Diane Mentzer Email and Phone Number
I bet when you started your business you thought you’d push hard for a few years, then take your foot off the pedal.Yet you’re still stuck with your foot on the accelerator.Working long hours & missing out on life is the norm.What’s worse, your business hasn’t reached its full potential. I see it with my clients all the time. Every minor decision still crosses their desk.Deadlines are missed, & they don’t know what to do to break the $3M mark.If you’re nodding along, you have 2 options:1. Keep pushing yourself and your team harder & harder, praying the tide turns in your favor.2. Get a proven blueprint & start seeing results right away.Many $2M-$4M businesses choose option 1.But even with a clear vision, struggling with ops results in losing the most loyal customers, key employees, thousands of dollars in profits…and eventually going bust.Now, imagine your business is running smoothly.You can finally work ON the business (not in it), and have time for your family & yourself.You are leading the way, no longer looking over everyone’s shoulder, and your COO is handling the day-to-day -- so you can focus on the next big thing. “How the hell am I going to get there?” I hear you ask. Here’s how.By following my 5-step Ops Success Blueprint, taking you from overwhelmed & plateaued to energized & growing in a year.Profit increases, customer satisfaction goes up, employees stop leaving, which leads to stronger sales and increased revenue.Together we will:1. Develop a customized plan to close the gap between where you are today & your vision.2. Clarify goals, roles & responsibilities so your COO can handle the day-to-day.3. Make sure you have the right people in the right roles so you can grow.4. Set the right KPIs & focus on work that moves the needle so you actually achieve your goals.5. Continuously improve as we execute your plan so you can finally break the $3M+ mark.No need to invest in a new system or change everything from the ground up.We start where you are, tackle low-hanging fruit, & make small changes that are easier to adopt & maintain.My results speak for themselves. Here are a few I’m proud of:🗸 Doubled the size of a gov. contracting firm in 3 years.🗸 Grew a division by 400% without compromising quality.🗸 Integrated the EOS operating system incrementally - without huge expenses, delays, or daily ops disturbances.So the question is – do you want to transform your stretched-too-thin $2M-$4M business…Into a finely tuned $5M+ company?If so, DM me “SCALE” & I’ll send you the full details.
Diane Integrates, Llc
View- Website:
- dianeintegrates.com
- Employees:
- 1
-
Coo And Second-In-Command CoachDiane Integrates, LlcGermantown, Md, Us -
Business Operations Advisor & Coo CoachDiane Integrates, Llc Jan 2023 - PresentImagine waking up Monday morning after a great night’s sleep and looking forward to the week ahead - even when you aren’t on vacation.More than that, your employees are doing the same thing.Plus: - No constantly putting out fires. - No depressing meetings about missed goals. - No being held captive by your business.Sounds pretty great, right?But you’ve tried switching to new systems and processes before, and it just didn’t work.Here’s why – implementing a complex system all at once when staff is already overwhelmed and stressed out is too taxing, especially when self-implementing.Meaning, you are trying to change too much at once and people can’t handle it on top of their jobs.That’s where the Ops Success Blueprint comes in.First, we assess where you are and develop a plan. Next, you clarify goals, roles & responsibilities so your COO can handle the day-to-day.Still with me? Now comes the important part.We make sure you have the right people in the right roles so you fill in the gaps and map out your future growth.Leaving you with engaged staff getting things done so you are free to focus on the next big thing.Then it’s time to prioritize & execute so you reach the goals we set.Finally, you get the company you want…Operations are smooth, profit increases, customer satisfaction goes up, employees stop leaving…Which leads to stronger sales and increased revenue.Now, you may be thinking, “How do I know this will work?”Simple.Because these are proven best practices featured in leading business operating systems that have helped thousands and thousands of companies scale.Only in small bites, gently woven into your existing systems.Not sure if your second-in-command is up to the task?That’s where I come in.I partner with you and your COO to operationalize and grow your business.All you have to do is meet with me once a month and get me going with your COO.You in?Great.DM me “SCALE” and I’ll send you the details. -
Vistage Trusted Advisor (Ta) MemberVistage Worldwide, Inc. Sep 2024 - PresentSan Diego, California, UsStudies show that replacing an employee costs 1.5-2X their annual salary.If you pay your managers $65k p/yr.That’s $97,500 - $130,000 lost every time one leaves.When turnover is high, the avalanche quickly destroys profit margins.You probably offer a good salary+benefits & don’t have a toxic culture.This used to be more than enough.But these days, it’s all about the intangibles.Feeling heard & respected, making an impact & opportunities to grow.That’s why this topic pops up whenever you get COOs in a room together.Everyone is worried about losing their best people.This is where the “Power Thank You” comes in.These sincere, specific, timely, & public thank yous: - Make employees feel appreciated when they do great work. This leads to them naturally doing more. - Show what you value, so people understand what’s expected (and do it). - Encourage people to thank each other more, so you build a healthy culture that makes even the highest performers want to stay.I used this strategy myself when building high-performing project teams.And our perfect evaluation scores helped the company win new contracts.It also enabled other peer group members to get employees engaged, so deadlines were met & quality standards maintained.Working through problems my peers were facing & helping them figure out what to do, helped me further develop my methods for interviews (improved the quality of new hires) & handling difficult employee conversations.As a Vistage Trusted Advisor, I am surrounded by people who are like my clients or who are serving businesses like my clients.Because of our different roles & industries, I’m exposed to situations I wouldn’t usually deal with & helping people work through pains I wouldn’t normally experience.Like strategies for managing health insurance costs while increasing the number of plans so employees have the coverage they need & don’t jump to another company.All of which helps me better help my clients. -
Executive Council MemberCeoworld Magazine Sep 2024 - PresentNew York, UsDrowning in information, yet starving for wisdom?CEOs & COOs need a trusted news source with insights on business growth strategies, leadership, and communication. Enter CEOWORLD Magazine.With 12.4+ million page views, it’s the leading business magazine written exclusively for CEOs & the C-suite. -
Eos IntegratorPerformance Excellence Partners, Inc, Jan 2019 - Dec 2023Huntington Beach, Ca, UsIt was January 2019 and we had missed our annual goals - again.Our CEO was desperate.Soon after that, I was incrementally integrating the Entrepreneurial Operating System (EOS).The result?We doubled the size of the company in 3 years.So what changed?Previously, strategic planning sessions resulted in lengthy documents that just sat on the shared drive.With EOS we created a brief, actionable plan that gave everyone a clear picture of what success looked like.Clearly defined roles for the Integrator (second-in-command/COO) and Visionary (CEO) freed us to work in our strengths: - I led operations. - She was free to be the company’s big picture leader.The Accountability Chart (functional org chart): - Uncovered cracks in the structure that need to be fixed for the company to grow. - Improved productivity and morale (because employees knew what they were supposed to do and leaders held them accountable). - Guided our growth by identifying priority hires so we could staff up quickly and correctly when the time came.Employee engagement improved when we started having Quarterly Conversations where I got vulnerable, asked staff how I could better help them succeed, and then shut up and really listened.Shifting to the L10 meeting structure was probably the biggest challenge because meetings were now spent actively figuring out solutions. No more multitasking!But once people got it, improvements were seen in internal operations, solutioning, achieving goals, and communication.We were all more engaged and committed to the company’s success.I fell in love with the Integrator role & heard my calling loud and clear.It was time for me to help other CEOs & their COOs uncover the power hidden in their relationship & streamline operations.So that their: - Profit increases. - Customer satisfaction goes up. - Employees stop leaving. - Sales improve and revenue goes up.And I can't help feeling that the best is yet to come. -
Director Of Projects & Business DevelopmentPerformance Excellence Partners, Inc, Feb 2017 - Jan 2023Huntington Beach, Ca, UsHave you ever had to develop winning proposals for multi-million-dollar government contracts?Because I have. And it still gives me those “high school math test” type nightmares that have you waking up in a cold sweat, thanking God you’re not a teenager anymore.It was my job to go through the solicitations and: - Lead the solutioning & strengths statement sessions. - Help tailor resumes & past performance to the opportunity. - Write technical approach, management, staffing, & corporate experience sections. - Provide feedback & edit sections written by experts. - Pull it all together into a compelling & compliant proposal (without exceeding incredibly tight page limits).The stakes were always high.The success of the company depended on these wins.But I didn’t flinch.Because I designed & integrated a system we could trust to get results.That way, I could keep the team calm & collected, with each member focused on doing their best work.The result? - $35M+ in new contracts. - Contracts in new agencies. - An above industry average win rate for multiple years. - Government evaluators called our strengths in their feedback. It sounds like everything was coming up roses. But that wasn’t the case. There were also plenty of losses. The most painful were contacts we would have won - if we had done a better job with intel gathering. While frustrating & painful, these losses were necessary. Because I took that experience and…Turned it into a process for capitalizing on lessons learned that I still use today, with my clients. - I treat each negative outcome as an opportunity. - I use a forward focus to get people thinking differently. - We develop strategies to do better in the future. Essentially, WE take control of our destiny. Even today, I’m always told by my clients that they appreciate my positive, forward-looking approach.Because it keeps them focused on what’s possible.So they actually get there. -
Senior Managing ConsultantPerformance Excellence Partners, Inc, Nov 2012 - Feb 2017Huntington Beach, Ca, UsIn Government Contracting, the Customer Experience is everything.Outstanding evaluation scores (>4.5 out of 5) keep contracts coming in.And that’s a tall order because you have to:Exceed requirements so that it benefits the government.It means truly understanding what matters to them & finding a way to deliver that and more (within budget & scope, of course).How did my teams do, you ask?Fantastic: - 4.9 average score - Perfect 5.0 for 8 of the 10 contracts - 4.7 average for federal prime contractsHow did we do it?1. Asked questions to go deeper and understand the why behind each request (so we could deliver services that met these deeper needs as well).Ex: Uncovered the bigger picture behind a request for information and designed an infographic that quickly communicated the grant programs accomplishments and made the department’s report stand out when presented to leadership.2. Refined our work, based on realities our clients face, feedback and lessons-learned (to continually improve services).Ex: Covered each training topic in multiple ways (so leaders could quickly scan a short document while staff had the details and hands-on support they needed to take action).3. Continually looked for ways to save costs and innovate (to add value).Ex: Created highlights of existing resources with clarifying information and links to go deeper instead of paying experts to develop new resources from scratch and saved enough to provide 6 bonus months of support.4. Regularly asked our clients how we were doing and what else we could do to help them succeed (and then really listened).Ex: Developed a list of FAQs with approved responses to reduce the number of calls and emails federal staff received.Guess what?These tactics still work.And I strongly believe they always will. -
Project Manager (& Second-In-Command To Sr. Vp)Paltech Oct 1996 - Nov 2012Fairfax, Virginia, UsIf you’ve read this far, you probably know that at this point in my life, I was living and breathing operations.I’ve always been focused on finding little ways to make things better…in all aspects of life.I can’t help it.Whenever I see anything I’m constantly making little tweaks here and there to improve the process or results…even if just in my head.Paltech is where that innate skill set turned into real, tangible, strategies and skills that help teams and companies succeed.Specifically: - Building and leading inclusive project teams. - Designing, implementing, and refining solutions & processes. - Developing knowledge management practices and databases. - Helping grow the division from $2.5M to over $12M in ARR (designed solutions, wrote proposal sections, developed budgets & provided outstanding services that led directly to future work).On top of that, being Dorothy’s second-in-command at Paltech is where I became the emotionally self-aware operations leader & coach I am today. She was an amazing role model and mentor. Thanks to her, I’ve:1. Created cultures where everyone contributed & more importantly, felt valued & heard. - People often tell me it was the best experience of their career…even those who worked with me 20 years ago. - One of my teams even won the 2009 Outstanding Contractor Award.2. Developed an approach that includes asking customers and employees for feedback and using that feedback to improve results.3. Used a continuous improvement strategy to deliver award-winning services that helped recipients improve their communities.If I kept going, I’d run out of space.But what does this have to do with YOU?My experience shows that a solid second-in-command, well-run operations, valued staff, and incremental adjustments pay off.Make sense?Cool.If you want to take your operations to the next level, shoot me a DM. Worst case scenario - you’ll have a chance to vent. -
Special Assistant To The DirectorResearch Assessment Management Mar 1992 - Oct 1996I was hired to clean up a big mess.Dorothy, the division director, was ready to fire the entire 3-person administrative team.Managing internal operations was taking too much time away from the service delivery and division growth work she needed to focus on.The admins didn’t get what she needed, they had too many questions, were difficult to work with, and weren’t delivering the results she expected.She needed a second-in-command who could: - Quickly pick up on what was needed and run with it. - Communicate it to the team effectively. - Provide the support needed to get results. - Look for ways to continuously take things to the next level.The catch was, we were nearing the end of our contract and needed outstanding evaluation scores to make sure the contract was renewed.Here’s how I did it: - Met with the admins to get their take on what was working well and what wasn’t so we could adjust. - Looked at how work was being distributed & identified ways to improve the process. - Got their input to strengthen the systems and processes I was putting in place. - Made improvements based on lessons learned. - Identified ways to add value based on available resources.The result, a smooth running admin team that: - Was engaged and easier to work with. - Had a system and followed consistent processes. - Delivered results. - Played a key role in earning perfect evaluation scores & the contract renewal.Why does this matter to YOU?The existing staff delivered these results. Employees who were challenging, poor performers became engaged team members that cared about the quality of the work they were doing.Funny thing is…Dorothy was determined not to hire someone young. But she did – and we were perfect complements for each other.We even moved to a new company (Paltech) together and achieved amazing results there.Little did we know back then what the next 20 years would bring!
-
Office ManagerEcho Electric 1989 - 1990Now, if you've read THIS FAR, then you have to hear a story about how I started my career as an operations leader.“Diane, you’re now in charge of managing internal operations, handling customer calls, and scheduling the service electrician.”This is how my first operations leader role started.There were virtually no systems and processes in place.The owner had been doing the bare essentials while he spent his days meeting with clients and growing the business.I was now in charge of everything & building the plane while flying it, as they say.After figuring out the best order for completing tasks I started looking for ways to streamline operations.I created forms, templates, and checklists & started getting the operations work done faster and with better results.Eventually, things were running so smoothly that I started taking on additional tasks, like calculating the profit and loss on jobs.Yet I was still done long before 5 pm. It was exciting when all the electricians were in the shop for the morning meeting.And there were customer calls. But I was bored.My parents suggested going back to college to get my bachelor’s degree (I already had my associate’s).Because we now had such effective systems and processes – the timing felt right.So I proposed we:- Hire a skilled admin assistant.- Cut my hours to 10 per week, after I trained her.The cost for both of us was less than my salary.Once she was trained, I checked in with her daily to answer questions & provide support.About 6 months later, I was able to step out of the role completely.Because I had coached her on how to be successful in the role.Without this opportunity to create the entire operations system & then going back to college to strengthen my knowledge base, I’m 100% sure I wouldn’t be where I am today.
Diane Mentzer Education Details
-
University Of Maryland Global CampusManagement/Management Information Systems -
University Of MarylandManagement -
Montgomery CollegeManagement -
Montgomery Blair High SchoolN/A
Frequently Asked Questions about Diane Mentzer
What company does Diane Mentzer work for?
Diane Mentzer works for Diane Integrates, Llc
What is Diane Mentzer's role at the current company?
Diane Mentzer's current role is COO and Second-in-Command Coach.
What schools did Diane Mentzer attend?
Diane Mentzer attended University Of Maryland Global Campus, University Of Maryland, Montgomery College, Montgomery Blair High School.
Free Chrome Extension
Find emails, phones & company data instantly
Aero Online
Your AI prospecting assistant
Select data to include:
0 records × $0.02 per record
Download 750 million emails and 100 million phone numbers
Access emails and phone numbers of over 750 million business users. Instantly download verified profiles using 20+ filters, including location, job title, company, function, and industry.
Start your free trial