From Scout Values to Process Optimization
When On a Mission (Daily News Network) host Jack Sears asked Jacksonville native Todd Leonard what still gets him out of bed after 30-plus years in corporate life, Leonard didn’t hesitate: “Helping teams fix what’s clogging their day.” That straight-shooting answer set the tone for a seven-minute conversation that traces his path from Boy Scout campouts to board-room overhauls. Here are the highlights – plus a few extra nuggets the cameras didn’t have time to explore.
Eagle-Scout principles run deep - our leaders live the “see a need, fill a need” creed every day.
A Jacksonville Story with Scout DNA
Leonard grew up in Duval County public schools, earned his degree at Jacksonville University, and still calls the River City home. Those local roots run deep: four of Alleon Group’s senior leaders (Todd included) are Eagle Scouts, a distinction he credits for the firm’s “see-a-need-fill-a-need” mindset.
Why Alleon Exists - Two Tracks, One Goal
Founded a decade ago, Alleon Group tackles two common hurdles:
- Business Process Optimization – untangling workflows that have outgrown spreadsheets, home-grown databases, or legacy vendors.
- Go-to-Market Strategy – guiding inventors and entrepreneurs who have a great widget but no roadmap to revenue.
“If it’s already running like a Swiss watch, you don’t need us. If it’s squeaking, we’ll find the grease.”
great purchasing isn’t a knife fight over price; it’s a structured search for mutual upside.
The Book That Became the Blueprint
Before co-founding Alleon Group, Todd spent decades selling print-management solutions nationwide. Along the way he kept notes on the questions smart buyers asked – and the ones they should have asked. Those scribbles became The Other Side of the Table (2016), a field manual for strategic sourcing that now anchors Alleon’s in-house methodology.
How the Process Works in Real Life
During the interview, Todd outlined a “crawl, walk, run” approach that keeps engagements from spiraling into never-ending white-papers:
Phase | What Happens | Why It Matters |
Assess | Quick data pull, stakeholder chats, current-state mapping | Surfaces bottlenecks and hidden spend fast |
Design | Options scored on cost, risk, and ease of change | Lets leaders pick an upgrade path that matches bandwidth |
Implement | Vendor search, process redesign, or in-house fix | Turns recommendations into measurable results |
The sequence is repeatable whether Alleon Group is trimming a print-mail budget or helping an inventor price a new medical device.
Leadership Lessons You Can Steal Today
Lesson | Try This Monday Morning |
Outside eyes reveal what insiders normalize | Invite a colleague from another department to shadow one full workflow and flag every pause, re-key, or hand-off. |
Small pilots beat massive re-orgs | Run a 30-day test outsourcing one low-risk task; track cost and service levels. |
Mission attracts talent (and clients) | Highlight a community initiative at the next all-hands and open volunteer slots – people follow purpose. |
Todd is quick to note that revenue isn’t the only yardstick. Alleon Group logs volunteer hours with local Scouting councils and youth-development nonprofits – a habit Leonard says keeps the firm “anchored to something bigger than invoices.”
