Gary Harpst has a unique ability to solve business problems. He has spent his life integrating new ideas and existing best practices to create real-world business improvements. He began working in his family business at age of 8. Later, he co-founded Solomon Software, which grew to more than 400 employees, serving 60,000 businesses worldwide. Solomon was purchased by a competitor and ultimately Microsoft. Later Gary established another company, Plumbline Solutions, as a joint project with Microsoft. In 2000, Gary founded Six Disciplines, with the goal of revolutionizing strategy execution management in small and midsized businesses. The result, after 100 man-years of field development is Six Disciplines®, the first complete strategy execution program. The underlying methodology is documented in his award-winning handbook, Six Disciplines for Excellence. His latest book, Six Disciplines Execution Revolution, was recently named to the The Wall Street Journal, New York Times, USA Today and BusinessWeek bestseller lists. In Six Disciplines Execution Revolution, Gary details the elements of a complete strategy execution program, explains why it couldn't have happened until now, and clarifies why such a program will become a mainstream requirement for all successful small and midsized businesses. Gary received a Bachelors degree in Business Administration with a Computer Science major in 1972, and a Masters degree in Business Administration with a Computer Science specialization in 1976 - both from the Ohio State University in Columbus, Ohio. Following several years working for the Ohio State University and for Marathon Oil in Findlay, Gary became the co-founder and CEO of Solomon Software, Inc., (originally named TLB, Inc.) headquartered in Findlay, Ohio. From 1980 through 2000, Solomon Software grew to more than 400 employees, selling to more than 60,000 customers worldwide. Solomon was sold to Great Plains Software in 2000, which later acquired by Microsoft Corporation in 2001. Today, the Solomon product is sold and supported as Microsoft® Dynamics SL. Gary has been included in Accounting Today magazine's Top 100 Influential People in Accounting from 1995 thru 2000. He was also a finalist in Ernst & Young's "Entrepreneur of the Year" award in 1999. In 2001, Gary received an honorary doctorate from the University of Findlay for Business Entrepreneurship. Most recently, Gary received the "2004 Small Business Advocate of the Year Award" from the Findlay/Hancock County Chamber of Commerce. A native of Findlay, Ohio, Gary is on the Board of Directors for a number of organizations. Gary has also been very active in teaching biblical principles for everyday living as an Elder at the St. John Mennonite Church. He is passionate about integrating his faith in Jesus Christ into all of life and especially business. Gary's best friend and life partner is his wife, Rhonda. They are raising three unique children: James, Anna and Jordan.

-Economic Development for the "Other 97%" Just 3% of businesses contribute to the majority of economic growth in any given community. These "high-impact" companies typically take 20+ years to emerge and only remain high-impact for 4 years. What about the other 97% - A revolution is underway to address this problem in America's next phase of the information age. -Reestablishing American Economic Leadership When it comes to sustainable business performance, even the best companies in the world are not very good. Because of advancements and innovations over the past 3 decades, (America has led the world during the information age, and is the best positioned country in the world to lead the execution revolution about to take place. -The Leapfrog Opportunity: The Coming Transformation In Economic Development Much of economic development today is focused on recruiting new businesses or incubating new businesses. However, because many separate pieces are finally falling into place, that game can quickly change with a breakthrough program to help existing businesses become high-impact quicker, and remain high-impact longer. -Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier Most business leaders are focused on the wrong problems. This myopia leads to growth spurts, sudden declines and a very unpredictable, firefighting existence. Building an organization that knows how to build a plan, execute it, and all the while deal with the never-ending surprises of business is core competence. It is the one problem that if solved makes solving all other business problems easier. -Economic Development in The Information Age We are 50 years into the information age in America. Our greatest assets are people and information and yet, we are still managing as though we were in the Industrial Age. The approaches needed to support economic development are very different and now, the integration of separate advancements are finally falling into place, resulting in opportunities that are enormous for transforming economic growth. -Cultivating A High-Impact Business Community The economy in most local communities in the U.S. is driven by a few (typically 3%) high-impact businesses. These high-impact firms take close to 25 years to emerge on the average AND when they do emerge, most of them only last for 4 years in that high growth stage. By encouraging the adoption of a complete strategy execution program, (not dissimilar to businesses that adopt the Malcolm Baldrige Quality framework for performance excellence), communities can gradually increase the percentage of businesses that become high-impact, get them there sooner, and build a stronger economic community. -Why Most Economic Development Efforts Are Missing the Boat Most economic development programs are focused on either attracting new businesses or incubating new businesses, while existing businesses are left to their own devices, or at best, provided only with minimal direction, a few seminars, etc. Every economic development program needs to shift their focus to existing businesses, since those businesses are already established and can show results faster. -Revolutionizing Strategy Execution. Every Person. Every Day. In the information age, our biggest assets are people, the information they create it and how they use it. For the first time, by integrating advancements and innovations of the past 30 years, small and midsized businesses have the opportunity to transform their effectiveness by better aligning the activities of their biggest investment - people. -Why We're 50 Years into the Information Age, Still Managing like We're In the Industrial Age, And What To Do About It The industrial age unfolded over 150 years, with one phase building on the progress of the previous phases. For example, the Model T was based on steel, petroleum, combustion engines, and so on. And so it is in the information age. We are still early in the information age and some of the basic building blocks for transforming how we manage people are just coming into place. The opportunity for revolution in business execution is here now and will unfold rapidly over the next 10-20 years. Secondary Topics: -Solving The One Problem That Makes Solving All Other Problems Easier -Business Excellence - An Enduring Pursuit -The Biggest Problem In Business - It's NOT What You Think! -Strategy Execution: The Leapfrog Opportunity For American Businesses -Executing Strategy: Why Is It So Hard? -The Execution Revolution - The Next REALLY Big Thing -The Growth Paradox: Overcoming Today's Challenges Leads To Bigger (and Tougher) Challenges Tomorrow -The Power of A Repeatable Business-Building Methodology -The Power of Compounding: In Business - In Life -Deciding What's Important -Setting Goals That Lead -Aligning Systems for Effective Strategy Execution -Working The Plan: Executing Plans on a Daily Basis -Innovating Purposefully: Everyone is a Problem-Solver -Stepping Back: Transforming Your Company into a Learning Organization -Creating a Culture of Execution and Accountability