Acting Like an Owner: A Mindset that Transforms Service

When I shifted from the service side to the owner side, senior leaders and stakeholders frequently coached me on Acting Like an Owner. I initially drew from my early career experiences as a designer, particularly the laborious process of value engineering which sought to deliver 5-star options at 1-star prices. In truth, this was a frustrating impossibility. Consultant budgets were often spent diagnosing issues we already knew existed and more effort went into editing out design decisions than improving them. Solutions prioritized day-one success, discounting operational realities and long-term organizational implications. Acting Like an Owner clearly required a mindset that balanced multiple priorities, beyond bottom line cost control.

Acting Like an Owner is being relentless about return on investment —both the top and bottom lines. An owner is a steward of money, brand, people, and culture with a holistic understanding of how each influences business. Ownership also means leading external teams—designers, architects, contractors, and real estate partners—by aligning their expertise with broader objectives. Owners must challenge industry norms that disproportionately reward cost savings at the expense of quality and advocate for each team's unique value proposition to drive meaningful innovation.

As I’ve moved from owner to fractional executive, I now apply the Act Like an Owner mindset in a more comprehensive way across multiple organizations:

Embed Strategic Thinking in Decision-Making

I prioritize short-term actions that support long-term goals rather than focusing solely on hours or deliverables. By embedding myself within an organization, I develop a deep understanding of its culture and business, leading to more informed, impactful decision-making.

Provide Senior-Level Expertise Without Full-Time Cost

I offer leadership to businesses that don’t have the long-term demand or resources to hire full-time. As an owner, my responsibility extends beyond execution—I focus on developing internal teams and ensuring a return on investment in both financial and human capital.

Challenge Industry Practices for Better Outcomes

As an unbiased outsider, I can assess and question existing frameworks and industry norms that may not serve the business’s best interests, helping organizations break free from inefficient or outdated practices.

Act Decisively in Times of Change

Being embedded within an organization allows me to adapt strategies in real time, making decisions quickly and effectively without bureaucracy or red tape.

Balance Financial, Cultural, and Brand Considerations

I take a holistic view of decision-making, ensuring that financial priorities align with brand integrity and organizational culture, fostering sustainable growth, innovation, and long-term success.

Reflecting on my journey from the service side to the owner side to fractional executive, I recognize that Acting Like an Owner means more than fiscal responsibility. While I once equated ownership with rigorous cost management, I have grown through my experience to believe highly successful businesses obsess over the holistic impact of each decision. Acting like an Owner is a mindset that transforms the way we think, collaborate, and serve others.

Brandon Amann

Partner, 39Forward