Corporate Services Group

The founders of Kingdom Companies are Christian business owners with years of experience in both operating their own companies; but also in serving other Christian business owners through marketplace ministry and direct consultation.

The Corporate Services Group of Kingdom Companies was formed to allow them to serve members who are committed to the principles and practices of Kingdom Companies but who may need help in transforming their companies to align with this vision. Our Group is led by founders Alan Ross and Dale Bissonette and supported by a virtual team of committed Christian leaders throughout the country with expertise and proven experience in every aspect of business. We are a virtual SWAT team of “Spiritual Weapons and Tactics” designed to support the needs of our members.

It is our heartfelt desire that we can Certify leaders within our member companies to apply the same tools and programs we have developed and are offering through Kingdom Companies, however in those instances where the need is too complex or there is a need for greater in-depth assessment, we offer these services on a fee basis to our members. The fees cover the costs of the specialists we use and also support Kingdom Companies operations and ministry and field support programs.

Not only is a member getting the best, proven support and transformation programs, they are assured that throughout the process, the Kingdom Company principles will be adhered to, taught and shared. For those who are concerned about potential problems of acceptance of this process, rest assured our ability to being the truth of God into every aspect of the business without offense, without excuse and certainly without external vestiges of “religiosity” has been the hallmark of our success.

The MISSION of the Transformation Engagement

• To engage and lead in the transformation process for a Kingdom  Company member who desires to distinguish their company as the market leader;  through a five phased Transformation Engagement

• To create increased financial value for clients by transforming their company to a customer covenant culture with increased profitability, performance and employee satisfaction as part of their core culture; while doing so in a way that sets apart the value of people; customers, employees and suppliers, in the process. We assist in balancing the constant tension between creating long term economic value in the marketplace and valuing people the way God values them.

The GUIDING PASSION & PRINCIPLES of the Engagement Team

• To “lead” change in an organization by leading others in the organization to align with a Godly vision and guiding principles

• To develop and adhere to covenantal relationships, defined as:
• Doing what is in the best interest of….
• Customers
• Employees
• Suppliers
• Community
• Shareholders
• ….in alignment with and fulfillment of the members vision

• To maintain the highest levels of integrity, building our trustworthiness in the areas of leadership, stewardship and relationships

• Guided by the simple standard, “do the right thing on behalf of others” in all of our decisions and actions

The Kingdom Companies Transformation Engagement
Change is the only constant throughout service industries of all types. From banking to insurance to distribution services, the challenges are unique, but similar. First, is the challenge of integrating an entirely new way of thinking and acting by our employees on behalf of customers; second is driving those cultural changes to every level throughout the company.

There are five distinct phases within the Transformation Engagement. Not every member may need all five phases, but there must be a core of strength already in place for the five to work together effectively. They are synergistic and nature and build in each other so at the end of the Transformation Engagement, we can disengage and the process continues through the transformed lives of leaders and employees at every level.

Phase I – The Assessment
Through on-site interviews and our on-line DNA Assessment, we are able to determine not only where the focus must be on transforming the company culture but also on who should lead the transformation from within the company.  

Phase II - Transformation Task Team
One of the most significant advantages of the Transformation Engagement process is through our development of the Transformation Task Team, made up of leaders within the company, supported by specialists from every field if needed. Those company leaders who are the primary transformation agents in the process help develop the strategic Initiatives, learn how to engage employees in the transformation actually implement the transformation throughout the process.

Phase III – Silhouette Strategic Planning, Strategic Initiatives
We are not a ministry of trainers and consultants, but a ministry of practitioners, having served and led in the industries we now serve. We know the issues from a practical and realistic standpoint and we address those issues “head-on”. The key to organizational transformation begins at the strategic level, providing a clear understanding of the current state and a clear picture of what the future state should look like. It then focuses limited resources and energy on transformation, while the member company goes about its daily business serving customers. Our process allows leaders to “WORK ON” the company while they are “WORKING IN” the company.

Phase IV – Legacy Leadership
With the Strategic Initiatives developed, implementation takes place through the Legacy Leadership development program with every level of leader brought into and made part of the transformation engagement. Customized for the member and designed to use existing leaders to “LEARN, DO and TEACH.” It is the most effective and least costly way to develop organizational competence. It is the way our Lord did it.
(Note: The Member Certification program, free to all members, applies the same development processes within the Legacy Leadership program but without customized focus on Strategy or Vision. It is assumed these vital ingredients are either in place or will be readily determined through the Legacy process.)

Phase V – Unconditional Employee Excellence – Creating a Customer Centric Company
Every employee develops a Personal Development Plan , aligned with the needs of the company and with a customer centric focus. Even in companies who have not participated I the first three phases, companies who already have a clear sense of vision, mission and a well developed strategy for success, the Legacy Leadership and Unconditional Employee Excellence process has proven tremendously successful in aligning employees at every level, releasing a focused excellence
(Note: As in the case of Legacy Leadership programs, the Member Certification program will train leaders from member companies for free as part of their membership fee. Again, customization of the process is not possible through the Certification program and is expected to be the responsibility of the member.)

Summary
Development programs are considered to have a fifty percent success rate at best. At Kingdom Companies we have perfected the cultural transformation, making ours the best, most effective and efficient investment in employee and cultural transformation that members will ever make. Whether you have a viable, compelling and clearly articulated vision and mission or are in need of developing one, the Transformation Engagement can be a powerful ally and catalyst for positive change.

Our Engagement Leaders

Alan M. Ross

Kingdom Companies Founder and CEO

In September of 2001, Alan Ross formed Corporate Development Institute, Inc. (CDI) after serving as CEO of the Fellowship of Companies for Christ International (FCCI) for four years. Prior to joining FCCI he had developed a process for turning around troubled companies and for growing smaller companies, which he developed into the Masters Institute for FCCI. Over 300 companies participated in the Masters Institute in 1999 and 2000. In 2001, Alan formed CDI to take these principles to a broader platform with CEO’s and other senior business leaders who desired to operate their companies as Kingdom companies.

In 1989, CDI Founder & CEO, Alan Ross began his first turn-around in Toronto, Canada, with Sklar-Pepplar Furniture, Canada’s largest and oldest furniture manufacturer who was in CCAA (Canada’s version of Chapter 11).  After three years, the company was successful in emerging from CCAA and continues to grow and thrive to this day.

The following year, Alan assisted the Ontario Development Company in “rationalizing” the furniture manufacturing industry in Ontario, successfully creating a North American sales & marketing firm while consolidating the manufacturing operations of thirteen smaller manufacturers. It was over the course of these four years that Alan developed the Beyond World Class Company Transformation Model.

Working as a Senior Consultant and Principal of Team Resources, an Atlanta based consulting and development firm, Alan began applying these transformation and leadership development tools within a number of industries and with companies on the verge of dynamic growth as opposed to companies needing to be turned around. The application of these principles proved extremely valuable to these growing companies as much as they did for turn-around companies.

In 1996, Alan assumed the role of President and CEO of Fellowship of Companies for Christ International (FCCI), a nonprofit association of over 5,000 faith-based business owners. As CEO, he developed and implemented the Masters Institute which provided CEO training and support in applying the principles he had used in his own practice. Over 350 companies successfully completed the Masters Institute for CEO transformation.

Realizing the need to expand the impact beyond the CEO and beyond companies in FCCI, Alan began Corporate Development Institute, Inc. (CDI) in late 1999, remaining as CEO of FCCI for an additional year. CDI specialized in Transformation Engagements and Executive Leadership Team development. This work became the background for the 2001 publication of Beyond World Class. In 2001, Ross developed and implemented the Unconditional Excellence program for employees which became the foundation for his second book, published in 2002, Unconditional Excellence.

For the past 18 years he has been engaged in companies from diverse industries; banking, commercial insurance, manufacturing, technology, transportation and distribution. His expertise is in turning around privately held family businesses where changes in the marketplace, the economy or the industry have devastated the company, leading to significant financial strain on the company and the family involved. Ross engages in the turn-around taking an active role.  Ross has been instrumental in assisting growing privately held companies to dominate their industry segment, using the Transformation Engagement process to develop and implement an expansion strategy.

Today he is also CEO and President of ReNew Refinishing a fast growing service company based in Atlanta, GA and CEO and President of Insignia Specialty Coatings a coatings manufacturer in Wichita, KS. He is practically engaged in the marketplace, keeping him  focused on the very same needs that most Christian Business Owners face today.

Dale A. Bissonette

Kingdom Companies co-founder and  CFO

Dale Bissonette has been a leader in several turnarounds, grass root start-up, and growth oriented service companies ranging from $12MM to $300MM in sales volume.  He brings with him a wealth of knowledge ranging from fundamental financial analysis, executive management, Merger and Acquisition expertise, HR and strategic planning. With Dale’s background, Kingdom Companies applies practical, as well as sophisticated financial and business management methods and tools, to aid companies better understand the success and failure indicators and metrics.

Dale’s background ranges from public accounting in his early years, to being the CFO of several mid-sized companies, as well as President of a closely-held Electric Power Systems service company, SUNOHIO, Inc.  SUNOHIO, Inc. was created by acquiring a business from a German utility company, RWE, and forming a new independent service company. Most recently, Dale has held the position of Vice President and Treasurer of  S.D. Myers, Inc, which resulted from the merger of SUNOHIO, Inc. and S.D. Myers, Inc., which he organized. Initially Dale lead the turn around of a failing business unit of S.D. Myers, Inc. which had never made a profit and had lost $1.6MM on $11MM in sales. After 9 months a resulting break-even was accomplished which allowed the consideration and execution of the acquisition of its largest competitor. Sub sequentially , this business coupled with a supporting business unit was sold through Dale’s leadership for 3.5 times greater that it was purchased just 2 years prior to General Electric. This created great financial benefits for shareholders and made available a material amount of funds to launch a new business and grow the remaining profitable business.

With experience in setting up new operating locations in a growing business, disassembling unnecessary operations and support activities which  businesses have over built, managing a multi-million dollar litigation project, and negotiating many divestitures and acquisitions of multi-million dollar sizes, Dale will provide a depth to our acquired businesses  on many fronts.

In addition, Dale has led Strategic Planning sessions for both not-for-profit organizations and for-profit companies. He has also led change management principles and mentored employees at various level of an organization.  Dale has had, and currently is, maintaining several Board positions including Chairman Roles within Christian organizations. This 24-year experience will aid in the Executive coaching and executive leadership in all investment opportunities.

                                                          Member Company
                                                               Target Group

  

	Executive Leadership	Line & Supervisory Management	Employees
Engagement Process	Strategic Identification	Tactical Application	Day to day  Implementation

Phase I                               KC  Interviews --------------------- Assessments-----------

Phase II and III                  Member Transformation Team

Phase IV                                            Legacy Leaders Task Teams

Phase V                                                                      Unconditional Employee Excellence