SUCCESS STORIES

Problem

A multi-site manufacturing company was in severe operational distress. On-time delivery had fallen below 40%, quality defects exceeded 5,000 PPM, inventory accuracy was unreliable, and major customers were preparing to shift work elsewhere. Cash flow was deteriorating, employee morale was low, and the leadership team lacked alignment, structure, and accountability.

Actions

• Took hands-on operational leadership of multiple production sites.
• Deployed Lean tools, visual management, standard work, and structured problem-solving.
• Rebuilt the SIOP process, quality systems, and production planning disciplines.
• Introduced daily, weekly, and monthly operating rhythms for real-time transparency.
• Reorganized the leadership team, adding talent, clarified expectations, roles, and decision rights.  Deployed S5MOS, management operating system.
• Built out sales and sales leadership with close alignment with operations.
   

Outcomes

• On-time delivery improved from below 40% to over 95%.
• Quality defects reduced from over 5,000 PPM to below 400 PPM.
• Inventory turns doubled; working capital efficiency improved significantly.
• Revenue trajectory reversed and ultimately doubled after multiple quarters of decline.
• Employee alignment, culture, and cross-functional execution dramatically improved.
• The company regained customer confidence and re-established itself as a reliable supplier.

Problem

A private-equity backed manufacturing platform acquired six founder-led businesses across three states within six months. Each site operated independently with no unified systems, leadership structure, quality standards, or commercial strategy. Integration risk was high, operational performance was inconsistent, and the PE investment thesis depended on rapid unification and synergy capture.

Actions

• Led diligence, integration planning, and platform operating model design. 
• Consolidated processes, reporting, quality systems, and core operational workflows.
• Built a cohesive leadership org structure and team, clarified roles, expectations, and performance requirements. 
• Integrated sales and customer management using a the P5 Selling Ecosystem and CRM implementation. 
• Built a single brand identity supported by shared messaging "Rally Cry" and a platform website. 
• Identified and removed duplicative cost structures while standardizing best practices across all sites.
   

Outcomes

• Successfully integrated six companies in six months into a single operating platform.
• Created consistent operations, quality standards, performance metrics, and cross-site communication. 
• Improved operational stability and eliminated the fragmentation that threatened profitability. 
• Positioned the business for scalable growth despite softening market demand. 
• Rebuilt cultural cohesion, leadership confidence, and organizational alignment.

Problem

A national professional services business faced sustained revenue decline driven by weak customer retention, inconsistent sales practices, ineffective business development, and misalignment between commercial and operational teams. The existing go-to-market model lacked pricing discipline, defined value proposition and competitive differentiation, and order to cash clarity.

Actions

• Conducted a full commercial diagnostic using Lean commercial tools and customer journey mapping. 
• Redesigned the sales process, pipeline stages, and customer engagement model. 
• Implemented a CRM system with structured reporting, coaching, and accountability routines. 
• Developed new sales training, leadership development programs, and compensation redesign. 
• Strengthened field operations to ensure delivery performance supported commercial promises.
   

Outcomes

• Customer churn cut in half within the first year. 
• New customer acquisition increased by double digits. 
• Sales pipeline quality, velocity, and forecasting accuracy improved significantly. 
• The commercial organization became consistent, coachable, and data-driven. 
• The business returned to sustainable revenue growth after years of decline.

Problem

A multi-location professional services business experienced multi-year revenue decline, margin compression, and uneven operational performance across dozens of sites. The root causes included pricing leakage, inconsistent customer mix, lack of market focus, and inefficient service operations.

Actions

• Performed deep data analysis to identify unprofitable customers, regions, and offerings. 
• Designed and rolled out new pricing models, segmentation strategies, and promotional plans. 
• Strengthened inside sales to improve lead generation and qualification. 
• Standardized service workflows to reduce labor inefficiencies and improve uptime. 
• Improved leadership capability across sites through coaching and structured management routines.
   

Outcomes

• Achieved both revenue and margin improvement after sustained decline. 
• Increased pipeline conversion rates and strengthened customer profitability. 
• Improved site-level consistency and reduced operational variability. 
• Positioned the company for a successful ownership transition and growth strategy.

Problem

A growing organization struggled with misaligned leadership, unclear roles, inconsistent accountability, and a politically motivated culture that hindered performance and execution. Strategic priorities were understood intellectually but not translated into repeatable actions or measurable progress.

Actions

• Conducted leadership assessments to identify capability gaps and role clarity issues. 
• Rebuilt the senior leadership structure with defined decision rights and performance expectations. 
• Installed a Management Operating System (MOS) with daily/weekly/monthly rhythms. 
• Introduced KPIs, dashboards, and visual management to increase transparency. 
• Provided 1:1 coaching for executives, managers, and emerging leaders. 
• Built cultural norms emphasizing accountability, collaboration, and continuous improvement.
   

Outcomes

• Leadership cohesion and decision-making quality improved significantly. 
• Accountability became consistent across teams and levels. 
• KPIs brought clarity to execution, accelerating progress on key initiatives. 
• Leaders developed stronger communication, problem-solving, and management capability. 
• The culture transformed into one that supports disciplined growth and high performance.