Our Story
Our founder and principal business consultant is Russ Nathan C Eng CBE. He is probably best known for taking Romtec plc from start up to public quote on the AIM market. This IT business grew rapidly through organic growth followed by joint ventures, acquisitions and finally being itself acquired by a US corporation.
Previously he was a specialist in the computerisation of production management in manufacturing companies then advancing through a sequence of high profile jobs with major IT companies. In parallel with the day job he chaired several public sector organisations including Business Link for which he was the national chairman.
More recently, Russ set up Russ Nathan and Associates in order to make his extensive skills and experience available to SMEs with high growth potential.
Russ’s approach to business mentoring is not that of conventional consultants. For the clients of Russ Nathan and Associates, he is a force for a strategic and planned approach to achieving greater business success. For example among current clients:
We have worked for a client in the construction sector for 3 years and in that time their turnover has tripled.
Our client in the recycling industry was restructured and is now achieving 25% revenue growth year on year.
Our founder, Russ Nathan was awarded a CBE for his services to training & enterprise
Career Experience
Pioneering the design and implementation of integrated production and commercial IT systems (Ronson)
Heading up a division of 300 IT professionals in my early thirties (Scicon)
Early participation in the development of IT facilities management in the UK (Hoskyns and EDS)
Start up and growth of an IT marketing services company to a listing on the AIM market. (Romtec plc)
National chairman of Training and Enterprise Council and Business Link (UK Government)
Negotiation and merger with major IT research corporation (Total-Romtec)
Racing driver competing in the national series GT Cup; 8 podiums in 22 races.
Q: Your business mentoring experience and client achievements are impressive but can we be sure this works for us?
A: Let’s arrange an initial non fee meeting to discuss what you want to achieve. We can explain how we have approached similar scenarios with previous clients giving you confidence that we can work successfully with you.
Q: Business mentors are expensive so how do you justify your fees?
A: Firstly we are not as expensive as big accounting and consulting firms. We establish a cost benefit justification. For example, we may be contemplating a line of business profit centre structure and would estimate the expected benefits in terms of increased revenue and profit.
COACHING
A service which supports individual and team development.
Unlocking an executive potential to maximise their own performance.
Successful coaching must adopt a more optimistic view of dormant capability. Enables individuals to be aware of their potential and to tackle the interferences which may hold them back. Encouraged to believe they are more capable than they think!
Enables an individual to define clearly what they want to achieve. Goals, reality and options defined agreed and enabled with an action plan.
Builds the will to commit to changes in their behaviour.
Develops awareness and understanding of their role in achieving goals and the need to motivate colleagues in their team. Solo working doesn’t work.
Coaching helps with change management in overcoming resistance and developing the will to deliver change.
Coaching input should be followed by regular reviews to evaluate performance against objectives agreed for the coaching programme. These reviews provide the opportunity to stretch goals and build confidence and motivation.
MENTORING
A service which improves company performance based on the experience of the mentor.
Challenges the chairman’s or CEO’s vision for their company. How can company performance be improved to meet more ambitious targets?
Develops understanding of market positioning and competitiveness as a basis for setting bullish performance targets.
Enables longer term thinking - drafts a top level 3 Year Plan for the business. Sets out a revenue, profit and cash profile. The growth targets in the plan will be informed by industry trends, market data and investment and be underwritten by an excellent sales and marketing function.
Challenges and evaluates the top level team. They (the owners and directors) must be bought into and be 100% committed to the 3 Year Plan.
Promotes changes in the team if it does not have the capability or commitment to deliver the changes required. Does not shy away from repositioning people in jobs to which they’re more suited, promoting internally or, if necessary, to recruiting externally. These are vital steps in building an organisation structure which provides a platform for planned growth.
Establishes disciplined reporting processes to monitor company performance against the 3 Year Plan, annual budgets and evaluation of significant organisational changes. (Monthly board meetings, formal board documentation and supporting minutes are essential).
Mentoring input should be reviewed at regular intervals in order to evaluate impact on company performance against the 3 Year Plan. These reviews provide an opportunity to stretch goals and build confidence and motivation.
COACHING
A service which supports individual and team development.
Unlocking an executive potential to maximise their own performance.
Successful coaching must adopt a more optimistic view of dormant capability. Enables individuals to be aware of their potential and to tackle the interferences which may hold them back. Encouraged to believe they are more capable than they think!
Enables an individual to define clearly what they want to achieve. Goals, reality and options defined agreed and enabled with an action plan.
Builds the will to commit to changes in their behaviour.
Develops awareness and understanding of their role in achieving goals and the need to motivate colleagues in their team. Solo working doesn’t work.
Coaching helps with change management in overcoming resistance and developing the will to deliver change.
Coaching input should be followed by regular reviews to evaluate performance against objectives agreed for the coaching programme. These reviews provide the opportunity to stretch goals and build confidence and motivation.
MENTORING
A service which improves company performance based on the experience of the mentor.
Challenges the chairman’s or CEO’s vision for their company. How can company performance be improved to meet more ambitious targets?
Develops understanding of market positioning and competitiveness as a basis for setting bullish performance targets.
Enables longer term thinking - drafts a top level 3 Year Plan for the business. Sets out a revenue, profit and cash profile. The growth targets in the plan will be informed by industry trends, market data and investment and be underwritten by an excellent sales and marketing function.
Challenges and evaluates the top level team. They (the owners and directors) must be bought into and be 100% committed to the 3 Year Plan.
Promotes changes in the team if it does not have the capability or commitment to deliver the changes required. Does not shy away from repositioning people in jobs to which they’re more suited, promoting internally or, if necessary, to recruiting externally. These are vital steps in building an organisation structure which provides a platform for planned growth.
Establishes disciplined reporting processes to monitor company performance against the 3 Year Plan, annual budgets and evaluation of significant organisational changes. (Monthly board meetings, formal board documentation and supporting minutes are essential).
Mentoring input should be reviewed at regular intervals in order to evaluate impact on company performance against the 3 Year Plan. These reviews provide an opportunity to stretch goals and build confidence and motivation.