Real Constraints.
Real Decisions.
Real Results.
Seven stories of owner-operators who applied the PACER Models under real pressure.
Every story in this collection is real. The leaders in these pages were actual clients — owner-operators and CEOs who worked directly with Rich Tyson or a PACER Leadership coach, navigating challenges that were costing them money, momentum, or both.
The stories are anonymized because we don't create public exposure for our clients. We protect their privacy and we'll protect yours.
Each account is organized around the PACER Action Model — Plan, Act, Control, Evaluate, Revise — a foundational framework Rich Tyson has used with hundreds of CEOs over more than three decades. Each story highlights one or more stages of that model in action, in real business conditions, with real consequences.
CASE STUDY 01
The Name He Left Off the Whiteboard
When a company stalls, owners are quick to point at everyone else. This CEO had a full whiteboard and a blind spot the size of a mirror.
PACER Model: PACER Action Model — Evaluate
Relevant to: Owner-operators, 20–150 employees, any industry; growth plateau or performance slump
CASE STUDY 02
How to Go Broke While Turning a Profit
His income statement looked great. His bank account told a different story. This is what happens when a founder mistakes revenue for financial health.
PACER Model: PACER Action Model — Control
Relevant to: Founder-owners in manufacturing, product-based businesses, or e-commerce; high-growth phase; 10–75 employeesSmall call to action headline
CASE STUDY 03
The Best Profitability in 30 Years — After Nearly Going Under
He was weeks from bankruptcy. His best customers were invisible to him. One honest conversation with his P&L changed everything.
PACER Model: PACER Action Model — Evaluate, Control, Revise
Relevant to: Owner-operators in service businesses, professional services, or project-based industries; 10–80 employees; stagnant or declining profitability
CASE STUDY 04
Revenue Was Growing. He Couldn't Pay His Bills.
Top-line growth is supposed to solve problems, not create them. This CEO discovered that what you're owed and what you have are two very different things.
PACER Model: PACER Action Model — Control
Relevant to: Owner-operators and CEOs in B2B service, distribution, or project-based businesses; 15–100 employees; growing revenue with tightening cash
CASE STUDY 05
He Couldn't Find Workers. He Was Looking in the Wrong Place.
The best candidates for his toughest jobs weren't hard to find. They were just in Panguitch.
PACER Model: PACER Action Model — Plan, Act, Revise
Relevant to: Owner-operators in manufacturing, construction, or trades with 20–150 employees; struggling to attract and retain entry-level or skilled labor
CASE STUDY 06
What You're Distributing Every Morning
One CEO had a whiteboard full of people who'd failed him. Another spent his mornings walking the floor. Their results were not comparable.
PACER Model: PACER Action Model — Evaluate, Revise
Relevant to: Owner-operators and CEOs in any industry with 15–200 employees; performance problems attributed to culture, engagement, or team accountability
CASE STUDY 07
The Employee Who Said "You Can't Afford to Fire Me"
His CTO held the company hostage — or thought he did. One coaching session changed the CEO's question from 'How do I manage this?' to 'What happens if I don't?'
PACER Model: PACER Action Model — Act, Evaluate
Relevant to: Owner-operators and CEOs in technology, professional services, or any business with key-person dependency; 20–150 employees