Mid June
My wife had been gone for six months.
One of my business deals was going to close and it meant a very big payday for me.
My only regret was that my wife was not alive to see it.
When this deal closed it meant that neither of us would have to work another day in our lives.
I had worked years to bring this deal to the table and across the finish line.
Since my wife's passing, I had met and bedded some very smart, funny and beautiful women.
In my very first story: I Hire Monica the Maid, I explain how I work with attractive female employees of my clients.
I work hard, build trust and then, when the deal closes, have fun.
In particular, there was a female employee of one of my clients that I had wanted to bed since the second I met her, but I kept my pants on as I worked for the ultimate reward.
That's this story, about Eva.
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The owner had just left the hotel bar, one more item on his final checklist completed.
It was a Monday night in June at 6pm.
The owner was planning on individually thanking and rewarding his team members for their service to his company in a few weeks and he was soon to be moving to the next chapter of his life.
I wished him well, but I would be seeing him soon. We weren't done just yet; the deal was on the verge of closing but it hadn't yet.
His key employees would all be taken care of financially including large bonus checks and five year employment contracts.
Over the course of three plus years we had been able to pump up his company's revenue, reduce production costs and keep a tight lid on overhead expenses.
The track record of growth and profitability helped attract several buyers and a bidding war started.
It just meant more money for me, because I got paid on a percentage of the sale price.
We set the stage for the final years of his company ownership by doing a long overdue housecleaning of non producing employees, many of them on the payroll at inflated salaries.
Some of these people are what consultants call "Internal Terrorists."
You know, the Eddie Haskell type, smiling to the boss' face and then badmouthing him at every opportunity behind his back. For those of you who don't know Eddie, take a look at
IMDB.com
and search for "Leave it to Beaver" a family comedy from the 1950s and 1960s.
So, we did candid evaluations of everyone and placed people into one of three groups.
The first group consisted of individuals that were deemed essential for future company success. These were the A players.
The second group, good contributors currently, but needed coaching to make stronger contributions to future company success. These were deemed B players.
There were some in this group that wouldn't make the three year timeframe we had in mind but we felt we owed them the opportunity, or chance, to improve.
The final group consisted of the malcontents, the people that thought they would be on the payroll forever because of their last name, because of marriage, some stray dogs (friends of the family, unqualified neighbors and people who had been hired because they were good looking but couldn't do anything else but look good) and the unproductive, the lazy and the entitled.
The third group got let go over the course of a month.
It probably would have been less painful to do a mass termination but we dragged it out because we wanted to send a message that we were taking our time and doing things right for the future of the company.
We did two terminations each morning and fired another employee each afternoon.
That's a lot of firings and it was amazing how highly productive everyone got once word got out that people were being let go.
You can call me a jerk, but remember who my client was: the owner of the company. He had sacrificed for years and this was his big payday.
He approved everything I proposed to him, well, most of it anyway, and he agreed because to it because he did not have to personally have to hold the hard conversations with the employees. He let me do it, with some help from his managers.
One thing we wanted to do was instill some fear, because that can create an environment for positive change.
People would show up at work not knowing if that day was going to be their last day.
It was a hell of a motivator.
The Monday after the firings ended all the A players were called out for an offsite afternoon meeting at 3pm at a local hotel where the three year plan was laid out, and we announced a reduction in salaries of ten percent.
This did not go over well and we didn't expect it to.
We then laid out the performance bonus plan, where each person could earn up to thirty percent of their monthly salary if certain company numbers were achieved.
The next morning we started calling in the B players individually and sat them down for a candid conversation on what needed to happen for them to keep their jobs and to earn raises.
Each was given a day to make a decision: stay and improve or go somewhere else.
Those that opted to stay were included in the bonus program.
All opted to stay.
Morale was sky high and efficiencies soared. Revenue per employee and profit per employee went through the roof.
The first business day of the month, checks were cut for the previous months results.
People were happy and one of the things that made them happy was that all of the dead wood (non contributors) had been tossed overboard.
We made it clear that if anyone else moved into the deadwood category we'd fire them immediately.
The owner had picked out three "A" players to work with me to make sure we had a solid course and stayed on it.
Gloria, Cynthia and Eva were selected.
Gloria was head of HR.
Cynthia was the CFO and also managed Purchasing.
Eva was head of Sales and Marketing.
We met once a week to review key metrics. I met with them separately to coach and counsel them on getting past roadblocks and creating strategies for growth.
Separately I met with the head of production but he was not seen as an A player and no one had faith he was up to what was required of him over the next few years.
I liked all the women personally and professionally. Gloria was a short redhead and was a runner. The exercise gave her shapely legs and ass and kept her thin but no matter how much she ran, her big tits stayed the same size. She did a great job of dealing with the petty bullshit that keeps employees from doing their jobs. God bless her, I never could have done that.
Cynthia was a bit taller, thin, but with a great figure. Very pretty, shoulder length blonde hair. Where Gloria was proud of her rack, Cynthia was more conservative and she was always trying to cover her breasts from, well, everyone who looked at her. She usually wore a suit with the shirt length about 3 inches above her knees.
