enfr

talk
to us

New York
250 Park Avenue,
14th Floor New York City, NY 10177

Connecticut
22 Thorndal Circle,
3rd Floor Darien, CT 06820

Paris
23 rue du Mail
75002 Paris – France

info@beperpetual.com
Attributes of the t3 framework:
the right stuff

The "right stuff" is about ensuring the right people are in place and ready to deliver. They feel strongly that they are working with a group of people they respect and can get the job done. The foundation of any team are the people who comprise it. The needs of any team go far beyond ensuring they "can do" the job itself (competence) and extend to areas that allow the team, and its individual members, to work effectively together in delivering the desired outcomes.

These include, for example, possessing a growth mindset, allowing people to adapt more effectively to adversity and solve problems that lead to a breakthrough (‘can do’ attitude). Openness to other’s ideas (a true team player), grit and positivity are other examples of traits of people that are important on any team.

Simply put, members of the team "can do, can do".

clarity & alignment

People and teams are clear on what they need to do and why it is important. High-performing team feel strongly that the direction is clear, and line-of-sight exists between their work and that of the teams or organization on the whole.

There is clarity in the vision, mission and objectives of the team and clarity in how such objectives cascade down to each and every member within it.

Clarity is nothing without alignment, at least over the longer-term. People who know what to do can certainly deliver some good results, within their own sphere of influence; however, alignment is vital for sustained execution excellence. Alignment suggests that people are committed to their role and what they need to do to produce good results.

Simply put, members of the team "know what to do."

empowerment

Empowerment is all about ensuring people have the freedom, support, and tools to deliver on what is expected along with the systems and process to work effectively together.

The nature of the way organizations are designed and the likelihood that most are populated by human beings leads to a natural dysfunction that often is referred to as silo thinking or behavior. Left alone, silo behavior and potentially relational-based conflict WILL arise. This calls for organizations to install a ritual that ensure these are outlined, clarified, and negotiated so that people can work effectively together in driving value for their customers, and the business.

Additionally, we find many teams that have too many priorities that are crippling the team’s effectiveness and/or leading to burnout. Typically, ad hoc demands from the business may be the culprit, and without a priority reconciliation process, frustration emerges.

Simply put, members of the team are "allowed and enabled to".

belonging

Belonging suggests that people fit within your organizational context—they "belong" here and are connected to the organization.

Organizations cannot afford to have disengaged employees—and yet, many in the workforce report being actively disengaged. Others are passively disengagement manifesting in some form of "quiet quitting." This results in lost productivity and an unhappy workplace in general.

While there are many factors that may be at play here, the most important one is a sense of connection people have with their company, a belief that they (the company) are doing the right thing (beyond making money) and that they are operating in a way that is consistent with making a real contribution to society. For newer generations of workers this is of particular importance. It all starts with purpose and values.

Simply put, members of the team "believe it's right to do".

agile execution

Agile Execution is all about how the team works together to adapt to dynamic conditions. It is our belief that no initial plan will survive for very long, placing a burden on the team to pivot consistently in order to deliver upon their strategic outcomes.

In today’s VUCA world, planning is taking on new forms as organizations recognize that within weeks after initiating any plan, it can be rendered, at worst case, useless, or in best case, intentions remain on track but how one gets there changes rapidly. The environment is simply too dynamic to invest months preparing, planning, and budgeting for a reality that may not exist in six months.

In our view, get the strategic intent right, plan on how to get there, and instill agile execution rituals that allow the team to adapt to the realities of executing against the plan.

Simply put, members of the team "will do what it takes with integrity".

togetherness

A sense of togetherness results when the teams do the other five attributes well, leading to sustained high-performance and lots of enjoyment working with fellow colleagues. No matter how remote a team may operate, leaders need to work to secure this sense of "togetherness" and, ideally, bring people together every so often.

In such teams, not only do you have exemplary engagement and behaviors from all constituent members but that final piece of "social glue" -- individuals motivated also by the very company of their team colleagues. This is the zone where intra-relationships are defined by shared levels of high professional respect and, indeed, deep friendships.

Team members bearing this attribute scale even greater heights (sometimes literally!) because not only are they passionate about what they do (as built on all the preceding qualities) but it is this comradeship that sits at the very nexus of this passion. There is no place they would rather be than with the companionship of their comrades and, with this fellowship, a sense of collective invincibility. For such teams, there is a mindset of "anything together".

Simply put, members of the team "build a legacy".

food & beverage

Danny Musick, CPA | Chief Financial Officer at Filthy Food

back to all insights food & beverage

Perpetual is proud to announce the placement of Danny Musick, CPA as Chief Financial Officer at Filthy Food.

Danny brings more than 15 years of finance and accounting leadership across CPG and manufacturing, with a career defined by building financial infrastructure, driving strategic growth, and partnering closely with executive leadership to translate operational performance into business results. He joins Filthy Food with deep expertise in financial planning and analysis, capital allocation, ERP systems implementation, and scaling mid-market consumer brands through periods of rapid growth.

Throughout his career, Danny has built a strong reputation as a finance executive who operates as a true strategic partner to the CEO and Board. His 13-year tenure at Drew Estate Cigars progressed from professionalizing the financial infrastructure of a founder-led operation to directing FP&A and forecasting through global supply chain disruption, and most recently leading all finance and accounting functions as VP of Finance. In parallel, he served as an Adjunct Professor of Cost Accounting at Miami Dade College, reflecting a commitment to the discipline that extends beyond the day-to-day. Earlier in his career, Danny developed his technical foundation as an Audit Senior at Grant Thornton LLP, providing assurance services to public and private companies across healthcare and manufacturing. He holds a Bachelor of Science and a Master of Accounting from Florida State University and holds his CPA designation.

At Filthy Food, Danny will serve as CFO, providing the financial leadership and strategic discipline to support the continued growth of one of the premium cocktail garnish and mixer category’s most distinctive brands. Founded on a commitment to quality and craft, Filthy Food has built a loyal following among the world’s best bars, restaurants, and hotels, and Danny’s experience scaling consumer brands will be a strong asset as the company accelerates into its next phase.

Congratulations to Danny on his new role, and we wish him every success as he begins this next chapter with Filthy Food.

This search was completed by Jennifer Koplow and Steve Morrissey.

See more insights
food & beverage

James Mathis | Vice President of Supply Chain & Operations at Filthy Food

Perpetual is proud to announce the placement of James Mathis as Vice President of Supply Chain & Operations at Filthy Food. James brings deep experience across supply chain, demand planning, and operations, with a strong background in consumer goods and...

food & beverage

Mary Urdaneta | Human Resources Director @ Filthy Food

Perpetual: is proud to announce the placement of Mary Urdaneta as Director of Human Resources, Filthy Food. Mary brings a diverse background spanning law, human resources, and learning and development. After beginning her career as a corporate lawyer managing litigation,...

food & beverage

Peter McGuinness | Chief Executive Officer @ Bel North America

Perpetual: is proud to announce the placement of Peter McGuinness as Chief Executive Officer, Bel North America. Peter brings extensive experience leading high-growth, mission-driven food and beverage organizations. He joins Bel North America to accelerate growth and advance the company’s...

food & beverage

Samantha Tepper | Head of Marketing, Americas @ Les Vergers Boiron

Perpetual: is proud to announce the placement of Samantha Tepper as Head of Marketing for the Americas, at Les Vergers Boiron.  Samantha brings a strong background in brand-building and strategic marketing within premium consumer and lifestyle categories. She joins Boiron...