Founder

To establish and communicate the vision of Alliance Factory, lead the team with conviction, and create the direction, systems, culture, and opportunities necessary for the company, its people, and its community to grow.

The CEO role exists to give Alliance Factory clear vision, strong leadership, and consistent direction. Dylan is responsible for seeing where the company needs to go, communicating that vision in plain language, and creating a clear, executable path others can understand and follow.

This role leads by example in conviction, discipline, work ethic, integrity, and service. The goal is not just more revenue, but a company that genuinely helps customers protect their homes, creates opportunity for the team, and improves the lives of the families connected to the business.

The CEO owns the overall health and growth of the business: spotting and solving problems others don't see or can't fix, and keeping departments, people, systems, and resources aligned with the mission and long-term vision.

This role sets the standards that create a consistent, professional, faith-led, results-driven customer experience and ensures Alliance Factory has effective systems to generate leads, convert prospects into profitable jobs, onboard new customers with clear expectations, deliver quality installs, repairs, and maintenance, develop the team, and keep customers connected so they stay, refer, and review.

Dylan believes God has equipped and called him to carry leadership. He is expected to steward that responsibility with humility, courage, conviction, and accountability.

• Mission over ego; profit over vanity.
• Stewardship: authority is for serving the mission, people, and customers.
• Simple scales; fancy fails.
• Problems surfaced early are cheap; problems hidden get expensive.
• Standards first: we tolerate what we're willing to become.
• Data over drama; facts over feelings.
• Lead by example in faith, work ethic, and integrity.

A winning quarter is one where:

• The company is marching toward a clear annual plan; revenue and profit are on or ahead of target.
• Cash reserves are growing; no "surprise" emergencies from lack of planning.
• Gretchen and leaders are clear on priorities and executing without Dylan babysitting.
• 3–5 company "stones" are completed, not recycled.
• Customer experience is consistent: reviews are strong, complaints are rare and resolved fast.
• The team feels the company is going somewhere specific and they know their role in it.

• Vision, mission, and long-term direction of Alliance Factory
• Company-wide P&L, profitability, and cash health
• Hiring, developing, and (if needed) firing the leadership team
• Culture: values in practice, not just on the wall
• High-level strategy for markets, services, and pricing
• Ensuring there are systems for leads, sales, delivery, and team development

• Brand positioning and reputation in the market
• Attractiveness of the company to A-player talent
• Key vendor / partner relationships
• The spiritual and ethical tone of the company — how we show up in the world

• Daily scheduling, routing, and crew assignments
• Writing detailed SOPs or training modules
• Micromanaging individual jobs, tickets, or customers
• Individual performance management below leadership level (beyond holding leaders accountable)

• Running out of cash or drifting into low-margin work
• Losing key leaders without successors or systems
• Departments drifting away from the mission and standards
• Lead flow drying up with no backup plan
• Reputation damage in the community from poor decisions or behavior

• Financial system (e.g., QuickBooks)
• CRM / job management and reporting
• Company scorecard dashboard
• Hiring / HR tools

• Annual and quarterly planning
• Leadership meeting cadence
• Capital allocation and major purchase approvals
• Leadership hiring, evaluation, and succession planning