Sunday, October 04, 2026
64 percent of executives say they're juggling too many conflicting priorities, and most SME strategies die from addition, not ambition. Here's the three-step Strategic Short List that turns six priorities into the one that actually moves the needle.
Every public company has one thing most SME owners don't: a board that tells them the truth. Not a cheer squad. Not a group of mates who nod along at the pub. A room full of people whose job is to challenge the plan before the market does. If you're running a $2M–$10M business on your own judgement, with no one qualified to say "that assumption is wrong" before you bet the year on it, you don't have a business strategy — you have an opinion with a spreadsheet attached. The good news: you don't need a formal board to get the challenge a board provides. You need a system, and it's one Kevin has used with founders after sitting on both sides of boardroom tables at McDonald's, IBM, Samsung and nine companies of his own.
The enemy here isn't bad judgement — most SME owners have good instincts, earned the hard way. The enemy is unchallenged certainty. When one person makes every call, with no structured mechanism to stress-test it, errors don't get caught until the market catches them — usually a quarter or two late, after the cash has already gone out the door. Research from McKinsey on strategic decision-making consistently finds that companies with a structured challenge process — a board, an advisory panel, even a formal pre-mortem — make measurably fewer large strategic errors than those relying on a single decision-maker's judgement. You don't need a listed-company governance structure to capture that benefit. You need someone in the room whose job is to ask the question you're avoiding.
This is the framework Kevin builds with clients who have no formal board and no plans to get one. It gives you real strategic challenge without the governance overhead.
1. Recruit four seats, not a committee — an industry peer, a customer-side operator, a numbers person, and an outside facilitator.
2. Run a quarterly Strategic Challenge Session with a fixed agenda: the number that matters, the assumption you're betting on, the failure conditions.
3. Send the real question in advance — specific questions get specific challenge.
4. Keep a Decision Log of the challenge raised and your response.
"Kevin D'Ambros-Smith presented on the Icehouse Owner Manager Programme and he was brilliant… it was the most notes I have ever taken from any speaker."
— Steve Holloway, Founder, Between Two Beers Podcast (Winner, Best Business Podcast, NZ Podcast Awards)
Most SME owners know a sounding board would help. Almost none of them build one. The real obstacle isn't time — it's exposure. Recruiting your own challenge panel means voluntarily putting your blind spots in front of people who'll notice them, and most owners have spent years being the person with the answers, not the person asking for them. That's precisely where a coach earns their seat at the table first: someone whose only agenda is your business's success, who can facilitate the hard questions before you're ready to hear them from your industry peers, and who can help you recruit the other three seats once you've proven the process is worth the discomfort.
If your biggest strategic decisions are still being made by one person in one head, with no one qualified to push back, that's the first gap Kevin closes with you.
...and you become the owner who has people around you who will tell you the truth before the market does.