Business leaders often struggle to identify what truly sets their company apart from competitors. After two decades working where business strategy meets technology implementation, one consultant has developed a framework for helping organizations discover and scale their unique advantages. Harrison Allen Lewis from Jacob Meadow Associates believes every company possesses what he calls an “X Factor” that can transform their market position when properly aligned with technology.
Finding What Makes You Different
Harrison has spent over 20 years working at the intersection of business and technology, and his experience has led him to a fundamental belief about corporate success. “Every company has an X Factor,” he explains. “It’s that unique combination of talent, insight, and operational strength that sets you apart. Some call it a differentiator. I like to call it your secret sauce.”
The challenge most organizations face isn’t identifying their strengths, but understanding how to leverage them effectively. At Jacob Meadow Associates, the focus goes beyond traditional consulting approaches. Harrison and his team help organizations find their X Factor, unlock its potential, and scale it through strategic technology implementation. This process requires a different mindset about how technology functions within business strategy. Many companies treat technology as a problem-solving tool for isolated issues, but Harrison sees a bigger opportunity. “When aligned to strategy, your tech stack becomes a multiplier,” he notes. “It brings your X Factor to life and gives it reach and velocity.” This perspective shifts technology from a support function to a strategic enabler that amplifies what makes a company unique.
Starting and Ending With the Business
The foundation of JMA’s approach centers on business priorities rather than technology specifications. “At JMA, we believe your technology strategy should start with the business and end with the business. That’s not just a philosophy, it’s how we work,” Harrison emphasizes. This business-first methodology shows up in how they structure their engagements. Roughly 70% of their time is spent in conversation with business leaders, not just IT departments. The team explores mission statements, competitive pressures, growth ambitions, and strategic direction before touching any technical assessments. Harrison explains their process: “We ask where the business is going and what’s in the way.” Only after understanding the business landscape do they evaluate the technology environment. This sequence allows them to identify what enables progress, what creates obstacles, and what’s missing entirely. The approach ensures technology decisions support business objectives rather than driving them.
Finding Problems That Actually Matter
Anyone can make a list of technology problems. Harrison’s team focuses on the ones that actually hurt the business. “We don’t chase shiny objects,” he says. “Once we understand your strategy, we analyze how your current technology supports or undermines it.” They’re not just looking at software features or hardware specs. They want to know about real business impact. “We’re evaluating outcomes: missed revenue, operational friction, customer dissatisfaction, talent burnout,” Harrison notes. Every problem they find gets connected to a specific business consequence. This approach keeps executives engaged because they can see exactly why each issue matters. “Every gap we identify is mapped to a tangible business impact. That’s how we keep your leadership team aligned and engaged by showing clearly why it matters.” No abstract technical discussions, just clear connections between technology and business results.
Turning Strategy Into Execution
JMA built their own framework for getting things done. “JMA’s proprietary DAAEG methodology – Define, Assess, Align, Execute, Govern – was built for one purpose: to help organizations move from aspiration to execution,” Harrison explains. The framework isn’t just another planning exercise. “DAAEG isn’t an abstract planning model, it’s a structured, hands-on framework that connects your strategic goals to tactical plans,” he says. Every recommendation ties back to specific business outcomes, whether that’s growth, efficiency, risk reduction, or innovation. Most importantly, they don’t disappear after delivering a strategy document. Harrison’s team stays involved through implementation because their success depends on actual results, not just good-looking presentations.
The best client relationships start before things go wrong. “Some of our best client relationships began before a crisis,” Harrison observes. “Forward-thinking leaders knew something wasn’t quite right. They felt the tension between potential and performance.” These leaders don’t wait for systems to break down. “They didn’t wait to ‘fix IT’, they wanted to align it. And they wanted a partner who could meet them at the intersection of business goals and technology constraints,” he explains. That’s the sweet spot for JMA. “That’s where JMA excels: helping organizations shift from reaction mode to a proactive, business-aligned model of execution.” Instead of putting out fires, they help companies build competitive advantages. Harrison’s approach proves that technology works best when it amplifies what you’re already good at, rather than trying to create something completely new.
Follow Harrison Allen Lewis on LinkedIn for insights on how to turn your company’s strengths into scalable advantages through smarter tech alignment.
