happen isn’t possible in the amount of time they feel it should be done.
  • Experiencing Organizational “Whiplash”: Another day and another five ideas, your Visionary is changing their mind, adding new things to the ever-growing to-do list, and isn’t letting the team stay focused on what’s most important.
  • Experiencing burnout: It is hard working in an environment that is all gas and no break, with unrealistic expectations and a lack of the tools, resources, and people to get the job done.

...If you are experiencing these issues, we can help!

Why Us?

Who better to advise you than...


Casey Cavell, Founder of Legacy 4:12

Business Leaders Succeeding With Legacy 4:12

Schedule Your Free Discovery Call Below

Not sure if Legacy 4:12 is right for your business? No problem, we’re here to help! You can schedule a free 30-minute call to explore your potential options!

How to Create Smart Business Goals

Create SMART, Achievable Goals

Does it feel like something is holding you back like you are stuck in a rut, and no matter what you do you can’t seem to crawl your way out of it? Does the path from where you are to where you want to seem too daunting even to try?

Too often, many of us spend our lives treading water, never really accomplishing anything of importance, but if we had a clear focus and worked to accomplish our desires, the likelihood of achieving our goals increase.

The problem is that we are not setting SMART goals. While it is nice to dream big, those goals are often not reachable, leaving us overwhelmed or discouraged.

What is a SMART Goal?

Attributed to Peter Drucker, SMART is an acronym to help you create an achievable, realistic goal. It stands for:
Time Bound

Developing a Specific Goal

Your goals need to be detailed so that you can grasp it and work to achieve it. To help you develop it, ask yourself the following questions:

  1. What is that I want to accomplish?
  2. Why is important that I accomplish it?
  3. Who should be a part of it?
  4. Where is it located?
  5. Which resources are needed?

Remember the interview question, “where do you see yourself in five years?” Thinking of your goal in this manner is a great place to start.

Making Sure You Have a Measurable Goal

A good goal with have milestones or goal posts that you can use track your progress. Doing this helps you stay motivated and less likely to give up. It is like setting a New Year’s resolution to lose weight. You can have a goal to lose twenty pounds by spring, but with something that can track your progress incrementally, one pound per week, for example, you are more likely to stick with it.

A good goal should answer:

  • How many?
  • How much?
  • How will I know when I reach the goal?

Making Sure You Have an Achievable Goal

Here you need to make sure your goal is grounded. While being CEO is a worthy challenge, is it an achievable goal? To help you refine your goal to something that you can achieve, answer these questions:

  1. How can the goal be accomplished?
  2. Is the goal realistic considering other factors such as financial means? If you need training, can you afford it? Are the necessary certifications or degrees?
  3. Can I control the factors needed to meet this goal?

Setting a Relevant Goal

Only you can make sure you accomplish your goal. That reason is why your goal needs to be relevant to you. If you don’t care about it, you are not going to reach for it. Ask yourself these questions, and see if you can say yes to them:

  1. Will it be worth it?
  2. Is the timing, right? Would something such as starting a family take precedence?
  3. Am I the best person to accomplish the goal? Does your skillset or personality match?

Setting a Time Frame for the Goal

A goal needs a target – a date when you want it to be accomplished. It allows you to prioritize your daily tasks so that they do not impede your progress in meeting your goal. To develop a good time frame, answer the following questions:

  1. When can I accomplish this can goal?
  2. What can I do a year from now?
  3. What can I do in a few months?

Putting It All Together

Hit the Mark with Smart Business GoalsIf you are in sales, a specific goal might be: Gain the experience, including certifications, and track record needed to become the sales director so that I can use my leadership skills. This goal is sensible and direct.

To make it more meaningful and measurable, you state it this way: Gain the experience, including certifications, and track recorded by exceeding company sales goals that are needed to become the sales director so that I can use my leadership skills. Now the there is a marker or goal post that can motivate the achievement: obtaining certifications and exceeding sales goals.

There is not a phrase to add to the goal to make it more achievable, but you can examine it to see if it is reasonable. The goal mentions certifications. Think about if completing that step will require taking courses. Are the courses affordable? Do they require a college degree if you don’t have one? Once you make sure that it is attainable, you can move to make sure it is relevant.

Being a sales leader means that you must love the sales process. Not everyone is made for sales. Will it be a realistic goal for you? Will you love it and put forth all your energy into it? If so, then, you should move on to giving it a time frame, but if not, consider if you really will exceed sales goals.

A time-bound goal has an end date. Make sure that it is a realistic period. In this instance, ten years would be enough time to move up the ladder to become a manager, regional manager before becoming sales director.

Now the goal looks like this: Gain the experience, including certifications, and track recorded by exceeding company sales goals that are needed to become the sales director in ten years so that I can use my leadership skills.

Think about your goals. What would a SMART goal look like for you? Would it be open up a second location or having several locations? Would it be getting an M.B.A. so that you can better lead your organization? Perhaps, it is a numerical goal such as having a million dollars in revenue for the fiscal year. Create your SMART goal and go for it!

Business Coach in Atlanta

Forming the Right Process to Grow Your Business

Key Components in a Business – Part 5

This one is probably my most favorite section. It’s what I do best; it’s what comes naturally. After all, everyone likes doing things that they are good at.

Process is all about the way you do business. If you can document clear ways on how you do business, consistently refine it, and communicate it to your team to execute, you are off to a great start.

You won’t be able to get to the next level in your business if your process is in your head and not in your people’s head. You must get it down. Winging it as you go won’t work long term.

If you lack processes now, you can probably get by, but eventually, when it comes time to replace you in the business, the business won’t be able to stay above water. If your goal is to replace yourself in the business and hire others to do the work you are doing now so you can focus on growth or other fun things, you must document your process.

Putting It All Together

I was the sole owner of a $1,500,000 business and little did I know the business lived and died based on my results. A year into the business I took a couple of weeks off. When I returned, I found unsettling news.

I had a good scorecard, but I realized our sales numbers and metrics were off. After thinking about it, I discovered that I never documented my sales process the way it needed to be documented.

As a result, I was the best salesperson we had. I knew how to build relationships with clients, give them value, explain why we were the best, and figure out a way to show them how our product will get them what they want, typical sales 101. I was also the best at handling every single customer objection as well. The problem was when I was not answering that phone; we were missing opportunities.

Once I realized that truth, I went to work. First, I recorded every single sales call that I made. Next, I wrote down every customer objection I heard. After I had that step completed, I then took those sales calls and objections to form my process. To document it, I wrote our “Sales 101 Guide.” It literally documented everything in the book regarding sales. It even included audios of me in live sales situations so when I trained other salespeople, they had real-life examples of me doing it.

Atlanta Business Coach and Integrator

Overcoming Issues Holding Your Business Back

Key Components in a Business – Part 4

Issues – we all have them, some more than most. Like people, all businesses have them too. I love how people try to rename these and call them challenges or something softer, but at the end of the day, they are what they are – issues.

They are a pain in the butt. Correcting them isn’t always fun, but you can’t sweep them under the rug. If you down identify them, discuss them, and solve them, they will linger around. These issues are why your business doesn’t grow the way it needs to grow, causing the business to act in a way that is not efficient and holding you back.

Let’s solve them.

To tackle our issues, we have weekly meetings in each of our companies. They are held the same day, same time, and have the same agenda. Working together, we use these meetings to solve our issues.

The good news is that most issues are not all that complicated. Your ability to be willing to dig in and attempt to solve these issues in your team meeting will be the extent to which you can grow.

In our day-to-day business, taking time outside of operations to solve issues doesn’t really happen. That is why you need to have weekly meetings with a significant amount of time to solve your issues each week.

If you can create an open and honest culture where people are valued, and they feel safe to share, you will be surprised at the team’s ability to tackle and solve the issues at hand.

Question to Ask: What type of environment are you creating where your people can share issues freely?
Question to Ask: Do you have some sort of consistent meeting to solve these important issues?

How this Works

I have been a partner in a restaurant franchise, and we use our scorecard to track our average ticket price of each salesperson (some call them waiters/waitress), but they are salespeople no matter what you say. We tracked all thirty employees, and each week we noticed that about a third of the salespeople’s ticket sales were lower than the rest of the staff.

Once we went through our IDS (Identify, Discuss and Solve Process), we realized that it was not their fault. The management team did not follow the onboarding process and skipped the two-hour training on how to “upsell.”

We realized that the real issue was not the average ticket sale being low. It was that our manager was not following the onboarding checklist and was not training people by the book. Instead, she was training people on what she enjoyed training on, which was customer service and operations, leaving out sales. As a result, our sales staff looked bad, and business was down.

Thankfully, our manager was open to realizing that she dropped the ball on following the process and retrained the entire staff. Within two weeks, that group had their metrics back where they needed to be.

Without our weekly meeting to discuss and solve issues, this would have resulted in actions that could have made the situation worse, not better.