Jeff has been a member of The Rawls Group since 2002 and specializes in family business succession planning. He is responsible for cultivating and facilitating client relationships, relying upon his background in family counseling to navigate the unique challenges of family dynamics in the succession planning process.
Jeff earned his undergraduate degree from Samford University in Birmingham, AL with a major in Psychology, and his Master of Science in Counseling from Georgia State University. Jeff also earned a diploma from the Psychological Studies Institute where his studies focused on the integration of theology and psychology.
Jeff’s experience as a succession planner has allowed him to understand the delicate balance of the family-business system, and Jeff is currently writing his first book on this topic. Jeff is passionate about helping families in business develop more effective and productive relationships and is also technically proficient in the financial planning field for closely held businesses. Jeff holds several insurance and NASD registrations and is an investment advisor representative and is also working toward the Certified Financial Planner® designation to further enhance his financial planning skills. Jeff has spoken for the National Poultry and Food Distributors Association, Georgia Auto Dealers Association, Dixon-Hughes Certified Public Accountants and Advisors, and Conditioned Air Association of Georgia on topics dealing with comprehensive succession planning.
David’s finance, management, sales and marketing background make him the go-to resource to help drive long-term growth and profitability for clients. David has specialized in the launch and growth of independent startups and new business units across multiple industries, working with CEO’s and executive management to achieve aggressive growth goals and prepare their organizations for eventual sale. As a member of The Rawls Group, David focuses his work with owners and management teams specializing in strategic planning, business performance, management synergy and teamwork. He helps identify areas that effect performance and culture – transforming managers into effective leaders.
David is a graduate of East Carolina University where he earned a BSBA in Accounting. He grew up in a family automobile business where both 2nd and 3rd generations are still active today. His personal family business experience laid the early framework for learning about closely held family owned businesses along with the challenges and opportunities they represent.
David speaks at industry meetings and events as well as helps conduct workshops in the area of general succession planning. He also serves on several advisory boards for charitable organizations.
Kendall is the Director of Development for The Rawls Group. Since officially joining the firm in 2004, she has navigated issues that many business-owners face including, working effectively with family, building rapport with key management and outside strategic partners, influencing teamwork, and implementing strategic initiatives to drive growth and increased performance of an organization. Kendall knows and understands the challenges that impact the success of entrepreneurial owned businesses, and offers a unique perspective derived from her background and her experience as a second-generation, family-member-employee of The Rawls Group.
Kendall is a frequent contributor to national industry publications within the automotive and multi-unit franchise sectors and is a facilitator for the NCM-Rawls Dealer Executive Program. In her spare time, Kendall enjoys spending time with her dog, practicing yoga, playing beach volleyball, and volunteering for her local neighborhood association.
Episode 9: Do employees leave the organization or their boss? Attributes of the leadership of an organization make up the perception of the organization to its people. Ensuring leaders of the business have the four core attributes in place is critical to ensuring employees have the proper perception. In addition to leadership attributes, [...]
Episode 8: When unemployment rates are low, what is the impact to organizations ability to retain talent? When unemployment rates are low it means organizations have a much larger target on their key talent. Never is it stronger than when there are more jobs open then there are people to fill them. A [...]
Episode 7: Should organizations intentionally review their talent? Organizations who create teams that win, stay relevant and competitive. Creating winning teams means intentionally reviewing your key talent consistently and often. Develop your teams to have depth, and ensure you have succession strategies in place to replace those roles where people have moved onto [...]
Episode 6: What can organizations do to retain key employees? Retaining key employees is critical to the success of an organization. One way to accomplish this is to have retention strategies in place. In addition to employee engagement, strategies should include personal and professional development, amongst others. What can organizations do to retain [...]
As we begin to see the first signs of the economy opening from the global pandemic meltdown of the last few months, it makes sense to look at your business through a different lens. Now is the time to plan for the other side. If you wish to come out of this pandemic with [...]
Episode 5: What is one of the biggest mistakes employers make when retaining key talent? Businesses often overlook, or perhaps take advantage that recruiters are always after their key talent. Organizations need to continually recruit their own people. As individuals progress and mature in the organization, it is critical to understand their needs [...]