Captivate Your Audience

Expert Executive Keynote Presentations for Unforgettable Impact

Unlock the Power

Unlock the Power of Impactful Executive Communication

At the executive level, every word and gesture matters, defining critical moments in your career. Why leave it to chance? With levelUP Group's professional presentation coaching team, you'll elevate your presentations to new heights of success. With 50 years of combined experience, we bring a proven process that ensures your message resonates and captivates, leaving a lasting impression on your audience.

Phase 1

Content ideation

Our Ideation Process delivers five times the content you need, giving you the power of choice for crafting a compelling and attention-grabbing presentation.

Phase 2

SEQUENCING OF CONTENT

Building upon the Ideation Process, we strategically organize the best components to support your message. With the Affinity Process, we sort content into manageable silos, providing clear direction for a cohesive and impactful presentation with a compelling narrative that leaves a lasting impression

Phase 3

PRACTICE FOR STRUCTURAL DESIGN

Multiple run-throughs allow us to refine the message's flow and identify areas of maximum impact. We polish the presentation, removing any clunky components, and embracing verbal economy that leaves your audience eager for more. With a seamless and captivating performance, you'll make a lasting impression.

Phase 4

IDENTIFY EMOTIONAL IMPACT MOMENTS

In a world where attention is a precious commodity, we craft keynote presentations to flow like melodic songs. Pacing, vocal variety, animation, tempo, and perfectly matched gestures ensure your message remains engaging throughout your entire presentation. With our approach, no one in the audience will be tempted to check their phones during your captivating delivery.

Phase 5

CREATE PACING FOR NATURAL EXCITEMENT

Our hands-on coaching unlocks your ability to project your passion, enthusiasm, and power to large audiences (500+), keeping them fully engaged. For most presenters, stepping onto the big stage with confidence and matching the opportunity's magnitude represents a transformative growth leap. We'll teach you to command the spotlight and make the big stage work in your favor, so you can leave a lasting impact on every audience.

The answer is already inside your company – It’s LevelUP.

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Case Study | "The Growth Project"

Program ROI

270%

Bayada Home Health Care is a large, privately held home health agency headquartered in Moorestown, NJ with more than 23,000 employees working in 291 service offices in 21 states.

Since starting the company 40 years ago, the Founder and CEO, Mark Baiada, continues to be the steward for consistent, sustainable growth. “We believe it is our responsibility to strengthen the organizations financial foundation and to support its growth”. He retained The levelUP Group to assist with their “Growth Project” to increase revenue and profits with their underperforming offices.

The company is organized by: practice area, region, division, and individual office. Each office is responsible for serving a defined geographic area and is led by a Director who is ultimately responsible for the financial success of that office. Directors are encouraged to function in an entrepreneurial manner and implement their own marketing, outreach, and recruitment programs as needed

Shannon McCarson, Regional Director, who is responsible for three divisions, each with several frontline offices, described the current state before levelUp this way: “As I look across my region, the level of experience in my office Directors varies from very tenured to some relatively new. The level of strengths and opportunities for continued growth and education varied greatly based on things like their ability to develop and navigate a strategic business development plan.”

PHASES I & II
The levelUp program began with educational meetings for all Regional and Division Directors to explain the program, understand their concerns about the directors offices, and identify top performers on their teams. These top performers were not just excelling according to the metrics, but had built models for sustainable future growth.

PHASE III
The next step was working one-on-one with underperformers to help them visualize the desired state for their office in one year.
What was the revenue goal? How many employees would be required? What type of marketing would be needed? How would they recruit new employees?

In this decentralized, national company, levelingUP required individualizing goals for each specific location, basing those goals on geography, payer mix, state regulations, referral base, and competition.

For instance, the Director of a home health office located in a low-income neighborhood had far different challenges than one located in a rural environment, even though both were part of the same service division.

The former needed to identify opportunities to reduce its dependence on low-paying Medicaid patients; the latter to find ways to recruit employees who may not have access to reliable transportation.

After Directors articulated their desired future state for their office, they conducted both SWOT and gap analyses on their own capabilities and that of their staffs. This honest assessment helped them build individual growth plans for themselves and their team members to close the gaps in their performance and “levelUP”.

An early evaluation session with the company’s Regional and Division Directors identified two challenges with their frontline Directors: a lack of discipline in planning and implementing goals and poor time management.

After the gap analysis and goal setting, managers took their annual goals and broke them into quarterly, monthly, and even weekly goals. “Putting it on paper was key,” said one Division Director, Andrea Langone, who participated in the project. “You can have all these great ideas in your head, but if you don’t follow through, it does nothing for you. The timeline of small, attainable goals helped me work up to a large goal.”

PHASE IV
After goal setting, Directors had biweekly coaching calls with the levelUP staff to assess progress. Initially, some Directors tried to cancel those meetings because they had not completed their assignments, due to their demanding daily responsibilities.

Fortunately, the levelUP consultants were able to convince these Directors to take a closer look at how they were managing their time and priorities. With coaching, they identified days on which they were least burdened with “putting out fires” and could in fact devote time to working on their Growth Plans.

The levelUP staff also taught them to work in blocks of two hours; not 15 minutes. Soon, they learned to close their doors and turn off their phones for a couple of hours a week.

From the Trenches: Overcoming Mediocrity
Lucas had been with Bayada for 10 years. He was bright, understood the business, and ran his frontline office well. However, his office was stuck within a weekly revenue range that never seemed to change.

Lucas himself was trapped in mediocrity; he simply did not have the vision or confidence to move to the next level. In short, he was playing “not to lose,” rather than playing to win.

Disrupting this state required that Lucas first envision the possibilities—not the possibilities if his office continued operating in its current state; but the possibilities if it were operating in a perfect world, with the strongest manager possible.

The levelUP staff reminded Lucas of the early beginnings of the US space program when President Kennedy set the nation on fire with his promise to send a man to the moon and return him home safely.

Even though this goal was well beyond the abilities of the scientists at NASA at that time, Kennedy’s vision and his belief in them was so compelling that they were inspired to find a way.

The story fired Lucas’s imagination. He set a goal of growing the office’s revenues by 15 percent in a year. Then he broke that down into specific steps: How many employees would he need? How would he recruit and train them?

How would he improve his marketing to bring in clients? Then he broke those goals into quarterly, monthly, and weekly steps.

Lucas was extremely proud when he had the chance to present to his peers how he was able to systematically recreate growth. To date, he is maintaining a steady 16% growth rate from when he started.

The Challenges Of Being A New Director
The Queens, NY Bayada office was just nine months old when Angela Melillo took over as Director. It was her first time running an office, and she knew she had her work cut out for her.

Although the office had done well in the first and second quarter of 2014, it lost two major clients in the latter part of the year. “Losing those clients really hit us hard,” she said, impacting not just the bottom line, but employee morale, as well.

The office faced special challenges because it was located in a low-income area with a large Medicaid population.

Yet, the office did not accept Medicaid patients because of the extremely low reimbursement rate. In addition, the office specialized in pediatric care, which eliminated any Medicare reimbursement and limited commercial insurer opportunities. “I felt like the levelUp Project was what we needed to keep our momentum up,” Angela said.

She had never developed specific financial goals for the office, so completing the goal sheet that forms the cornerstone of the levelUp Project was eye opening. At the time, the office had revenues of about $25,000 a week. Encouraged by her mentor, Angela decided to push the envelope and set a goal of $50,000 a week by the end of the one-year project.

“It was fun to put it on paper and look at it and think about the clients I want to have and the billing I want to see,” she said. “It was like daydreaming.” Only in her case, the dream would become a reality. Within nine months, the office was billing nearly $60,000 a week.

The levelUp Project also helped Angela meet her second goal: team building. “We organized a half-day team- building exercise,” she said. “It really helped us get to know each other better.” The approach “was a huge, huge positive and really helped the office succeed.”

The levelUp Project “kept the whole team focused,” she said. Through weekly updates on the progress the office was making toward it goals, “They could all see that they were a part of it, and that made them want to do a good job.”

PHASE V
After the “Early Adopters” achieved revenue increases that far exceeded the objectives of The Growth Project, the levelUP staff was able to turn its attention to monthly calls with the Division Managers. Here the focus was on turning the lessons learned from The Growth Project into daily disciplines for continued revenue growth.

As one senior Director said: “We’ve been given tools, but if we’re not hardwired to use them and measure the results, we could go back to where we were before, just putting out fires.”

CONCLUSION
To date, 15 divisions with a total of 85 offices of this one billion dollar home health corporation have completed the levelUp Project. A majority of the divisions saw their revenues grow an average of 30+%, far exceeding the company-wide goal of 15%. Revenues in one division grew 31% in year one, and 42% in the following year.

Most participating divisions realized a return-on-investment between 85 to 270 %.

The sustainability of these results can be gauged by the comments of two members of The Growth Project Team. First Linda Siessel, COO at Bayada: “The levelUp Project helped our Directors really ‘dive in’ and see what they could do to make an impact,”

“It helped them become more thoughtful and strategic about making sure we assess our markets and resources carefully enough to plan accordingly.”

As the project progressed, “I saw a common thread of people thinking more deeply about their businesses and presenting and communicating those goals in a way that was very, very clear and realistic,” she said. She also noted that she was struck by the teamwork and support that developed among the office Directors.

Siessel concluded, “levelUp clearly made a very important contribution to the success of our Growth Project by keeping our directors focused and disciplined.

In addition, we have observed that the first divisions to adopt the levelUP improvements continue to use them today and appear to be hardwired for future growth.

“I was faced with a daunting opportunity. Because of my career success, I was voluntold to be a keynote speaker at our annual conference, in front of 3,000 people. At first glance, I only saw the downside. What could go wrong. After working with the levelUP team, I went from being fearful to being powerful. Their process brought the best out of me, when it counted most. ”

“Having a 25-year career in this organization, and rising through the ranks, speaking in front of groups was not new to me. I may get a little nervous, but it usually works out to be “good enough”.

This time it was different. I was presenting to 2500+ people, and the 13-minute message had to be spot on. I needed to be better than good, I needed to be great. The company provide a levelUP coaching team that supported me through a proven process that took “good enough” to extraordinary. I had no idea how average I had been all those years, and now I am capable of being powerful and memorable, in all the right ways."

"My biggest fear as a presenter is seeing people in the audience pick up their phones and start scrolling away during my presentation. You see, I don’t fear public speaking, I fear speaking and people being bored with my message. Thank goodness for the levelUP team. I had a huge opportunity to present in front of the company leadership and management team, about 600 people. I was scheduled right after lunch, which is not a preferable time. This time, my opening was energetic, my examples were humorous and self-deprecating, and my close brought the audience to a standing ovation. I got so many emails saying they didn’t want my message to end.”