Paul worked at SerVend International for 16 years while its annual revenue grew from $500,000 to $60 million. During Paul’s tenure he developed expertise in best practice business systems and results, quality management, the use of teams in the workplace, world class manufacturing and global sales management.

When the Fischer family sold SerVend, Paul was the President of its subsidiary, Flomatic International. In 1999, SerVend won the USA Today Quality Cup and was a 1998 finalist for the Malcolm Baldrige Award. Flomatic International won the Oregon Quality Award in 1998 and 1999.

During the 2000s, Paul and his family went on four international sabbaticals; was the CEO of ACCS and participated heavily in its Investment Banking auction process; developed real estate in Park City, Utah; participated as a director in four other companies; and invested in private equity.

From 2012 to 2015, he was the CEO of ASL/Sinus Dynamics, the nation’s leader in compound topical sinus treatment therapies. Paul led the company through the merger of two corporate cultures, health care industry seismic change, cost reductions, and an investment bank offering.

Paul has been active in YPO/WPO for over 15 years and was previously the Utah WPO Chapter Chairman.

Paul is a 1985 honors graduate of Indiana University in Entrepreneurship.

Building High Performance Companies is a class that details how Fischer’s family business went from a fast growth, $30M revenue business with severe growing pains and operating in chaos to a stream lined $60M revenue business. The presentation illustrates simple, practical tools that were implemented to systematically continuously improve the organization with the total participation of all employees. This course was originally a three day YPO Executive Education Course and has been edited down to a one hour overview. Fischer’s parent company was awarded the USA Today Quality Cup and was a Malcolm Baldrige Award finalist. The subsidiary that Fischer was President of won the Oregon Quality Award which is based off the same Malcolm Baldrige criteria. This class is the story of the journey from chaos to best in class.

Key methods and tools covered include:

-Succinct, standardized measurements of the company’s vital few performance indicators
-Standardized problem solving techniques taught and deployed to all employees to improve the company’s vital few performance indicators
-Development of high performance work teams to “flatten” the organization to deploy improvement, decision making, and accountability to the lowest levels of the organization
-Developing a simple annual plan and profit sharing program that derives from the company’s vital few performance indicators that creates exciting companywide alignment
-Sales management tools to maximize revenue growth while creating salesman accountability and minimizing salesman administration
-and many more methods and tools to maximize the effectiveness of your business system.
You will learn how to make better decisions for better results while developing better leaders which result in happy customers, happy shareholders, and happy employees.