Productive Pressure LLC

CEO / M&A Advisor

VON BLUECHER, BLEA AND HUNKIN, INC.

I began my entrepreneurial career as a veterinarian specializing in racehorses

As a vet, I focused on helping my clients get peak performance from their horses. The name of my business, “Productive Pressure™,” came from finding the sweet spot: enough pressure to get fast - but not too much, so as to avoid injury.

As a business owner, I helped our practice grow to multiple seven figures, join forces with other practices, and eventually be acquired by a large aggregator.

Along the way, I earned an MBA and worked with many business owners. I spent hours poring over P&Ls and balance sheets.

I discovered that regardless of geography or size, all business owners had similar challenges.

Company Owner

Business Strategist & Leadership Coach for Busy Professionals | Optimizing strategies, systems, & teams to get your time back with Practice Freedom Accelerator | Burnout Badass

Whether you are ready to sell your business now or thinking about moving on to your next adventure in the next few years, understanding the current value of your business is vital. 

Do you know what your business is worth? 

Knowledge is power and once you have this information you have options.

As an owner in my former business, we increased the value, grew it (through mergers and acquisitions), and sold it. Now I help others get the business outcomes THEY want.

Through consulting & coaching we work through a process:

TRIAGE: As I did when I was a doctor in my previous career, we start with, "Where does it hurt right now?" We address this first.

VISION: What do you want for yourself and your business? Clarity on your desired outcome will provide a framework for the rest of your decisions.

VALUATION: We always start with the end in mind, but we need to have a baseline so we know where you are today. A valuation of your business shows us which levers to pull to get the outcome you want. Once you have that information, I put on my expert hat and we apply best practices to reverse engineer a plan to get you there.

PLAN: Now that we have a roadmap, I put on my facilitator hat to help you implement the action steps - whether it's stabilize/grow/sell. We adapt as needed and this accelerates your progress and keeps you on track.

TRANSITION/SELL: At some point you will leave your business whether you want to or not. We include this eventuality in our plan so that whether you pass the business along to a successor, or sell it internally or externally, the transition will be as smooth as possible.

If any of the following apply to you:

* want to know the value of your business
* are ready to sell your business
* want to get your business ready to sell 
* want to grow your business through acquisitions
* think we may have other synergies we should discuss

Message me or book a call

Dawn Bloomer MBA, DVM

Built to Benefit

Founder and Coach

Toastmasters International

VP of Membership

Helping others grow their communication and leadership skills

Chapter President

BNI (Business Network International)

Member · Business Coach

Positive Intelligence

Your mind can be your best friend or your worst enemy.  Our app-guided program helps you strengthen the part of the brain that serves you (your sage) and quiets the part of the brain that harms you (your saboteurs).

PQ Coach

Noble Restaurant

• Transitioned the business from a generic family restaurant to a destination restaurant for those looking for vegan, allergy friendly and clean ingredient meals.
• Installed, implemented and trained the Toast POS including KDS screens and wired/wireless access point to improve the guest experience, restaurant operations and profitability.
• Business was growing at 5x industry average at time of acquisition.
• Utilized menu engineering, paid ads, text marketing and brand positioning to grow business.

Owner

Premier Window Cleaning LLC

After nearly 20 years in business ownership, including exiting a 7-figure company growing at 8x the industry average, I’ve learned this:

The best businesses don’t only make money—they make a difference.

Today, through Built to Benefit, I work with small business owners who want to build companies that work for them and those they serve—employees, customers, families, and communities alike.

My coaching is shaped by experience and grounded in empathy. I’ve walked the highs and lows of ownership. I know what it’s like to feel overwhelmed, unsure, or stuck—and I know what it takes to move through that and thrive.

What I focus on with clients:

→ Developing confident, values-driven leadership
→ Creating cultures where employees take ownership and actually care
→ Mapping profit levers and building incentive systems that work
→ Clarifying vision and aligning strategy with sustainable growth
→ Shifting from “running the business” to truly owning it
 
Whether it’s through 1:1 coaching, cultural reset programs, or strategic consultations, my goal is simple:
To walk alongside business owners and help them lead with more clarity, more confidence, and more purpose than ever before.

Because when small business owners thrive—everyone thrives.

Let’s connect if you’re building something that matters and want a thinking partner to help you do it even better.

Andrew Lamppa

Every employee you have should know:

1. How they impact your revenue.
2. How they impact your profitability.
3. How they impact long-term company value.

This is especially critical if you employ less than 20 employees.

When employees don't know these three, they focus on tasks instead of outcomes.

They stay busy, but the business doesn't grow.
They wait for instruction instead of thinking like owners.
They show up for work but they don't improve the company. 
And you continue to carry all of the weight.

Moving into building roles with clarity, scoreboards and transparency - employees become multipliers, not overhead.

Most small businesses don't need more employees.
They need employees aligned to the financial drivers of the business. 

Give them clarity.
Show them how their work matters.
Reward their results.

Employees show up when you show them how to win.

Wearing all the hats? Micromanaging everyone? Want employees who really show up and get it done 💪 — without burnout, chaos, or wanting to sell your business every Friday? We should talk.

On this small business Saturday, I want to share a win that one of my small business clients had recently.

He owns a small accounting firm and was struggling to hit his realization rate.

We implemented three things that really helped him hit his goals for the first time in a couple years:

1. Employee Success Agreements
2. Weekly meetings
3. Properly designed Purposeful Incentive Plan

In Q3, he finally hit his goal and paid out over $10,000 to his 5 employees in quarterly bonuses.  

This is what can happen when you show people we win win (our goal) and when we win (the reward).

If you want true freedom in your business, you don't need more SOPs. 

You need to delegate the thinking - not just the doing.  You need to delegate ownership.

Here are the 4 Levels of Delegating Ownership:

0. Novice – Needs instructions
1. Task Owner – Follows SOPs
2. Process Owner – Recommends solutions
3. Results Owner – Owns the outcome
4. Growth Owner – Improves the system + mentors others

The goal?  You monitor the dashboard - not your people.

Obstacles are all around us. Sometimes, you just need to do the work.

Showing your employees how they can win is one of the most important ways to get them to care as much as you do about your business.

Want your employees to resent working for you?  Do this one thing: Don’t give them a target to shoot for.

While talking with a relative over Thanksgiving, she mentioned to me she didn’t like her boss.  

She said the reason was because her boss micromanaged her work and had a standard but was unwilling or unable to communicate what that standard was.

If you have employees, giving each of them a critical result will not only allow you to let go of feeling the need to micromanage, but also give them a target to shoot for.

As you prepare for 2026, start thinking through what every employee’s critical result should be.  

If you don’t want to do it on your own, let’s connect.  I’m here to help and happy to serve.

Work-life balance has little to do with hours on the clock. 

It has everything to do with the amount of energy you have when not on the clock. 

If you want your employees to have better work-life balance, focus on giving them meaningful work and a purpose greater then themselves.

Who would you need to be as an owner and what would you need to create as a culture to have a waiting line of employees eager to work for you?

Do you want a team of “helpers” or “owners”?  

Oftentimes, when a “a good job” isn’t defined, people default to staying busy, avoiding mistakes and not rocking the boat.  You can’t build a high performing team if the standards are invisible.  

Turning your core values into core behaviors that are observable prevents this and create a shared language of ownership.

Suddenly, your people stop acting like employees… and start thinking like owners and leaders.

If you want your employees to sell for you, educate them on what makes your company different than your competiors

.

Why every employee needs to know their purpose.

This thanksgiving, instead of telling your team thanks or good job, acknowledge them instead.  Here’s how:

1. Name the specific behavior or action.
Not “good job.”
Something real. Tangible.

2. Call out the effort or mindset behind it.
What did it take? What did they push through?

3. Connect it to how it impacted you, your team, your company or the individual. Because people care more when they understand their impact.

Be thankful — but be specific.
Be appreciative — but be formative.
Be the leader who uses today to reinforce the culture you want tomorrow.

Happy Thanksgiving.
Your team deserves to hear why they matter.

If you aren’t implementing your core values into your company, you’re missing a huge opportunity to create the culture you want.

Poorly designed incentive plans carry many risks.  Here are three of them:

1. Creates entitlement among your staff if employees are rewarded for outcomes they didn’t create
2. Creates frustration when your employees show up better but profits or payouts dip outside of their control
3. Incentives short-term behaviors that can hurt the company in the long run

Instead, purposeful incentive plans avoid these pitfalls by paying out based on:

1. Company performance
2. Quarterly strategic objectives
3. Personal performance

If you want help designing your incentive plan for 2026, let’s chat.

If you’re frustrated that your employees may not give the same level of service to your clients as you do. One of the reasons is that your core values aren’t being lived out.

To turn your core values from a static concept to a way of being you need to convert those into core behaviors and talk about it on a weekly cadence with your team so that they can see how your core values can be lived out in the day-to-day operating of the business

When people think of your brand, what do they think about?

The carrot and stick method of leading your people is not broken, it actually works pretty well as long as you don’t dangle the carrot in front of them indefinitely.

If your nervous to establish a compressive incentive plan because of past mistakes, you need to build trust in your team. One way to do that is give them a payout table that communicates how much they’re incentive will be every quarter and what needs to happen for them to receive it. 

We win when - you do x
When we win - you get y

Most service firms are missing their revenue goals. The culprits: 

❌ Utilization too low
❌ Realization bleeding cash

If you're constantly pushing toward targets and still coming up short — this is probably why.

We fix it with one system: connect effort to revenue, track the right numbers, and build incentives that actually drive margin.

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The Battle

Dawn Bloomer MBA, DVM

Andrew Lamppa

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The Battle

Dawn Bloomer MBA, DVM

Andrew Lamppa

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