Kevin McConnaghy

Kevin McConnaghy currently serves as the SBTDC’s State Program Director for Strategy and Growth Services. He brings a wealth of experience to client engagements involving strategy, leadership and transition. Prior to joining SBTDC in 2005, Kevin was the owner of a consultancy specializing in strategy development and support services to midsize clients across the United States and Canada. Earlier in his career as Vice President, Marketing and Sales, CompuChem Inc., he participated as a founding investor in a management team led leveraged buyout (LBO) of the CompuChem Division from the Mead Corporation; a Fortune 500 company. As both an owner and executive, he provided strategic and operational leadership to reposition the business in a manner that allowed for a subsequent initial public offering (IPO). In prior years, he worked in the Research and Development divisions of the Carborundum Company and Mead Corporation — both Fortune 500 companies – where he was responsible for commercialization of new products, creation of new business units and related M&A activities. Kevin earned his BA in biology from the University of Buffalo and MA in communication and leadership from Gonzaga University. Kevin has also served as adjunct faculty at Appalachian State University where he taught a graduate level course in Entrepreneurship to MBA and Professional Science Master’s students.


Posts by Kevin:

One word

I need one word or phrase from you.  What is the one reason you opened this email/blog post? Action:  Leave a comment. Learn More:  Read “How to Get Anyone (Yes, Anyone) to Reply to Your Emails”  

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CRM and growth

According to a PC Magazine article, The Best CRM Software of 2017 — “Managing contacts can be the lifeblood of a growing business. Contacts represent longstanding customers, partners, and those who might become either. While managing this treasure trove of business data can be done with a mammoth spreadsheet, today’s organizations, especially small-to-midsize businesses (SMBs),

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Rule of Three

What is so magical about the number three? The answer lies in the way we process information. As humans, we have become proficient at pattern recognition by necessity, and three is the smallest number of elements required to create a pattern. You observe the Rule of Three demonstrated all the time across diverse areas of

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Take Time to Notice

Taking time to notice the larger world is essential for midsize business owners and now is the time of year to either get started or catch up.  For example, we are learning more and more about IoT, AI and AR every day, it seems.  Each of these topics has profound implications regarding competitive conditions across

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Now is the time!

In a previous post, Q2, It’s All Good, I made the point that the 2nd Quarter is over and it’s time to move on to Q3 to accomplish pre-planning activities and Q4 to finalize 2018 plans. To help you start thinking about pre-planning activities you may wish to consider the “Strategic Pain Points” many companies

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Q2, It’s All Good!

The second quarter (Q2) is rapidly ending. The thing about Q2 is that it is something of a gut-check. If you are off plan, there is still time to recover if nothing else goes wrong. If you are on plan, there is time to get ahead of plan by the year’s end or survive a

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The Sweet Science

In the sport of boxing, also known as the sweet science, fighters of similar weight compete by class — heavyweight, middleweight, lightweight, and flyweight – to allow for a fair bout. It makes sense because generally someone from a lighter weight class would not have much of a chance against a heavier fighter. However, occasionally,

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Grounded Decisions

Decisions drive behavior and behaviors drive performance. In their white paper, “Evidence-Based Strategies to Improve Workplace Decisions: Small Steps, Big Effects,” Dalal and Bolunmez provide a clear look at approaches applicable across a wide variety of workplace decisions. Of real value, their suggestions are reasonably simple to apply. Why is this topic important? The authors

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A Single Woven Fabric

When you consider the critical practices (i.e., strategy, execution, culture, structure and leadership) that form the essential foundation of a successful business, it is really no wonder that midsize firms are so stable. For these firms, the ongoing execution-gap encountered by many just does not seem to apply.   Why is that? Perhaps it is because,

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It is rare to hear the owner of a midsize business say, “things are comfortable.” That is because everyone has his or her own comfort level. It is also because, by its nature, there is always tension in a business system. The tension can arise from any number of factors: sales, competition, economic conditions, or

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On Target

When you have a good business model and a great strategy, you should win – right? As seasoned investors (i.e., business owners) know, there is one more thing you need and one more thing you need to be able to do. The thing you need is deep understanding of where you can affect value. The

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