“My role as a consultant is to foster leadership, to coordinate other professionals and to act as an advisor and confident.”
Many of the professionals who work with businesses are essentially technicians. They have mastered an area of knowledge and share that knowledge with their clients. Over the years, Mark has come to understand his role as a consultant differently. His role is to foster leadership, to understand and coordinate the services of others and to act as an advisor and confidant.
“As a partner in other businesses, I know what it’s like to worry about finding and retaining good employees, improving quality, increasing cash flow—and paying bills from service providers.”
– Mark Mutz
Leadership requires clear vision. Mark helps clients not just to accomplish their goals, but to understand those goals better, to appreciate that they may not always be consistent and to find the wisest outcomes.
Leadership also requires implementation – working with others to convert vision and goals into realistic, concrete steps. Whether it’s a succession plan, a joint venture or a process to prepare a company for sale, a framework is needed to make it possible for people to anticipate their differences and work together. Mark designs frameworks that enable clients to do just this – to cooperate with others to accomplish their ends.
Professionals today speak many different languages. Law, accounting and banking are just a few. To make the most of these professionals, a client needs to understand what they are really saying. The broad scope of Mark’s experiences makes it possible for him to help translate their languages and to get more value from their involvement.
The most gratifying part of Mark’s work is becoming a confidante and advisor to his clients. People confide in him, not just about struggles with their business, but about their hopes for their family, their aspirations, and inevitably about their disappointments as well. This is a great honor.
Mark has a unique background. He practiced law with the Indianapolis law firm of Barnes & Thornburg for several years, primarily in the area of mergers and acquisitions, tax and general business planning. In addition, he has served as general counsel for two healthcare companies; Vice President of The Hudson Institute; consultant to the Office of the Indiana Attorney General; Chair of the Board of Christian Theological Seminary; and director of several for-profit and nonprofit institutions. With his partners, he has acquired businesses, started new ones and closed another. Through his work, he has made his way through stacks of financial statements and spreadsheets as well as difficult negotiations and abstruse texts—all the while retaining a sense of humor.
For almost 20 years, clients have been asking Mark Mutz to help with some of their most difficult and delicate challenges. Why?
Others trust him. They trust him to care about their problems. They trust him to meet deadlines. They trust him to ask the right questions and to find the right answers. And they trust him to find others to help when he can’t.
Creativity & Insight
Mark has always had a contrarian streak, a natural opposition to the conventional wisdom that leads him to look at problems from different perspectives and come up with creative solutions. He has a way of cutting away to the clutter to see the foundational issues at stake.
Mark listens well. He listens not only to what is said, but to what is not said – to what is communicated through ways other than words and to what others have not been able to communicate at all.
A law degree from Yale Law School and an undergraduate degree from Northwestern University where he was inducted into Phi Beta Kappa suggest Mark is pretty smart. But for years, his two children, Fletcher and Lucy, have contended this was not the case and wondered how he ever got in, let alone graduated from, those schools.