John Heinaman and his son, Mark, founded Heinaman Contract Glazing (HCG) back in 1988, and from the start, the business bloomed into a full-fledged, family-run operation, which included not only his son, but also John’s wife, a daughter and her husband. Family-owned businesses typically face unique challenges and are never easy; however, this architectural aluminum-glazing firm gained immediate ground in its field, earning a solid reputation and experiencing annual growth of roughly 20 percent. No doubt, the progress was positive – the company ran smoothly, work was steady, and staff members were content. Not so content, however, were the Heinamans because they were acutely aware of the business’ potential to do much better. They recognized that the growth was good, but limited capital and cash was keeping them from taking important risks, implementing change, and achieving greater levels of success. Quite simply, with more capital in its pocket, HCG could have managed up to 35 percent growth on an annual basis, opening the door for new business opportunities.

Having heard rave reviews about MAP through a previous employer, John attended MAP’s 2.5-day executive workshop in Newport Beach during the early 1990s. But it wasn’t until 2006 that he made an official commitment to enlist the regular support of a MAP consultant. At this point, John was convinced that MAP’s customized, structured business coaching could help HCG achieve its full potential – and he was right. The implementation of a systemized management approach refined how HCG addressed goals and controls, or the measurements that enabled staff and leadership to stay focused on its objectives. What’s more, this sharper focus on creatively setting and achieving smaller goals eventually led to the accomplishment of HCG’s number one goal: profitability. MAP’s coach held people accountable through Vital Factor Team meetings, and this deadline-oriented, objective accountability was crucial to HCG’s success – and still is today.