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.
Differences between siblings, cousins, in-laws, or between parent and child can be devastating to family relationships and the business. It may begin with some small incident that escalates or a series of decisions that never gets resolved due to differences in perspective or opinion but regardless of the trigger, it can lead to devastating results [...]
When starting out, business owners are not looking at the end game. Much less is there thought of engaging in succession planning. After all, isn't succession planning for when the end in near? That is where most business owners make their mistake, thinking succession is only about exit strategy, estate planning and retirement. And they [...]
Culture is critical in recruiting and retaining top talent. Part of building a winning culture is ensuring you are hiring the right people. The stronger your team of people, the more efficient your operations will run and the more likely you will have a bench to groom future managers and leaders. How does all of [...]
Just as important as financial due diligence is cultural due diligence when acquiring new businesses on your path to growth. That is intentionally comparing cultures, mission, and goals to determine if they are in alignment with your existing company culture. As we all know, the people and the customers are what keep the business growing, [...]
Please forgive us for being academic, but in order to fully understand business succession, we are going to define a few terms. First, an often confused first cousin, business continuity or exit planning: As the term describes, business continuity is the continued existence of a business, as in the business continues. An exit planning [...]
Misconception #5 - A Succession Plan Isn't Needed If I Plan to Sell A common misconception is the thought that plans to sell your business negate the need for succession planning. Unfortunately, this thought process couldn't be more wrong, and has a direct impact on the amount of cash you’ll have in your pocket [...]